DSpace at My UniversityThe DSpace digital repository system captures, stores, indexes, preserves, and distributes digital research material.http://localhost:8787/xmlui2024-02-19T05:58:00Z2024-02-19T05:58:00ZStrategic Recruitment, Training Practices, Motivation And Employee Performance In The Public Sector Of South Sudan :Tito , Magor Mathiechttp://hdl.handle.net/123456789/2662023-09-30T15:28:41Z2022-03-01T00:00:00ZStrategic Recruitment, Training Practices, Motivation And Employee Performance In The Public Sector Of South Sudan :
Tito , Magor Mathiec
The study examined the relationship between Strategic recruitment, Training practices, Motivation and Employee performance in the Public Sector of South Sudan. The objectives of the study were to; assess the relationship between Strategic recruitment and Employee performance in the Public Sector; establish the relationship between Strategic recruitment, Motivation and Employee performance in the Public Sector; examine the relationship between Training practices, Motivation and Employee performance in the Public Sector; examine the relationship between Training practices and Employee performance in the Public Sector. And to study the factor structure of Strategic recruitment, Training practices and Motivation on the Employee performance in the Public Sector. The study adopted a descriptive survey and case study design. Quantitative and qualitative approaches were used. The study population consisted of 166 administrative and junior staff in the public sector. The Krejcie and Morgan Table of (1970) was used to determine a sample size of 154 from the study population under study. Simple random sampling and purposive sampling techniques were used to select the respondents and data was coded, edited and analyzed using IBM SPSS statistics version. 23 and presented using descriptive analysis and inferential statistical options.
Correlation results indicated positive and moderately significant impact of strategic recruitment and employee performance (r= .642, P-value < 0.01) with Beta value of .543; a positive and a moderately positive and significant relationship between strategic recruitment and motivation (r = .560, P-value < 0.01) and a moderately positive and significant relationship between motivation and employee performance (r = .603, P-value < 0.01); a moderately positive and significant relationship between training practices and motivation (r = .588, P-value < 0.01) and a moderately positive and significant relationship between motivation and employee performance (r = .603, P-value < 0.01); a moderately positive and significant relationship between training practices and employee performance (r = .622, P-value < 0.01).
It has been concluded that there a positive and moderately significant impact of strategic recruitment and employee performance (r= .642, P-value < 0.01) and a moderately positive and significant relationship between training practices and employee performance (r = .622, P-value < 0.01). All combined predictor variables (strategic recruitment, training practices and motivation) explained at 65.3% the variance of employee performance. The attribute of strategic recruitment explained employee performance most with .543 time, followed by training practices with .411 times and lastly motivation with .268 times.
The study recommends that the government directories in South Sudan ensure that during its strategic recruitment and selection process it matches its human resource to the strategic and operational needs of the organization. Government directories in South Sudan ought to draw plans and strategies like promotions, transfers, recognition, and physical working conditions that cater for proper employee motivation and back them up with hiring competent managers. More so, management should improve the training programmes offered especially the use of study tours to other civil servants within and outside the country so that employees can learn how other civil servants operate their day to day activities and that government agencies should ensure there are effective systems of employee recruitment, training & development which helps in fulfilling basic human needs such as needs for autonomy, relatedness, and competence, it will enhance employees' growth and individual development plans.
2022-03-01T00:00:00ZEmployees Motivation, Work Environment, Leadership Style And Organizational Performance of Samaritan’s Purse International Relief South Sudan ProgramThomas , Longa E. Modihttp://hdl.handle.net/123456789/2652023-09-30T15:19:03Z2022-04-01T00:00:00ZEmployees Motivation, Work Environment, Leadership Style And Organizational Performance of Samaritan’s Purse International Relief South Sudan Program
Thomas , Longa E. Modi
The study examined the relationship between employee motivation, work environment, leadership style and organizational performance at Samaritan’s Purse International Relief, Juba, South Sudan. The study specifically examined the relationship between; employee motivation and organizational performance of Samaritan’s Purse International Relief, Juba; work environment and organizational performance of Samaritan’s Purse International Relief, Juba; leadership styles and organizational performance of Samaritan’s Purse International Relief, Juba; performance feedback and organizational performance of Samaritan’s Purse International Relief, Juba; conflict management and organizational performance of Samaritan’s Purse International Relief, Juba; leadership styles and organizational performance of Samaritan’s Purse International Relief, Juba; and employee motivation, leadership style and organizational performance of Samaritan’s Purse International Relief, Juba. The study the study employed both explanatory and descriptive research designs, where both qualitative and quantitative approaches were used. From a population size of 270, the study attracted a sample size of 229 participants, from whom data was collected using both structured questionnaires and interview guide. Data was analyzed using content analysis technique for qualitative and SPSS software for quantitative data. The latter gave rise to descriptive statistics (mean and standard deviation) as well as inferential statistics (correlations and regression analysis). According to the study, there is a significant and positive relationship between employee motivation and organizational performance (r=0.503), there is a significant and positive relationship between work environment organizational performance (r=0.842), and there is a significant and positive relationship between leadership styles and organizational performance (r=0.820). It is concluded that employee motivation, work environment, leadership styles contributes 88.8% on organizational performance of Samaritan’s Purse International Relief, Juba as represented by the R2. The study recommended that employees should be motivated as they play a significant role towards the performance of the organization. The organization should make sure that there is favorable work environment to enable the organization to perform well. The organization should make sure that proper leadership styles are applied for better performance of the organization.
