Strategic human resource management and organizational performance in Uganda:  The case of Wavamuno Group of Companies, Kampala

Ambidine, Youssouf

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dc.contributor.author	Ambidine, Youssouf
dc.date.accessioned	2022-11-24T12:43:08Z
dc.date.available	2022-11-24T12:43:08Z
dc.date.issued	2022-02
dc.identifier.citation	Ambidine, Y. (2022) Strategic human resource management and organizational performance in Uganda: The case of Wavamuno Group of Companies, Kampala, Nkumba University	en_US
dc.identifier.uri	https://pub.nkumbauniversity.ac.ug/xmlui/handle/123456789/835
dc.description	Thesis	en_US
dc.description.abstract	The topic of the study was, “Strategic Human Resource Management and Organizational Performance in Uganda: The case of Wavamuno Group of Companies, Kampala-Uganda”. It was guided by three objectives namely; to examine how SHRM influenced performance organizational performance in Wavamuno Group of Companies, Kampala-Uganda, to examine the relationship between strategic human resource management and performance in Wavamuno Group of Companies, Kampala-Uganda and to identify the challenges facing strategic human resource management in achieving organizational performance in Kampala-Uganda. The research design which was used to achieve the results was descriptive and exploratory implying that the study was both qualitative and quantitative in nature. The data collection methods and tools were self-administered questionnaire, interviews and documentary analysis. Regarding the findings, whether the respondents understood what strategic human resource management was all about, the results showed that this was impossible because majority of the respondents answered in the negative. This was further backed up by the fact that over 50% of the respondents stated that they were not conversant with organizational performance. However, they could note that good management was an indicator of organizational performance. Also recognition of the outside environment was the major indicator of strategic human resource management. On the second objective, it was impossible to tell whether the respondents understood the nature of relationship between SHRM and organizational performance because of the dual conflicting results. There were so many ways through which SHRM contributed to organizational performance but the major ones were supports organization implement business and maintaining edge, among others. Because of the conflicting results it was impossible to ascertain whether the respondents were aware of the challenges. Among the many challenges facing SHRM in achieving organizational performance but the most services one pointed out by the respondents were initiatives such as threats and employees perceive initiatives differently and long serving employees clinging to status quo. It was confirmed that SHRM influenced organizational performance, hence SHRM contributed to performance. Policy issue is a very pertinent issue in the organization, without if the organization cannot move forward. It was therefore concluded that there was a very relation between SHRM and organizational performance. Generally the study recommends that SHRM is pre-eminent to organizational performance.	en_US
dc.language.iso	en	en_US
dc.publisher	Nkumba University	en_US
dc.subject	Kampala	en_US
dc.subject	Human resource management	en_US
dc.subject	Organizational performance	en_US
dc.title	Strategic human resource management and organizational performance in Uganda: The case of Wavamuno Group of Companies, Kampala	en_US
dc.type	Thesis	en_US