INTERNAL RECRUITMENT AND EMPLOYEE PERFORMANCE IN SECURITY

FORCES; A CASE OF UGANDA POLICE, MBARARA DISTRICT

JULY 2019

Declaration

I Muhereza John Innocent hereby declare that my study on internal recruitment and employee

performance in security forces a case of Uganda police force is original and has not been

published for any other degrees in any other University or Institutions of higher learning.

MUHEREZA JOHN INNOCENT

BBA/HRM (MUST), PGD (HRM) (UMI), ADIMN. LAW (LDC)

i
Dedication

This piece of work is dedicated to my Dear wife Madrine Muhereza and my sons Ahabwe John
Innocent and Atukwasa Simon Peter.

ii
 Table of Contents

Declaration..................................................................................................................................................i
Dedication..................................................................................................................................................ii
Table of Contents.....................................................................................................................................iii
List of tables.............................................................................................................................................vii
List of Figures.........................................................................................................................................viii
List of Acronyms......................................................................................................................................ix
Abstract......................................................................................................................................................x
CHAPTER ONE......................................................................................................................................1
1.0 Introduction.......................................................................................................................................1
1.1 Background of the study....................................................................................................................1
1.1.1 Historical Background....................................................................................................................2
1.1.2 Theoretical Background..................................................................................................................3
1.1.3 Conceptual Background..................................................................................................................5
1.1.4 Contextual Background..................................................................................................................6
1.2 Problem statement.............................................................................................................................6
1.3 Purpose of the study..........................................................................................................................7
1.4 Study objectives.................................................................................................................................8
1.5 Research questions............................................................................................................................8
1.6 Hypothesis.........................................................................................................................................8
1.7 The Conceptual Frame work..............................................................................................................9
1.8 The significance of the study...........................................................................................................10
1.9 Justification of the study..................................................................................................................10
1.10 The study Scope.............................................................................................................................10
1.10.1 Content scope.............................................................................................................................11
1.10.2 The time scope............................................................................................................................11
1.10.3 Area scope..................................................................................................................................11
1.11 Operational definitions..................................................................................................................12
1.11.1 Internal Recruitment...................................................................................................................12
1.11.2 Employee Performance...............................................................................................................12
1.11.3 Promotions..................................................................................................................................12
1.11.4 Transfer of service/lateral transfers.............................................................................................13

iii
 1.11.5 Re-employment..........................................................................................................................13
1.11.6 Effectiveness...............................................................................................................................13
1.11.7 Timeliness...................................................................................................................................14
1.11.8 Motivation..................................................................................................................................14
1.11.9 Professionalism...........................................................................................................................14
CHAPTER TWO.....................................................................................................................................15
LITERATURE REVIEW.......................................................................................................................15
2.0 Introduction.....................................................................................................................................15
2.1 Theoretical review...........................................................................................................................15
2.2 Promotions and employee performance...........................................................................................17
2.3 Re-employment and employee performance....................................................................................20
2.4 Transfers and employee performance..............................................................................................23
2.5 Summary of literature review..........................................................................................................25
CHAPTER THREE.................................................................................................................................27
METHODOLOGY..................................................................................................................................27
3.0 Introduction.....................................................................................................................................27
3.1 Research Design..............................................................................................................................27
3.2 Area of the study.............................................................................................................................27
3.3 Study population..............................................................................................................................28
3.4 Sample size determination...............................................................................................................28
Table 1: Study sample size determination.............................................................................................28
3.5 Sampling method.............................................................................................................................28
3.5.1 Simple random sampling..............................................................................................................29
3.5.2 Purposive sampling.......................................................................................................................29
3.6 Data collection Methods..................................................................................................................30
3.6.1 Questionnaire Method..................................................................................................................30
3.6.2 Interview Method.........................................................................................................................30
3.7.1 Self-administered Questionnaires.................................................................................................31
3.7.2 Interviews guides..........................................................................................................................31
3.8 Quality control.................................................................................................................................32
3.8.1Validity..........................................................................................................................................32
Table 2: Validity Test..............................................................................................................................32

iv
 3.8.2. Reliability....................................................................................................................................33
Table 3: Reliability Test..........................................................................................................................33
3.9. Procedure of data collection...........................................................................................................33
3.10 Data analysis..................................................................................................................................34
3.10.1 Quantitative Data Analysis.........................................................................................................34
3.10.2 Qualitative Data analysis............................................................................................................34
3.11. Measurement of variables.............................................................................................................35
3.12 Ethical Considerations...................................................................................................................35
CHAPTER FOUR...................................................................................................................................36
PRESENTATION, ANALYSIS AND INTERPRETATION...............................................................36
4.1 Response rate...................................................................................................................................36
4.2 Respondent’s Social demographic characteristics............................................................................36
4.2.1 Respondents’ gender.....................................................................................................................37
Table 4: Respondents' Gender................................................................................................................37
4.2.2 Respondents’ age categories.........................................................................................................37
Table 5: Respondents' Age categories....................................................................................................38
4.2.3 Respondents’ Years in service......................................................................................................39
Table 6: Respondents' Years in service..................................................................................................39
4.2.4 Respondents’ rank........................................................................................................................40
Table 7: Respondents' Rank...................................................................................................................40
4.2.5 Respondents’ Highest level of education......................................................................................41
Table 8:Respondents' Highest level of education..................................................................................42
4.2.6 Respondents’ Department current department..............................................................................42
Table 9: Respondents' Department........................................................................................................43
4.3 Empirical findings...........................................................................................................................43
Table 10: Descriptive statistics showing Respondents' views on employee performance...................44
4.3.1 The effect of promotions on employee performance in the Police Force......................................47
Table 11: Descriptive statistics showing responses on promotions......................................................47
Table 12: Correlation results on the relationship between promotions and employee performance 50
Table 13: Descriptive Statistics on respondents' views on Reemployments........................................51
Table 14: Correlation showing the relationship between reemployment and employee performance
................................................................................................................................................................... 54
Table 15: Descriptive statistics showing respondents' views on lateral transfers...............................55

v
Table 16: Correlation showing the relationship between lateral transfers and employee
performance.............................................................................................................................................57
CHAPTER FIVE.....................................................................................................................................60
SUMMERY, DISCUSSION, CONCLUSION AND RECOMMENDATIONS...................................60
5.0 Introduction.....................................................................................................................................60
5.1 Summary of the main findings.........................................................................................................60
5.1.1 The relationship between promotions and employee performance...............................................61
5.1.2 The relationship between reemployment and employee performance...........................................61
5.1.3 The relationship between lateral transfers and employee performance.........................................62
5.2 Discussion of the findings................................................................................................................62
5.2.1 Promotions and employee performance in the Uganda police force.............................................63
5.2.2 Reemployment and employee performance in the Uganda Police Force......................................64
5.2.3 Lateral transfers and employee performance in the Uganda Police Force.....................................65
5.3 Conclusions.....................................................................................................................................66
5.3.1 Promotions and employee performance in the Uganda Police Force............................................66
5.3.2 Reemployment and employee performance..................................................................................67
5.3.3 Lateral transfers and employee performance................................................................................67
5.4 Recommendations...........................................................................................................................68
5.4.1 Promotions and the Uganda Police Force.....................................................................................68
5.4.2 Reemployment and employee performance..................................................................................68
5.4.3 Lateral transfers and employee performance................................................................................69
5.4.4 Limitations of the study................................................................................................................69
5.5 Areas for further research................................................................................................................69
References.............................................................................................................................................71

List of tables
Table 1; Study sample size determination………………….……………………………………………..28
Table 2; Validity Test................................................................................................................................32

vi
Table 3; Reliability Test............................................................................................................................33
Table 4; Respondents' Gender...................................................................................................................37
Table 5; Respondents' Age categories.......................................................................................................38
Table 6; Respondents' Years in service.....................................................................................................39
Table 7; Respondents' Rank.......................................................................................................................40
Table 8; Respondents' Highest level of education.....................................................................................42
Table 9; Respondents' Department............................................................................................................43
Table 10; Descriptive statistics showing Respondents' views on employee performance..........................44
Table 11; Descriptive statistics showing responses on promotions............................................................47
Table 12; Correlation results on the relationship between promotions and employee performance...........50
Table 13; Descriptive Statistics on respondents' views on Reemployments..............................................51
Table 14; Correlation showing the relationship between reemployment and employee performance........54
Table 15; Descriptive statistics showing respondents' views on lateral transfers.......................................55
Table 15; Correlation showing the relationship between transfers and employee performance.................56
Table 16; Correlation showing the relationship between lateral transfers and employee performance......57

