Human resource development and employee perfomance a case of Canadian forest services, Ottawa, Canada
| dc.contributor.author | Ani, Diane | |
| dc.date.accessioned | 2018-12-17T11:43:32Z | |
| dc.date.available | 2018-12-17T11:43:32Z | |
| dc.date.issued | 2018-10 | |
| dc.description | A thesis report submitted to the College of Economics and Management in partial fulfilment of the requirements for the award of a Master’s degree in Business Administration of Kampala International University Kampala, Uganda | en_US |
| dc.description.abstract | The Canadian Forest Service (CFS) can only survive and compete effectively when it emphasizes human resource development in its strategic plan (Both, 2014). However, despite the emphasis in the Canadian Forest Service has put on its human resource development, the performance of employees is still wanting as evidences in employee’s failure to produce quality work, failure to write report, constant absenteeism, late coming and failure to address customer concerns (Human Resource Report Canadian Forest Service, 2017). The purpose of the study examined the effect of human resource development on employee performance in Canadian Forest Service in Canada. The research objectives were; to examine the effect of training on employee performance, to examine the effect of job mentoring on employee performance and to examine the effect of job rotation on employee performance in Canadian Forest Service. The study employed the cross sectional survey design. Stratified sampling was used to select a sample from each category of employees. Then simple random sampling was used to select respondents from each selected sample from the category. The study adopted self-administered questionnaire. The findings revealed that training had no significant effect on employee performance with (r-squared =0.096, & Sig=0.000), the findings also indicated that job mentoring had a significant effect employee performance with (r-squared =0.288, & Sig=0.000) and also job rotation had a significant effect on employee performance with (r-squared =0.336, & Sig=0.000), The findings implied that when employees are trained at work, given job mentoring and also rotated at work it positively influences their performance . The study concluded that all aspects of human resource development such as training, job mentoring and job evaluation significantly affects employees performance at work. The study recommended that Canadian forest service should emphasize on providing regular employee training both on the job and off the job training. The Canadian Forest Service should also emphasize job mentoring to new an old employee at work and also conduct job rotation periodically to all employees in order to enhance their employee performance. The study contributes to the existing academic knowledge by producing empirical evidence to support theories significant in explanation of human development practice and employee performance. | en_US |
| dc.identifier.uri | http://hdl.handle.net/20.500.12306/1404 | |
| dc.language.iso | en | en_US |
| dc.publisher | Kampala International University , College Of Economics And Management | en_US |
| dc.subject | Human resource development | en_US |
| dc.subject | Employee perfomance | en_US |
| dc.subject | Canadian forest services | en_US |
| dc.subject | Ottawa, Canada | en_US |
| dc.title | Human resource development and employee perfomance a case of Canadian forest services, Ottawa, Canada | en_US |
| dc.type | Thesis | en_US |