Human resource practices and performance management of Small-scale enterprises in uganda:

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Kampala International University. College of Humanities and Social Sciences
The study aimed at examining how human resource management practices influence the performance management of small-scale enterprises in Uganda among the service and manufacturing industries. The objectives of the study were; to examine the influence of employee resourcing on the performance of small-scale enterprises in Uganda. to explore the influence of employee rewards management practices on the performance of small-scale enterprises in Uganda, to establish the influence of employee training practices on performance of small-scale enterprises in Uganda and to establish the influence performance practices on performance management of small -scale enterprises in I Uganda. The study used a cross-sectional survey research design where both qualitative and quantitative approaches were used (Mann, 2003). This was used largely because it helped to select a small sample of people from a bigger population to act as an inference and since surveys are designed to provide a snapshot of how things are at a specific thne and it allowed the use of many variables at ago (Levin, 2007). In this study, survey methodology helped in measuring variables and examining relationships among variables as recommended by Fowler (1993). The study used a five-liker scale questionnaire which was administered to employees of small businesses. The findings revealed that, it is conducive in the company to looks at employee’s knowledge and experience applied in recruiting employee with a mean of 3.07 and stranded deviation of 1.380. This implies that small scale enterprises in Uganda are important business limits in many countries due to their contribution to national economic development and job creation. Also, from the finding, the study found that; the managers agree with employees on specific key issues object achieve in a particular period of time (mean 3.29; Std. 231), in caning that Performance management emerge every year and all too often, human resource departments get it wrong. The study concluded that, following the literature review, a conceptual framework was proposed based on the goal theory, which looked at the statistically significant relationship between human resource management practices and performance small-scale enterprises including sales and employment. This means that S~s that engage in formal human resource management practices are more likely to influence employment and sales. On the contrary, there is no statistical relationship between HRM practices and wage satisfaction. The study recommended small-scale enterprises to come up with different departments within the organization, identify the key positions, kinds of skills and qualities that people to take up such positions must have such that in the end of it all their impact is reflected on the performance of the business.
a research report submitted to the college of economics and Management in partial fulfillment of the requirements for the award of a bachelor’s degree in human resource management of Kampala international university
Human resource, management, Small-scale enterprises