| dc.description.abstract | Employee performance continues to be a concern to higher institutions of learning globally, and to institutions in Uganda. While, institutions have put in place human resource policies with the objective of attaining good employee performance, the concerns on employee performance persist. This study examined perceived employee performance at Makerere University, the nature of HR policies at Makerere University, and the relationship between Recruitment & Selection policy, Training & development policy, Reward & compensation policy, and perceived employee performance at Makerere University.
Through a cross-sectional survey and exploratory design, this study used both quantitative and qualitative approach to collect data, to explore and understand perceived employee performance and the nature of human resource policies. It went further to test hypotheses and to analyse the relationships between the selected HR policies and perceived employee performance. Data were collected at Makerere University, from academic, and administrative staff. Using stratified random sampling, a total of 121 valid self-administered questionnaires were obtained from selected respondents. This was followed by a total of 24 Key Informant interviews for qualitative data. Hierarchical regression was used to test the hypotheses, whereas thematic analysis was used to understand the Key Informant qualitative data.
The findings revealed; a good perceived employee performance among staff, the HR policies were perceived to be supportive to employees, divorced employees had a significantly lower perceived employee performance than employees who were single (b= -0.926, p=0.000), and there was a significant positive relationship between Training & development policy and perceived employee performance (b=0.125, p=0.031). Findings from the study supported theory; specifically, a path was found from Training & development policy to perceived employee performance as suggested by the Harvard Model. The significant relationship of Training & development policy with perceived employee performance shows the significance of this HR policy in understanding perceived employee performance in higher institutions of learning in Uganda’s context, with implications for both policy and practice. The study recommends the realignment of the rewards and compensation policies to effect salary structure change from a single spine between academic and non-academic staff and between science and non-science academic staff. There is need to provide for clear and more elaborate guidelines for promotion of non-academic staff. | en_US |