2022-04-01T00:00:00ZOrganisational Justice, Participatory Management, Felt Obligation And Employee Performance In Mulago National Referral HospitalSylvia, Grace Akiirahttp://hdl.handle.net/123456789/2642023-09-30T14:43:08Z2022-06-01T00:00:00ZOrganisational Justice, Participatory Management, Felt Obligation And Employee Performance In Mulago National Referral Hospital
Sylvia, Grace Akiira
The study examined the relationship between of organisational justice, participatory management, felt obligation and employees’ performance in Mulago National Referral Hospital (MNRH). The study was guided by the following objectives; to examine the relationship between organisational justice and employee performance in MNRH, to examine the relationship between organizational justice, felt obligation and employee performance in MNRH, to examine the relationship between participatory management, felt obligation and employee performance in MNRH and to examine the factor structure of organizational justice, participatory management and felt obligation on employee performance in MNRH. This study adopted a case study design using both the quantitative and qualitative methods of data collection. A sample size of 335 was determined from a population of 2,657 using Krejcie& Morgan (1970). Purposive, simple random and convenience sampling techniques were used to select the respondents from the staff and patients of Mulago National Referral Hospital. The respondents were issued with self-administered questionnaires which had closed ended questions and face to face interviews were conducted among administrative staff of MNRH.
The correlation results indicated a significant positive effect of distributive justice on employee performance at JTRH (r = 0.614 with probability value (p = 0.000); a positive and significant correlation of organizational justice and felt obligation in MNRH denoted by (r = 0.552), whereas between felt obligation and employee performance was denoted by (r = 0.588); a positive and significant correlation of participatory management and felt obligation in MNRH denoted by (r = 0.575). The regression results indicated 57.1% of employee performance at Mulago National Referral Hospital is explained by organisational justice, participatory management and felt obligation. A one unit change in organisational justice, results to 0.433 positive changes in employee performance in MNRH.
It was concluded that there was a significant positive relationship between organisational justice and employee performance in MNRH, that effective organizational justice and felt obligation led to improved employee performance in Mulago National Referral Hospital, participatory management and felt obligation have to be improved in the mechanisms to enhance employee performance at Mulago National Referral Hospital. And that unit changes in organisational justice, participatory management and felt obligation results to positive changes in employee performance in MNRH.
It was recommended that that policy makers, like the Ministry of Health and management of MNRH to implement use effective organisational justice, participatory management and felt obligation strategies in order to improve employee performance in any public referral hospital like MNRH,ensure resources and decision outcomes are fairly distributed in the organization.Management of public health facilities and MNRH in particular should ensure that participatory management activities-delegating, communication and decision-making are managed effectively and that managers of MNRH should deal with employees in a truthful manner when decisions are made about at the job.
2022-06-01T00:00:00ZE-Procurement, Supplier Cooporation And Supply Chain Performance :Suad, Ali Weheliehttp://hdl.handle.net/123456789/2632023-09-30T14:26:58Z2022-01-01T00:00:00ZE-Procurement, Supplier Cooporation And Supply Chain Performance :
Suad, Ali Wehelie
Small and median enterprises assume a significant part in a country's monetary capacity. They are a significant kind of revenue for some business visionaries and give work prospects, fundamentally for youngsters. In spite of their basic capacity, Large enterprise defy a few obstacles that have hurt their exhibition, with some in any event, shutting down. The following objectives guided the study , i) to establish the relationship between E-procurement on Supply Chain Performance in Mandela group of companies in Kampala, ii) to assess the relationships between Suppliers cooperation on Supply Chain Performance in Mandela group of companies in Kampala, iii) to analyze the relationships between of E-Procurement, Supplier cooperation and Supply Chain Performance in Mandela group of companies in Kampala. The study population comprised of 200 respondents from the Mandela Group's in focal Kampala, Uganda. The sample size was 154 respondents as determined by Slovene’s formula, acquirement officials, Logistics officers, and other staff individuals in Mandela group of companies. purposive and simple randam sampling were utilized to pick 154 respondents from Mandela group of companies. With the assistance of the Statistical Package for Social Science, quantitative information was inspected utilizing engaging measurements (SPSS). Data collection instruments was questionnaires. Data was analyzed using frequency and percentage tables, mean and standard deviations, linear regression analysis. The study revealed that e-procurement significantly affects supply chain performance in Mandela group of companies (Adjusted R Square =0.564, p=0.000). The study revealed that supplier cooperation significantly affects supply chain performance in Mandela group of companies in Kampala (Adjusted R Square =0.431, p=0.000). The study revealed that e-procurement and supplier cooperation have a positive, strong and significant relationship with supply chain performance (r=0.808**, p=0.000). The study concluded that both e-procurement and supplier cooperation affectsupply chain performance in Mandela group of companies in Kampala. The study made the following recommendations: The management of Mandela group of companies in Kampala should apply quality where the activities in supply chain support all levels appropriately in relation to others within the organization. The management of Mandela group of companies in Kampala should keep in mind that there should be a balance between the amounts of effort required and the size or significance of the supply chain performance. The management of Mandela group of companies in Kampala should constantly affirm and recognize their as a way of enhancing their performance. The management of the Mandela group of companies in Kampala should come up with policies that encourage work life balance for efficiency and effectiveness of the chain performance. The new knowledge contributed by this study is that the use of the mixture of E-e-procurement and supplier cooperation has positive influence on supply chain performance and that if the management of Mandela group of companies in Kampala strengthen theire-procurement and supplier cooperation ,the supply chain would perform more excellently hence attaining organizational goals.
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