List of Figures
Figure 1; Conceptual Frame work...............................................................................................................9
Figure 2: Pie chart on Respondents' years in service.................................................................................39

vii
Figure 3: Bar Graph on Respondents' Rank categories..............................................................................41

List of Acronyms

AIGP Assistant Inspector General of Police

viii
Cap Chapter
CIID Criminal Intelligence and Investigation Directorate
CP Commissioner of Police
CVI Content Validity Index
DHRM Director Human Resource Management
DPC District Police Commander
FFU Field Force Unit
HRM Human Resource Management
MoESTS Ministry of Education, Science, Technology and Sports
NO. Number
NCOs Non-Commissioned Officers
PSU Professional Standards Unit
RPC Regional Police Commander
Sec Section
SPCs Special Police Constables
SPSS Statistical Package for Social Scientists
UMI Uganda Management Institute
USERRA Uniformed Services Employment and Reemployment Rights Act

Abstract

ix
The study assessed the relationship between internal recruitment and employee performance in

Uganda police force – Mbarara District. Specifically, the study aimed at examining the

relationship between promotions and employee performance, assessing the relationship between

re-employment and employee performance and rating the relationship between lateral transfers

and employee performance in the Uganda Police Force. The study was anchored on the

reinforcement model majorly on the positive reinforcement assumption. Using a cross-sectional

research design, the study generated and pre-tested questionnaires and interview guides for data

collection. A population of 270 provided a sample of 206 respondents; four of these were key

informants from whom data was collected. Quantitative Data was analyzed using descriptive

statistics and Pearson Correlation in SPSS and thematic analyses for qualitative data.

The research findings led to the conclusion that internal recruitment methods positively influence

employee performance. When promotions and lateral transfers are properly managed, they will

significantly yield better performance results of employees. The study therefore recommended

that all internal recruitment methods should be participatory in nature so that institutions can

benefit from the performance of both current and prospective beneficiaries.

x
 CHAPTER ONE

1.0 Introduction

The Uganda Police Force conducts internal recruitment as one way of acquiring employees as

fresh recruits or replacements. The study investigated the influence of internal recruitment on

employee performance in security forces taking a case of Uganda Police Force in Mbarara

District. Internal recruitment was the independent variable while employee performance was the

dependent Variable. Internal recruitment is defined as attempts by organizations to fill vacancies

using candidates from within the organization (Scarpello, 2008). Employee performance is

defined as whether a person executes their job duties and responsibilities well (Litmos, 2014).

Employee performance assumes an actor of some kind but the actor could be an individual

person or a group of people acting in a concert. Basing on the reinforcement model, on which the

study was based, the internally acquired employees are expected to be better performers. This

study therefore sought to investigate why the internally recruited employees in security forces

specifically the Uganda Police Force end up showing low performance results.

1.1 Background of the study

The study background is presented using an approach of theoretical, conceptual and contextual

aspects as advanced by (Amin, 2005) and employed by Candle (2010).

1
1.1.1 Historical Background

The Uganda Police Force became a fully-fledged institution on 25 th May 1906. Prior to this, it

was a paramilitary force called The Uganda Armed Constabulary whose main function was to

quell riots and unrests in different parts of the then British Protectorate. The acquisition of

employees was at first from Britain and later energetic people were recruited from the British

colonies. It is also noted from Mathieu (1994), that police officers would be moved from colony

to another for purposes of ensuring effectiveness of the force. In many British colonies like

Kenya and Ghana the situation was the same as Uganda and in 1920, the forces’ names started

changing to the colonies names say Kenya Police or Uganda Police. This saw a number of

Inspectors and Assistant Inspectors being recruited though they were all Europeans leaving the

lower ranks to the Africans’ (Mathieu, 1994). By the end of the Second World War, the forces in

the colonies had expanded with many African Police officers with new reforms including Traffic

regulations. Since then the Uganda Police Force has under-gone a number of institutional

metamorphosis that culminated into the current Uganda Police Force as provided for under

Articles 211 to 214 of the 1995 Constitution (Sector Strategic plan for statistics 2007).

Since it was formed, the force has invested in internal recruitment while filling some of the

available positions in order to motivate the already serving employees before considering

external sources and methods and this is assumed to in turn bring about better performance. The

approaches that have been commonly used in internal recruitment by the force include but not

limited to; promotions, transfers of service and re-employments. Internally acquiring employees

come with advantages that include better motivation of employees as their capabilities are

considered and opportunities offered for promotion, better utilization of employees because the

organization can often make better use of the abilities of those employees in different jobs, there

2
is great reliability as compared to externally acquired employees as the current ones are

thoroughly known and that there are high chances that the current employee will stay with the

organization than external candidates (Hannagan, 2002). The promotions, lateral transfers and re-

employments come with increment in salaries and responsibility, (Kaihura, 2012). Currently

many employers want to engage people who already have knowledge about the organization and

its culture and are motivated job-seekers (Rantanen, 2015pg, 14).

1.1.2 Theoretical Background

This study was anchored on the Reinforcement model as advanced by B.F Skinner (Mullins,

2007). The model according to B.F. Skinner (1974) emphasizes that people can be conditioned to

act in certain ways if they are rewarded for behaving as required and this is widely applied by

many organizations Uganda Police Force inclusive (Armstrong, 2006). The principles behind the

reinforcement model are that behavior that is rewarded in a particular situation tends to be

repeated in a similar situation while behavior that is not rewarded tends not to be repeated. These

are referred to as positive and negative reinforcement respectively (Greenberg, 2005). Cole

(2004), presents more assumptions of the reinforcement model and states that desired behavior

should be positively reinforced, undesirable behavior should as much as possible be ignored,

using punishment as a principal means of achieving desired performance should be avoided,

reinforcement should be provided after the response as soon as possible, positive reinforcement

should be applied regularly, there should be assessment of positive and negative factors in the

individual employee’s environment and that desired behavior and performance should be

specified in quantifiable terms. Basically reinforcement model demonstrates that reward is the

prevention of something painful and nasty from occurring (Mullins, 2007).

3
It is important to note that there are many motivation theories in a human resource context which

are relevant to this study. These include Maslow’s Hierarchy of needs (1943, 1954), Alderfer’s

ERG motivation theory of 1969, McClelland’s achievement and acquired needs theory of 1961,

Stacey Adams Equity theory of 1963, Hertzberg Hygiene factors theory of 1959, Victor Vroom’s

expectancy motivation theory of 1964, Hackman and Oldham job characteristics model of

1980(BVBA, 2009-2016). The mentioned theories and a model are all related to this study but

the reinforcement model underpins this study as it clearly demonstrates a clear relationship

between its variables. The reinforcement model is also called behavior modification and involves

three elements as stimulus, the response and the consequences (Scarpello, 2008). It is not

basically concerned with what motivates behavior, or how, and is not strictly a theory of

motivation. It is more concerned with control and modification of behavior.

Therefore it is important that the desired behavior be positively reinforced (Cole, 2004). If the

hard working employees who possess positive attitude towards the organization are identified,

then it is important that they are motivated through re-engagements, promotions and rotations.

This therefore in the context of this study, depicts that if employees are identified to qualify for

the existing position, they are promoted, transferred to those positions or called back in case they

had retired or have been in acting positions and they are confirmed and retained; it is an

indication that they are hardworking, committed and motivated. The model emphasizes that

people can be conditioned to act in certain ways if they are rewarded for behaving as required

and this is widely applied by many organizations the Uganda Police Force inclusive. The study

sought to establish if it is sufficient to administer positive reinforcement and wait for positive

results from employees.

