Human Resource Management Practices and Synergy of Local Governments Employees in Bushenyi Districts
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Date
2013-02
Authors
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Journal ISSN
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Publisher
Kampala International University, bachelors degree in Human resource management
Abstract
The study intended to establish the relationship between human resource
management practices and synergy of 377 purposively selected staffs in Greater Bushenyi
District local governments. Using descriptive comparative and correlational survey and cross
sectional designs, a self administered researcher made questionnaire aided to gather data
used to answer six specific questions on: a) profile of GBD staffs; b) Level of HRM practices;
c) degree of synergy; d) difference in level of HRM practices; e) difference in degree of
synergy and f) relationship between HRM practices and Synergy among GBD staffs. Data
was analyzed using frequencies, percentages, means, t-test, One-Way ANOVA, PLCC and
regression analysis.
Results revealed that more than 53% of GBDs staffs were male, most with diploma
holders, majority below 39 years, over 73% were married, with experience of over 5 years
and most of them are administrators
There are satisfactory levels of HRM practices (grand mean = 2.90): recruitment and
selection (average mean = 3.02); motivation (average mean = 2.52); managing diversity
(average mean = 3.00); and staff performance appraisal (average mean = 3.06)
The degree of synergy is at satisfactory level (grand mean = 2.93) in terms of multi skilling
(average mean = 3.00); bench marking (average mean = 3.05); participatory
democracy; (average mean = 2.89) and empowerment (average mean = 2.77).
The level HRM practice (recruitment and selection, motivation, managing diversity
and staff performance appraisal) do not significantly differ according to gender, age,
education, marital status, experience and category of respondents.
The degree of synergy (multi-skilling, bench marking, participatory democracy and
empowerment) does not significantly differ according to gender, age, education, marital
status, experience and category of respondents.
The level of HRM practices (recruitment and selection, motivation, managing
diversity and staff performance) was found to be significantly correlated with synergy (multi skilling
and bench marking, (overall r = 0.974, sig 0.000). It concluded that HRM practices
positively and significantly influence Synergy in GBDs.
It recommends that there is need to promote; youth local government programs,
promote equal employment opportunities in terms of recruitment and selection, motivation,
diversity and appraising staff's performance; flexibility in rules and regulations, train
employees, reduced interference by central government in district affairs; free and fair
elections.
Description
A Dissertation Presented to the College of Economics and Management Kampala International University Kampala, Uganda in Partial Fulfillment of the Requirements for the Degree Bachelor of Human Resource Management
Keywords
Human Resource Management Practices, Synergy, Local Governments Employees, Bushenyi Districts