Strategic human resource management, employee engagement and employee performance: a cross-sectional study of employees at Kampala Capital City Authority, Uganda

Abstract

The purpose of this study was to investigate the relationship between Strategic Human Resource Management, Employee Engagement and Employee Performance among employees at Kampala Capital City Authority. A simple random sampling strategy was used to select 140 respondents. A correlation research design was employed, Pearson correlation coefficient was used to test the first three hypotheses, while Kenny and Baron Regression Analysis (1986) was used to measure the fourth hypothesis. The study findings indicated a significant positive relationship between Strategic Human Resource Management (SHRM) and employee engagement. The study also revealed that employee engagement has a significant positive relationship with employee performance. A significant positive relationship was also found between Strategic Human Resource Management and Employee Performance. It was also found that employee engagement does not mediate the relationship between Strategic Human Resource Management and Employee Performance. Organizations that need to keep competitive advantage (performance) should focus on improving SHRM and Employee Engagement.