4
1.1.3 Conceptual Background

Internal Recruitment means initiatives and actions by organizations to fill vacancies using

internally acquired employees (Taylor, 2008). Also referred to as an internal labour market, it is

defined to mean the described arrangements where existing staff can apply and be considered for

organizational vacancies which occur, resulting in promotion or transfer of current employees

(Pilbeam, 2006). Internal Recruitment basically takes place within an organization. It also

according to Canwell, (2004) involves matching of an individual who already works for the

organization to the available vacancy. The resources or employees in this type of recruitment are

readily available to an organization. For purposes of this study, internal recruitment was

conceptualized to include three major types as transfers, promotions and re-employment.

According to the business dictionary, employee performance is defined as the job related

activities expected of a worker and how well those activities were or are expected to be executed.

Wayne (2006) and (Bernadin, 2007) as quoted in (Patrick 2011) regard performance as an

outcome of work, goal setting, measurement and assessment which will enable an employee to

know what they are expected of. Litmos (2014) also defines employee performance as whether a

person executes their job duties and responsibilities well. For this study, performance was

conceptualized to mean and include effectiveness, timeliness and quality of output by employees.

As indicated above, internal recruitment and employee performance constituted the key variables

of this study. The study focused on studying the relationship between internal recruitment as an

independent variable and employee performance as the dependent variable.

5
1.1.4 Contextual Background

The Uganda Police Force was started in 1906 by the British Colonial Government with Captain

(later Brigadier-General) W.F.S Edwards as the Inspector General. Also, The Uganda Police

Force is provided for by the Constitution of Uganda 1995 under Articles 211 to 214. The general

performance of the police force over time has been questioned by both the general public (the

Sebutinde commission 2000) and the police authority and hence the establishment of the

Professional standards unit (PSU) in the year 2008. What comes out clearly is that the

commanders/leaders at different levels who are the beneficiaries of internal recruitment have

repeatedly been involved in cases that directly or indirectly depict poor performance at both

individual level and institutional level. This directly contravenes the assumptions of the

reinforcement model on which this study will be anchored. The reinforcement model as was

advanced by B.F. Skinner who states in one of its assumptions that a learned behavior will be

repeated, and that behaviors that are positively reinforced or rewarded are encouraged and

sustained (DeConzo, 1988). In the context of this study therefore, emphasis was placed on the

influence internal recruitment has on employee performance. Basing on the reinforcement

model, it is clear that internally recruited workers are supposed to be committed, motivated and

stable on their jobs and in turn be highly productive.

1.2 Problem statement

The Uganda Police Force invests in internal recruitment while filling some of the available

positions in order to motivate the already serving employees and lead to better performance. The

approaches used in internal recruitment include but not limited to; promotions, re-employment,

and transfers (Jeanne, 2015). Internal recruitment has a direct linkage with employee

6
performance as most of the internal recruitment methods lead to hard work; take for instance

promotions that motivate beneficiaries (Chris, 2009). This is also confirmed by the reinforcement

model as was advanced by B.F.Skinner in 1970 (Mullins, 2007).

Despite the mentioned efforts to internally acquire employees in order to bring better

performance, the 2012 annual corruption report and 2013 Transparency International report

ranked the force as one of the most corrupt institutions in East Africa. It has also been seen that

internally recruited employees in the Uganda Police Force have exhibited corrupt tendencies,

ineffectiveness, inefficiency and lack of commitment (Tugume, 2014), as also alluded to in

reports of; (Wambedde, 2015) and (Otto, 2014). This has also been evident through the way unit

commanders and senior police Officers conduct themselves and perform their duties as they end

up facing sanctions (Akugizibwe, 2015) and (Balimoyo, 2014). The question therefore that

remains unanswered is; why is it that the beneficiaries of internal recruitment are corrupt, not

committed, less productive and ineffective when they should be the highly active, productive and

with high stability rates on their jobs. If the study is not carried out and this question dealt with,

the Force will continue to have its image and performance ratings below standards in the region

as a result of poor employee performance.

1.3 Purpose of the study

The main aim of the study was to examine the relationship between internal recruitment and

employee performance in security forces a case of the Uganda Police in Mbarara District.

7
1.4 Study objectives

i. To examine the relationship between promotions and employee performance in the

Uganda Police Force.

ii. To assess the relationship between re-employment and performance of workers in the

Uganda Police Force.

iii. To rate the relationship between lateral transfers and employee performance in the

Uganda Police Force.

1.5 Research questions

i. What is the relationship between promotions and employee performance in the Uganda

Police Force?

ii. To what extent are re-employment related to performance of employees in the Uganda

Police Force?

iii. How are lateral transfers related to employee performance in the Uganda Police Force?

1.6 Hypothesis

i. There is a significant positive relationship between promotions and employee

performance in the Uganda police force.

ii. There is a significant positive relationship between re-employment and employee

performance in the Uganda Police Force.

iii. There is a significant positive relationship between transfer of service and employee

performance of in the Uganda Police Force.

8
1.7 The Conceptual Frame work

INDEPENDENT VARIABLE DEPENDENT VARIABLE

Internal Recruitment Employee Performance

 Promotions
- Noncommissioned officers to
inspectorates
- Inspectorates to
superintendents  Effectiveness
- Superintendents to - Goal achievement
commissioners rates
- Commitment

 Timeliness
 Re-employment - Response time
- Re-engagements - Punctuality
- Offering contracts
- Re- designation  Quality of output
- Investigated cases
- Professionalism

 Transfers of service
- Department to department
- District to district

Figure 1; Conceptual Frame work

Source; Literature; (Mondy, 2015), (Mullins, 2007), (Armstrong, 2012) & Gary (2008) and

modified by the researcher

9
1.8 The significance of the study

This study is expected to help policy makers in the Police force (Police authority) in making

informed decisions as regards the best recruitment practices and performance that lead to the

quality results. It is also expected to contribute to the power house of knowledge that will help

other researchers intending to carryout studies in the same or related fields and it will help the

researcher to acquire the Master’s Degree of Management Studies.

1.9 Justification of the study

The rationale for this study was pitched on the gap between the intent to influence performance

by internally acquiring employees. However, the internally acquired employees have shown little

or no positive results as regards to effectiveness, quality of output and timeliness on jobs. It has

turned out to show that the employers do not directly benefit from such employees but the

outcomes are poor performance results. It is therefore very important that the study is conducted

to fill the gap between internal recruitment and employee performance. If the study is not

conducted and the mentioned gap addressed, the low levels of performance will continue to

negatively impact on the image and reputation of the force at all levels.

1.10 The study Scope

This section presents the areas that the study covered namely; the area, content and time scope.

10
1.10.1 Content scope

The study focused on finding out the role of internal recruitment on the performance of

employees in security forces focusing on the Uganda Police Force in Mbarara District. Internal

recruitment is the Independent variable and the predictor of the study whereas employee

performance is the Dependent variable or the criterion.

1.10.2 The time scope

This study observed a period of seven years from 2007 to 2014 because this is a period with in

which the Uganda Police Force had many recruitments, transfers and promotions throughout the

country and it is the same period that the public has raised a number of complaints in relation to

performance.

1.10.3 Area scope

The study was carried out in the Uganda Police force taking a case of Mbarara District. Mbarara

District is found in the current Rwizi region. Rwizi region is found in south-western Uganda and

comprises of five districts namely; Mbarara, Isingiro, Ntungamo, Ibanda and Kiruhura. Mbarara

District is a big district with many police stations, posts and it houses the Regional Headquarters.

Since the conditions under which police officers work are similar, it was projectd that the results

from Mbarara would show a general view of the whole police Force in the country.

11
1.11 Operational definitions

This section operationalized the terms as they were conceptualized and used in the context of this

study.

1.11.1 Internal Recruitment

Scarpello (2008) defines internal recruitment to mean utilization of the internal labor market.

This generally means attempts and efforts by organizations to fill available vacancies using the

employees who are already working with the organization.

1.11.2 Employee Performance

Employee performance for this study was defined to mean how well given tasks of a job or jobs

have been performed. The major concept that this study sought to note and find out on employee

performance was quality of results.

1.11.3 Promotions

This means a vertical movement of an individual or groups of employees form one level to

another. For this study the upward movement of employees from lower ranks to higher ranks

amounts to promotions. However according to the Peter Principle (Mullins, 2007), pg 17 “in a

hierarchy every employee tends to rise to their level of incompetence.”

12
1.11.4 Transfer of service/lateral transfers

A transfer means movement of workers from one place to another. The commonly used term

could be rotation. In this study focus was put on movement of workers across departments,

districts including lateral transfers, transfer of service and transfers on promotion. Also referred

to as job rotation, it means “the movement of employees from one task to another to reduce

monotony by increasing variety” (Armstrong, 2012, pg 151.).

1.11.5 Re-employment

Re-employment in the study means re-engaging employees who are no longer with the

organization. This involves re-calling or re-engaging retired workers regardless of why they were

retired save for disciplinary cases. There are cases where workers who have mandatorily retired

but are called back because they possess special skills and also there are cases where the

voluntarily retired can be re-called on special cases. Re-employment is also defined as a remedy

for an employee having been terminated wrongfully (Hall, 1998).

1.11.6 Effectiveness

Effectiveness means task accomplishment. This study therefore looked at how employees are

able to discharge their job tasks in order to be able to measure performance. This is also defined

in relation to “the contribution it makes towards meeting of objectives in business and improving

performance” (Mullins, 2007pg 508).

13
1.11.7 Timeliness

Timeliness is a measure of response to call and most especially emergencies. As this study was

done in a security force, emergencies are inevitable therefore the employee performance is

measured on how timely employees respond to public calls.

1.11.8 Motivation

According to Armstrong (2014), Motivation comes from a Latin word “Movere” which means to

move. Therefore it means or is characterized by the willingness on the part of an employee to

increase their effort towards job performance. It also means the strength and direction of

behavior that make employees to behave in a given way while doing their work.

1.11.9 Professionalism

According to the Merriam-Webster dictionary professionalism means the conduct, aims, or

qualities that characterize or mark a profession or a professional person and professionals as

people with special callings that require specialized knowledge and often long and intensive

academic preparation (Professionalism, 2016).

14
 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter contains information that was obtained from different scholars concerning the study

variables. Literature review was intended to enrich this study with the already existing

knowledge by other scholars on the same concepts. The review of literature was arranged in

accordance with the study variables following the specific objectives. However the chapter starts

by presenting literature reviewed about the theoretical part of variables as follows.

2.1 Theoretical review

The basic model underpinning this study was the reinforcement model advanced by B.F. Skinner

in the year 1974. Reinforcement means “something that both increases the strength and tends to

induce repetitions of the behavior that preceded the reinforcement.” (Luthans, 2002, pg. 545).

The reinforcement model as was advanced by B.F. Skinner a Psychologist of Harvard in 1974

emphasizes that people can be conditioned to act in certain ways if they are rewarded for

behaving as required (Mullins, 2007 : Koontz, 2001). There are basically two assumptions

underlying the reinforcement model. The first assumption is that, behavior that is rewarded in a

particular situation tends to be repeated in a similar situation. The second assumption states that

behavior that is not rewarded tends not to be repeated (Scarpello, 2008). They are referred to by

(Greenberg, 2005) as positive and negative reinforcement respectively. Basically the

reinforcement model demonstrates that reward is the prevention of something painful and nasty

from occurring. The reinforcement model is also called behavior modification and it involves

15
three elements as stimulus, the response and the consequences (Scarpello, 2008). This generally

means that modifying behavior or maintaining the behavior of workers will take place in a given

environment and the results or consequences of the modification of the behavior will greatly

depend on the environment. It is not basically concerned with what motivates behavior, or how,

and is not strictly a theory of motivation. It is more concerned with control of behavior.

Skinner’s reinforcement theory explains that people will most likely engage in desired behavior

if they are appreciated for doing so. The appreciation/rewards are most effective if they

immediately follow the desired behavior (Robbins, 2005).

Therefore it is important that the desired behavior be positively reinforced (Cole G. A., 2004).

According to (Verma, 1996), positive reinforcement comes about when pleasant stimuli is

allowed to an employee. In the working environment, (Verma, 1996) believes that it is done

through promotions, autonomy, opportunities to undertake and work on important organization

projects and professional development. In addition, (Scarpello, 2008) highlights the concept of

timing, which he termed a schedule of reinforcement. This basically means that an appreciation

should be extended to an employee when that specific person will appreciate it. In other-wards

when an employee makes an achievement then the appreciation say a promotion would be

appropriate there and then. Secondly, it is important that according to the schedule or plan, a

reward or appreciation be extended to the employee whenever a desired behavior is realized.

Confirming the above Skinner carried out experiments on animals which confirmed that actually

reinforcement is as important as it strengthened the stimulus and the rewards are of greater

importance if they are given intermittently (Mullins, 2007). The same study indicated that

negative reinforcement was also powerful as not rewarding positive behavior or punishing

negative behavior would not lead to anything good in future.

16
It has been noted however that the model does not consider other human needs and factors like

the relationship that exists among workers (Armstrong, 2006). It only considers appreciation of

positive behavior of employees. In addition more critiques as presented by (Luthans, 2002) as he

considered workers who possess inaccurate or false self-efficacy. Such employees may not

benefit or may not be affected by the consequences of their actions as assumed by the

reinforcement model.

2.2 Promotions and employee performance

Promotions come in different styles involving “climbing the ladders” or as motivators but

sometimes as prizes, taking an incentive and instead of recruitment of more talented workers that

are usually outside the organization chooses to develop the internal workers by promoting them.

This is assigned according to the skills possessed by specific employees that quickly make them

move as a result of their talents (Bowra et al., 2012). There are other relevancies of promotion as

it can act as rewards for past employee effort.

However, Budhwar (2008) argued that employees would be considered for promotion to higher

grades after staying in a given grade for a period of at least 3 years. Due diligence would be

given to a good service record in terms of: Ability to do many tasks (Multi-tasking), Behavior

with subordinates, colleagues, peers, attendance, demonstrated ability to improve quality,

productivity, safety, cost and efficiency, consistency in the quality of work, willingness to accept

tasks, ability to finish tasks on time and up to the desired level of efficiency, honesty and

sincerity (Hytter, 2007).

Temporary Promotion occurs when an employee is appointed to provide short term cover to

carry out the full duties of a vacant post in a higher grade. Temporary promotion should be rarely

17
exercised and not to be used in generic manner. It is the Head of Department’s responsibility to

decide whether temporary promotion is appropriate and in doing so they should give

consideration to the following: whether the work can be postponed until the absent employee

returns or the vacancy is filled on a permanent basis, whether management objective require that

the work must be undertaken by a specified employee or whether it may be shared amongst

others as part of their standard duties, and whether there is an employee competent to take on

the duties and responsibilities (Armstrong, 2006).The minimum tenure of Temporary Promotion

would be 3 months; any employee who is to be promoted to a particular position under

Temporary Promotion Policy for tenure of 3months or less would not be eligible for additional

pay. But if any employee is promoted to particular position under Temporary Promotion Policy

for tenure of 4 months or more would be eligible for additional pay. During the Temporary

promotion period, the temporary post holder will be paid either the bottom of the tier to which

they are temporarily promoted, or an additional 10% of their substantive salary, whichever is the

greater (Ramlall, 2003).

In addition, everyone works in expectation of some rewards (both psychological and material),

and welfare is one of them. In other words, the degree of reward influences the quality and

quantity of work reduces employee turnover, and in turn productivity (Gareth R. et al, 2004).

Hence it is important to explore how to give the stimulus (welfare) in order to improve employee

productivity.

In order to train successfully, exercisers must have sufficient employee promotion to expend

time and energy on their training and be able to endure a certain amount of fatigue, boredom, and

discomfort. Many coaches adopt the attitude encapsulated in the phrase “No pain, no gain! But

18
this should not be taken as an exhortation to overstrain and become injured or ill (Muhammad, &

Memon, U. 2012).

Managers have a key responsibility in helping employees develop a sense of purpose and

creating new working practices that are more appropriate to the organization in trying to achieve

through success. This may involve being fairly ruthless in prioritizing what the team needs to

achieve and in clarifying roles. In many cases, the conventional practice of setting objectives

implies that the targets are to be achieved in particular and ownership by the post holder in

deciding the ‘what’ and the ‘how’ of performance (Silbert, 2005). Elding, (2005), developing

trust between manager and team is another measure in improving employee promotion. This

affects the degree to which managers are willing to delegate responsibilities and thus grow the

team and the extent to which the manager is able to relinquish control of decision-making when

tasks have been delegated, with predictable consequences for staff morale.

Trevor, (1997), creating a work environment in which employees are productive is essential to

increased profits for your organization, corporation or small business. Principles of management

that dictate how exactly to maximize employee productivity center around two major areas of

focus. They are personal employee promotion and the infrastructure of the work environment.

Evaluation of employee performance is an important aspect of the larger picture of maintaining

an efficient workforce (Gardner, 2004). But many do not realize that it is setting and maintaining

goals that helps maintain employee morale.

Elangovan, (2001) suggested that the use of high performance work practices may have

implications for the effect of turnover on productivity. His explanation is that the use of such

practices increases the value and importance of human capital (employees become more valuable

to the organization) and hence the cost of employee departures reduces. A Canadian study by

19
(Guthrie, 2001) found that the use of practices like employee promotion appeared to be related to

lower turnover rates in high-skill service industries. However, while there was some evidence of

this link in lower skill services, it was not as great as for high skill services. The authors also

found very little evidence that such practices reduce quit rates in manufacturing. However, one

particular practice self-directed work groups appeared to be associated with lower turnover rates

in manufacturing.

2.3 Re-employment and employee performance

Re-employment of ex-employees is one of the internal sources of recruitment in which

employees can be invited and appointed to fill vacancies available in the company (Adams,

2005). It is also common that ex-employees provide unsolicited applications.

Re-employment of workers can mean re-engaging an employee that is no longer in the service of

an organization having exited as a result of one reason or the other. Re-engagement can be as a

result of where a public officer retires on abolition of an office, on early retirement or after

resignation. Such an officer may be re-engaged in service to any vacant post for which he / she

qualifies (Twesigye, 2016).

According to the Uganda Public Service standing Orders (2010), it is Government policy not to

employ pensioners but when it is necessary, a pensioner may be employed on contract terms

under the following circumstances; if the position to be filled requires special skills and if the

only suitable candidate available for the position is a pensioner. The standing orders also provide

for employment of persons retired on abolition of office, employment of persons after early

retirement and employment of people who had resigned.

20
If the Human Resource function desires to produce added value by implementing policies related

to harmonizing work related conditions, disengagements and redeployments/reengagements are

inevitable as this involves movement of multi-skilled people (Harrison, 2004). It should be noted

from (Cole, 1997) that redeployment which is also used synonymously with reemployment

occurs as a solution to redundancy. Redeployment is essentially an offer to an employee

elsewhere in the organization, either at the same or on different work. In a redundancy situation,

re-deployment is a solution to be considered when, alternative jobs are available, employees

have the required skills for the new work, and retraining facilities are available. This in security

forces most especially the Uganda Police Force applies to officers who are deployed in

international missions say Sudan, Somalia and Liberia.

Justification is given for reemployment as (Dessler, 2008) set a question on whether it right to re-

hire someone who left your organization. He looked at both sides as he stated that on the plus

side, “former employees are known quantities, and are already familiar with the company’s

culture, style and ways of doing things.” He also critiqued rehiring that “employees who were let

go may return with less-than-positive attitude. In this case therefore, an employer would need to

“think twice” before rehiring an employee who had resigned. In fact this would require an

interview so that an employer can inquire about what they did during the layoff and how they

feel about returning to the institution that they formerly worked for. In fact one manager was

quoted “you do not want someone coming back who feels they have been mistreated” (Dessler,

2008pg, 177). Of course in the forces because the cost of training police officers is high, it

sometimes becomes inevitable to reengage police officers who personally and willingly resign at

owner’s request. However as noted above, it is very important that before they are re-engaged a

thorough scrutiny is carried out to avoid reemploying a disgruntled staff.

21
According to (Pilbeam, 2006), re-employments come as remedies for unfair dismissal from

work. There are many remedies for unfair dismissal and in cases where a tribunal finds that there

was no unfair dismissal the matter may end but subject to appeal. Pilbeam (2006), goes ahead to

note that in deciding whether to order re-employment the tribunal will consider the wishes of the

employee, the practicability for the employer, and the extent of employee contribution to the

dismissal. In the Uganda Police Force such cases always go to the Police Disciplinary

Committees.

According to the (United States Department of Labour), the uniformed services employment and

reemployment Rights Act (USERRA) clarifies and strengthens the veteran’s reemployment

rights. It protects civilian rights and benefits for veterans and members of reserve components.

The USERRA Act clearly establishes that reemployment protection does not depend on timing,

frequency, duration, or nature of an individual’s service as long as the basic eligibility criteria are

met.

Additionally, according to (Manpower, 2016) “employers must offer re-employment to eligible

employees who turn 62 up to the age of 65. It is important however that employers find out on

the eligibility of those employees and for one to be eligible as they must be Singapore citizens,

they must have served the current employer for at least 3 years before turning 62 years, must

have satisfactory work performance as assessed by the employer and must be medically fit to

continue working.” It is also noted in the reemployment terms that it must be one year renewable

contract up to the age of 65. (www.re-employment.sg/article), an article on re-employment in

Singapore justifies the benefits of employing older employees. As a matter of fact the article

explains that it feels bad when you have just got an employee and they choose to leave because

they feel they do not fit on the job. It was linked to the young employees and added that in such

22
cases what an employer needs to do is to resort to the older employees who have been in the

workforce for many years. The justification is that the older workers according to the Article,

showed high levels of punctuality compared to the young ones.

The Police Act Cap. 303 also provides for contract employment. Under sec 16, a Police Officer

who has retired may apply to serve in the force on contract for a continuous period not exceeding

two years at a time. The Act also under sec. 66 establishes Police reserve and this force includes

employees who have reached retirement age, those whose contracts with the force expire or

those who on having terminated their service with the force, have offered to serve on the reserve.

2.4 Transfers and employee performance

Chand (2005) defines a transfer as movement of an employee from one job to another without an

increase in pay, status or responsibility. It also means a relocation or rotation of an employee to

the same class in a different department or job site or to a related classification within the same

salary range. Chand (2005) still adds that transfer requests may be granted at any time, subject to

the availability of positions and the qualifications of the applicant. Employees who have

requested for transfers shall be given first consideration for a transfer based upon, but not limited

to seniority, job performance, qualifications, and the needs of the organization.

A study by Adoni (2006), revealed that job rotation can reduce boredom and increases

motivation through the divergence of employee’s activities. Besides, it also enhances the life of

the organizations as the employees are equipped with broad range of skills and get flexibility in

management of work. In addition, Foss et al (2009) found out that reassignment of jobs where

there is a movement of employee from one department to another helps the current department

with the previous skills and knowledge the employees possess in their previous department. As a

23
result, their level of motivation will boost up and they will learn the positive effect of job

enrichment (Foss et al, 2009). This is supported by the study conducted by Griffin (1991) which

reveals that job design intervention will directly affect employees as they perceive the

meaningful changes and tend to recognize those changes over time.

Moreover, Olorunsola (2000), conducted a research on job transfer based on a group of librarians

and reveals that job rotation improves efficiency and productivity of the employees by removing

their monotony and boredom. Besides, the research study also found out that job rotation has a

significant relationship with the decrease of stress or boredom level which leads to boost the

motivation level among the employees.

Furthermore, Azizi et al, (2009) also found out that job rotation is the most effective method of

developing skills and enhancing employees’ work motivation.

It is relevant to note the different forms in which transfers come; these include transfers as

appreciation for exceptional performance and increase in versatility and competency of key

positions (Sardick, 2012). So an employee is transferred for their good performance and it is

hoped that as institutions need balanced growth and organizational effectiveness such a worker

would be relocated to develop other departments or units. This is termed as production transfer,

Chand (2015).

The other form of transfer comes as a correction to an erroneous placement (Sardick, 2012).

Taking an example of the police Force, if a cadet Assistant Superintendent of Police form a

medical field is attached to the Field Force Unit (FFU), he or she can later be transferred to the

medical unit. And this directly is done to motivate that specific worker and in turn influence their

performance in the field in which they are competent.

24
The third type of transfer could come as a punishment. “Generally in government organizations,

employees who commit mistakes or malfeasance will be treated with transfer to other places

where they cannot act according to their wish or misuse their job positions.” (employee transfers,

2013). In the Uganda Police force, such transfers take officers to-hard-to reach areas. Take an

example of a transfer from Kampala to Karamoja or Kalangala districts (Enanga, 2015).

The other forms of transfers include replacement transfers, remedial transfers, versatility

transfers, shift transfers and miscellaneous transfers Chand, (2015).

In general, production and erroneous correction transfers directly impact on employee

performance but for transfers as punishments, they are perceived negatively by employees hence

exhibiting low performance.

2.5 Summary of literature review

Basing on the reinforcement model that emphasizes rewarding positive behavior (positive

reinforcement) in order to have it maintained, it is generally evident that internal recruitment

impacts on performance (Greenberg, 2005). Most of the studies reviewed indicated that

promotions and transfer of service are appreciation of exceptional performance. They also

indicated that promotions come along with not only added responsibility but also incentives that

directly lead to increased commitment hence leading to good performance result.

Research findings revealed that some transfers most especially in security forces the Uganda

Police inclusive, come as punishments. This happens where workers are moved to hard -to-reach

areas as punishments to their behavior, this is not expected to positively influence behavior and

job performance.

25
Many studies have been carried out on re-employment as many scholars term it differently.

Some call it re-engagements, others rehiring, others redeployment and others offering contracts.

In general many studies do not show the positivity between reemploying a person in relation to

their job but focus is put on individual welfare and benefit of employees.

The literature shows a relationship between internal recruitment methods and employee

performance but most of the studies were in manufacturing and production organization and no

study reveals the results in security forces. This study therefore will seek to confirm if

promotions, transfer of service and reemployments influence employee performance in security

forces.

26
 CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter presents the methods that were employed in data collection and analysis. It

describes the research design, area of the study, study population, sample size, sampling method,

data collection methods, data collection instruments, pre-testing procedure of data collection

tools, data analysis and measurement of variables.

3.1 Research Design

This study employed a cross sectional research design. Employing the cross sectional research

design is justified by the fact that data was collected from employees in the police force in

Mbarara District at all levels including members of the senior command-RPC, the intermediate

commanders -DPC and the lower rank officers. In addition, data was collected at the same time

so changes or variation as a result of gaps in time series was not expected and the study was both

quantitative and qualitative in nature as both approaches were used in data collection and

analysis.

3.2 Area of the study

The study was conducted in the Police Force, Mbarara District. Mbarara District is found in

Rwizi Region in the south western Uganda. Rwizi region is comprised of five districts namely;

Mbarara, Isingiro, Ntungamo, Ibanda and Kiruhura. Mbarara was chosen for the study because it

is the biggest district with many stations and posts and it also houses the region headquarters.

27
3.3 Study population

The study population was mainly comprised of police officers in Mbarara District. The District had

a total of 270 police officers and respondents were selected from that population. However the

District Police Commander, the Regional Police Commander, the Commissioner and Director

Human Resource Management being influential in recruitment decisions, they too were included

as key informants. In addition, from the total the target population was 260 police officers as they

are the possibly accessible officers from selected police stations, posts and the regional offices.

3.4 Sample size determination

The study was based on a sample size of 206 that was drawn from a target population of about

260 guided by the Krejcie and Morgan table (1970) as was adapted by Sekaran (1999) for

decision on sample size as per the table below.

Table 1: Study sample size determination

Population category Population Sample Sampling Technique

Director HRM 1 1 Purposive sampling

Commissioner HRM 1 1 Purposive sampling

Regional Police Commander 1 1 Purposive sampling
District Police Commander 1 1 Purposive sampling
Inspectors of Police 33 28 Simple random sampling
Non-commissioned Officers 118 92 Simple random sampling
Constables 105 82 Simple random sampling
TOTAL 260 206

Source: Mbarara District police nominal roll for the month of June 2016 based on Krejcie &
Morgan (1970).
3.5 Sampling method

Two sampling techniques of simple random sampling and purposive sampling were used.

28
3.5.1 Simple random sampling

Source: Mbarara District police nominal roll for the month of June 2016

According to Creswell (2009), simple random sampling ensures that every member of the

population has equal chances of being included in the sample. This method was used in

identifying and choosing police officers in middle and lower ranks like Inspectors, non-

commissioned officers and constables. The study employed the technique because it is perceived

to reduce chances of bias in selecting participants and it is time saving when dealing with big

numbers/populations.

3.5.2 Purposive sampling

The study adopted Purposive sampling technique for specific respondents like the Director

Human Resource Management, the Commissioner Human Resource Management, the Regional

Police Commander and the District Police Commander that participated in the study. The

respondents were selected because of their relevant knowledge about the area of study and

variable (Creswell, 2013). Purposive sampling was seen as a best method for this category

because the respondents were few in number and the method reduced on response errors (Amin,

2005).

29
3.6 Data collection Methods

The study employed a questionnaire for quantitative and some part of qualitative data (one open-

ended question) and an interview guide for key informants. The methods were triangulated for

purposes of getting a balanced view from the lower level employees (group employees) and the

decision makers regarding the study variables (Amin 2005).

3.6.1 Questionnaire Method

A questionnaire was used in data collection because the population was literate. A total of 200

questionnaires were distributed to police officers and it was thought that they would generate large

volumes of first hand data from many respondents in a short time compared to other methods

(Mugenda & Mugenda 2003) and (Kothari, 2004).

3.6.2 Interview Method

Interview method was administered on purposively selected respondents. The in-depth

interviews were guided by predetermined questions focused on obtaining information about the

respondents’ verbal and non- verbal expressions of feelings and extensive views about the study

variables that cannot be got by use of questionnaires. In addition, the information collected by

questionnaires were confirmed and clarified by interviews conducted on management staff and

department heads. The method generally helped in seeking clarification on issues that had

appeared unclear or had been an over sight from the questionnaires (Somekh, 2005).

30
3.7 Data collection instruments

The study employed two data collection instruments namely; the questionnaires and interview

guides.

3.7.1 Self-administered Questionnaires

The study employed a semi-structured self-administered questionnaire which was administered

to police officers of the lower ranks. The questionnaire tool was used because on average all

respondents were literate and could easily provide responses. It was considered effective because

it yielded quick responses from a large population (Mouli, 2011). The instrument had three

sections on the back ground of the respondent that required ticking/circling the option of

preference, the section of the independent and dependent variables where the respondents were

required to tick the scale of preference from 1 to 5 strongly disagree to strongly agree

respectively and one open- ended question on the dependent variable on which respondents gave

independent views on how performance in the police force can be improved.

3.7.2 Interviews guides

In-depth interviews were conducted on purposively selected respondents including the DPC,

RPC, CP/HRM, AIGP/DHRM. The interview guides had questions that summarized the study

objectives and both variables but importantly they were related to the statement/questions in the

questionnaires that had been completed by police officers of the lower ranks. The interview

guide gave guidance to the interviewer throughout the process to avoid asking irrelevant

questions that would not benefit the study and also reinforce responses generated by the

questionnaires (Rubinson, 2007).

31
3.8 Quality control

Validity and reliability of data collection tools was done. Pre-testing of instruments was done

through piloting them. They were distributed with questions that reflected the study objectives

before the study could actually be conducted. Instruments were given to people considered

knowledgeable about research and also piloted in the police section that was not to participate in

the study. Items with validity and reliability coefficients of at least 70% were accepted as valid and

reliable (Kathuri&Pals, 1993) as also quoted by Oso and Onen (2009).

3.8.1Validity

Validity was tested to determine the extent to which research instruments measured what they

were intended to measure. To establish validity, the questionnaires were given to four research

experts at Mbarara University of Science and Technology to evaluate the relevancy of each item

in the tool. A Content Validity Index (CVI) was computed for each expert and after deriving the

average, the questionnaire was rated at 0.79/79%, (Table 2; below). In that respect the study

adopted the tools as it had a CVI above 0.7 as recommended by (Amin 2005).

Table 2: Validity Test

Rater Valid items/Total Number of Items CVI
I 35/45 0.778
II 37/45 0.822
III 33/45 0.733
IV 36/45 0.800
TOTAL 3.170: 3.170/4 = 0.79
Source; Pilot study data

32
3.8.2. Reliability

The reliability test was done to determine the degree to which an instrument measures the same

way each time it is used under the same conditions with the same subject (Barifayijo, 2010). The

pilot study was conducted at Uganda Police Fire Brigade Headquarters – Kampala. The Fire

officers completed questionnaires and the data was analyzed. The chronbach’s alpha coefficient

was used because the response categories were more than two. The instrument was administered

once to the respondents not in the study area as explained. The chronbach’s alpha was 0.804/

80.4% as shown in table 3; below. Having a chronbach’s alpha of above 0.7/70%, the

questionnaire was found reliable to be used in the study.

Table 3: Reliability Test

No. of Items Cronbach's Alpha

39 .804

Source: Pilot study data

3.9. Procedure of data collection

With research proposal ready, it was defended and the School of Business and Management at

Uganda Management Institute provided a letter permitting data collection; Appendix D. The

study was also permitted by the Directorate of Human Resource Management at Police

Headquarter and forwarded by the Regional Police Commander Rwizi Region; Appendix E. The

data collected was both quantitative and qualitative as both questionnaire and interview guides

were used (Sekaran 2003).

33
3.10 Data analysis

Before quantitative data analysis, the collected data was coded, entered in the computer – SPSS

program, edited and verified for ensuring accuracy, completeness and consistency. Qualitative

data from the key informants (interviewed) was coded and themes made according to the

groupings of the responses.

3.10.1 Quantitative Data Analysis

Before quantitative data analysis, the collected data was coded, entered in the computer, edited

and verified for ensuring accuracy, completeness and consistency.

After the necessary data edits, the Statistical Package for Social Scientists (SPSS) was used for

analysis. This is because SPSS has a wider variety of analysis options like frequencies,

percentages, mean and standard deviation, graphs and charts that made it easier to do statistical

tests and make proper interpretation as was also applied by (Junker, 2010). Descriptive and

inferential statistics were used to draw conclusions concerning the variable relations using data

from respondents.

3.10.2 Qualitative Data analysis

To grasp the meaning of all qualitative data produced by the interviews, the interview guide

responses were transcribed into different themes. The themes were then edited, coded and

arranged into different categories. Useful conclusions and interpretations on the research

objectives were generated and deducted for reporting in a narrative form from the different

categories and themes.

34
3.11. Measurement of variables

The independent variable - Internal Recruitment and the dependent variable - employee

performance were measured on a five point Likert scale with assigned values in the following

format; 5 - Strongly Agree; 4 - Agree; 3 - Neutral; 2- Disagree and 1 - Strongly Disagree.

According to Bill (2011), the Likert scale is able to measure perception, attitudes, values and

behaviors of individuals towards a given phenomenon. This was relevant to the nature of the

study like perception of promotion, transfers and reemployment on performance.

3.12 Ethical Considerations

Informed consent was obtained from respondents. Privacy and confidentiality of respondents was

also observed. All participants in the study remained anonymous and study focused on remaining

sensitive to human dignity and job related issues. The major ethical problem in the study being in

a police force was confidentiality and privacy of respondents. It was important that the staff lists

be accessed (the nominal roll) for sample determination and this would be looked at as violating

privacy and confidentiality of workers. But all this was done with authority from police

headquarters and forwarded by the Regional Police Commander and in general the information

was only accessed for study purposes. Being a force where not everyone is permitted to give

information, the respondents were assured that permission had been duly granted for data

collection and their responses did not require them to give their names and importantly the

responses were to be only for the purposes of the study.

35
 CHAPTER FOUR

PRESENTATION, ANALYSIS AND INTERPRETATION

4.0 Introduction

The results presented in this chapter are based on this study that was set out to investigate how

internal recruitment is related to employee performance in the Uganda Police Force. The study

sought to observe promotions, re-employment and lateral transfers and how they are related to

employee performance. The chapter presents the response rate, description of respondent

background characteristics and entire findings in relation to the study objectives.

4.1 Response rate

A total of 200 questionnaires were distributed and out of them, 169 were returned and out of the

returned ones only 167 were found valid to be used in the study. Three interviews were

conducted successfully on the key informants. In general the results indicated a response rate of

83.5%. The response rate was representative enough since it covered above the recommended

rate (between 80% to 85%) for the face-to-face method of delivering and collecting data

collection tools as adopted from (SurveyMonkey, 2009) and (Fan, 2010).

4.2 Respondent’s Social demographic characteristics

The socio-demographic characteristics included respondents’ gender, Age, period (years) in

service, Rank, highest level of education, and department. The findings are presented and

interpreted hereunder.

36
4.2.1 Respondents’ gender

The study by asking the gender question sought to establish whether there is a relationship

between gender and performance. The responses on the gender categories of the respondents are

as in table 4; below.

Table 4: Respondents' Gender

Gender Frequency Percent

Male 114 68.3

Female 53 31.7

Total 167 100.0

Source; field data

The findings indicated that the majority of the respondents were males (68. 3%) while the

females took a minority portion of 31.7%. This gender distribution is attributed to the fact that

the historical belief that forces are a reservation of men is still at play. This therefore means that

the force employs more men who are considered to be physically strong and fit for the field

executions of the police force.

4.2.2 Respondents’ age categories

The study sought to find out the age categories of all respondents. They had been categorized in

the following age brackets (in years) 25 and below, 26 to 35, 36 to 45, 46 to 55, 56 to 65 and

above 65 as shown in the table below;

37
Table 5: Respondents' Age categories
Age Categories Frequency Percent (%)

25 and Below 0 0

26-35 89 53.3

36-45 23 13.8

46-55 54 32.3

56-65 1 .6

65 and above 0 0

Total 167 100.0

Source: Field data

Table 5 above shows that majority of the respondents 53.3% were aged between 26 and 35 years,

followed by 32% of 46 to 55 years, 13% representing the age group of 36 to 45 years. No

respondents were 25 years or below and no respondent was 65 years and above. The findings

indicate that the dominant age categories were those respondents in their most productive years

which is the trend in most public service institutions. This could also be confirmed by the fact

that the period that the study covered had many recruitments that is why the young employees

were many. In addition the fact that the age group 46 to 55 has a higher percentage compared to

36 to 45 could be attributed to the fact that recruitments at a certain time were not high and

consistent. The study did not get respondents of and below 25 years and this is because the force

now recruits A’level leavers and very few people are ready for employment most especially

forces at 25 years or below. Getting no respondent of and above 65years (the retirement age)

would be an indication that there were few or no contract staff in the area this study covered.

38
4.2.3 Respondents’ Years in service

The study aimed at establishing the period different respondents had stayed and worked with the

police force and the details are in table 6 below.

Table 6: Respondents' Years in service

Years in Service Frequency Percent

1-5 46 27.5

6-10 39 23.4

11-15 20 12.0

16-20 13 7.8

Above 20 49 29.3

Total 167 100.0

Source; field data

Figure 2: Pie chart on Respondents' years in service

39
A combination of the two first categories 1- 5 and 6 – 10 gave a bigger group percentage of 50.9

a justification that the recently recruited employees were the majority. The 29% of those that had

served for and above 20 years justifies that there is a high stability rate in the force.

4.2.4 Respondents’ rank

The study generated information on respondents’ ranks. This was done to establish whether

ranks could have an effect on police officers’ performance.

Table 7: Respondents' Rank

Respondent's Rank Frequency

Constable 82

Non Commissioned Officers

53
(NCO)

Inspector 29

Superintendent 3

Total 167

Source; field data

40
Figure 3: Bar Graph on Respondents' Rank categories

From the study findings, it emerged that the majority of the respondents were constables (the

lowest rank) taking almost half of the number 49.1% this is because in the public service, group

employees are always many for field job executions and operations. The numbers keeps reducing

as you ascend the ladder of police ranks as shown in graph above. (Figure: 3)

4.2.5 Respondents’ Highest level of education

The study observed the respondents’ education level from below Ordinary level to post graduate

level as detailed below.

41
Table 8:Respondents' Highest level of education

Level of education Frequency Percent

Below O'level 1 .6

O'Level 47 28.1

A'level 86 51.5

Diploma 22 13.2

Bachelors 11 6.6

Total 167 100.0

Source; field data

The above table shows the categories for respondents’ highest education levels. The majority of

employees have attained Advanced level of secondary education (UACE). This is because from

the year 2003, the Police Force started recruiting A’level leavers. This has led to many people

being recruited at the lowest rank (constable) into the force. The next grouping of O’level at 28%

is because the force for long recruited at that level and they are now reducing as a result of

natural attrition. For diploma and bachelors, these qualifications are attained when police officers

are in service. Because the study focused more on lower level ranks (group employees), there

were no highly qualified people with post – graduate qualifications.

4.2.6 Respondents’ Department current department

This sought to find out work departments of respondents as presented below.

42
Table 9: Respondents' Department

Respondent's department Frequency Percent

CIID 27 16.2

Traffic 22 13.2

General Duties 79 47.3

Field Force Unit 18 10.8

Others 21 12.6

Total 167 100.0

Source; field data

The findings revealed that majority of the respondents belong to the general duties department

(47.3 %), followed by the CIID at 16%, Traffic at 13%. The reason for this is that much of police

work is guard duties and counter/station management hence the reason they exceed the number

from other departments. That core function of guarding and station management is followed by

investigations and others follow as in table 9 above.

4.3 Empirical findings

The main objective for this study was to analyze the effect of internal recruitment that was

conceptualized to include promotions, re-engagements and lateral transfers on employee

performance in the Uganda Police Force. The analysis of the findings are presented according to

the study objectives. Descriptive statistics and correlations basing on responses to the

questionnaire and qualitative findings from the interviews conducted as thematically analyzed

are presented in this section.

43
Table 10: Descriptive statistics showing Respondents' views on employee performance
Employee performance AGREE NEUTRAL DISAGREE

Freq. %Age Freq. %Age Freq. %Age

152 91.0 6 3.6 9 5.4

I am more committed to working for
Uganda Police Force
There is a general increase in the rate of task 117 70.1 18 10.8 31 18.6
accomplishments
My colleagues are always punctual when 63 37.8 52 31.1 51 30.6
reporting for duty
I receive rewards as appreciation for better 88 52.7 26 15.6 62 31.2
performance
Fellow employees leave nothing to be 53 31.8 50 29.9 63 37.8
desired on performed asks

My supervisors appreciate my performance 109 65.3 19 11.4 38 22.8

from time to time
The general performance of the police force 96 57.5 6 3.6 64 38.4
has generally improved in the last 7 years

The general performance of the force 87 52.1 13 7.8 66 39.5

motivates me
I receive complements from the community 131 78.4 6 3.6 29 17.4
for the services offered

I am comfortable hearing public comments 118 70.6 15 9.0 33 19.8

on the police response time to calls

Source; Field data

Respondents overwhelmingly agreed that they were committed to working for the Uganda police

force (91%), 70% of respondents agreed that there was a general increase in the rate at which

tasks were accomplished by employees. On whether respondents know how their colleagues are

punctual or not in reporting for duty, 37.8% agreed, 31.1% were not sure and 30.6% disagreed.

This indicates that evaluation of punctuality can be on personal basis and may not be easy for

44
employees to assess one another. This is also related to the response in relation to whether

employees leave nothing to be desired on the tasks they perform. This could easily be answered

by supervisors not colleagues at the same level assessing one another. A bigger portion of

respondents (52.7%) agreed that when they perform well they are given rewards, this could be

the reason why there is a high rate of commitment by employees in the force. 57.5% agreed that

within the last 7 years the performance of the police force had improved. This is in conformity

with the fact that 46% of the respondents had been transferred, and 70.1% agreed that there are

regular promotions cross the force. The improvement in performance can be attributed to many

factors but majorly promotions and lateral transfers. The mentioned improvement in performance

also motivates workers as many respondents 52.1% agreed having been motivated by the general

performance. The employee performance is not only monitored and felt internally but the

community too appreciates it as 78.4% of the respondents agreed that they receive complements

from the community for the services they offer. Ideally the public does not appreciate poor

performance but the reverse is true. The police being an emergency response institution, it is

inevitable that the response time measures how well services are offered. 70.6% of the

respondents agreed that they were comfortable hearing public comment of the response time by

the police to public call. This meant that the response time was good and that is why the public is

appreciative.

One key respondent noted that “while we find challenges of our reporters giving unclear

directions, the challenges of traffic jam on our roads as we respond for emergencies like fire, we

also have officers who delay in emergence response and such delays are unnecessary and would

be avoided.” But in general, the performance of the force has improved by far and I think the

reason why this has happened is because we currently recruit A’Level leavers.” Another key

45
respondent noted “…the performance has greatly improved and if I am to use an example of the

fire brigade, we used to have only one station in Kampala but there are so many stations and our

responses are better than before” Another key informant noted that performance has greatly

improve and needs to be done and added that “…for more to be realize, we need the budget –

financial resources for more recruitments (personnel), research and development, support and

specialized equipment, accommodation and transport facilities.”

The trend in regard to performance in Uganda Police Force indicated that while performance is

improving, there were some performance gaps that needed to be addressed. This is especially in

respect to individual task accomplishment and punctuality towards work. The possible causes of

this trend of gaps in performance could be the way how transfers, promotions and reengagements

are conducted these were raised on the questionnaire by the open ended question.

For promotions and performance, from qualitative data generated by the questionnaire, many

respondents echoed that “the force should Consider period of service when promoting,

Promotion should be according to work done, Conduct fair promotions, Promotions should be

on merit, Follow the code of ethics and professionalism when promoting, Give unit commanders

full powers to handle promotions” and from the key informants, one said that formerly it used to

be the unit commanders’ role to forward people for promotions but now it is possible that I can

just receive a list of promoted officers from police headquarters.”

In addition, the general information that was generated from respondents as being relevant for

improved performance was “improvement of welfare in terms of accommodation and

remuneration – salary, the reward mechanism should be revised and should be improved,

46
supporting further education, provide health insurance and encouraging doing business for side

income”

4.3.1 The effect of promotions on employee performance in the Police Force.

The study sought to examine the relationship between promotions and employee performance in

the Uganda police Force.

Table 11: Descriptive statistics showing responses on promotions

Statement on promotions AGREE NEUTRAL DISAGREE

Freq. %Age Freq. %Age Freq. %Age

Employees in the Police Force are regularly 117 70.1 13 7.8 36 21.6
promoted

I have been promoted in the last 7 years 55 33.1 11 6.6 100 60.2

Promotions depend on job achievement 58 34.8 28 16.8 80 48.2

Promotions in the force are based on facts 51 30.7 32 19.2 83 50

Promotions come as motivators 115 69.3 34 20.4 17 10

Promotions come as appreciation for 96 57.8 37 22.2 33 19.8

exceptional performance
Promotions depend on Academic 47 28.3 32 19.2 87 52.4
Qualification
Promotions in the force are a natural process 55 32.9 45 26.9 67 40.1

There is fairness in promotions throughout 52 31.3 3 1.8 111 66.8

all levels
Promotions in the force are a responsibility 118 72.6 20 12.0 25 15.3
of the unit commanders
Source; Field data

To understand whether promotions exist in the police force, how they are managed and how they

impact on performance, respondents were asked to share their level of agreement or

disagreements with a numbers of attributes under promotion in the force. Their responses were

47
measured on 1 – 5 point likert scale that has been summarized into three groups of whether they

agreed, disagreed or were neutral.

Finding in table 11 above show that majority of employees (70%) agree that there are regular

promotions in the police force, many respondents at 60% had not been promoted with the last 7

years and this attributed to the fact that most of the respondents were new in service. As a matter

of fact more than half of the respondents had served for less than ten years making it justifiable

that most of them could not have qualified for promotions yet. On average all respondents

indicated that promotions in the police force are not based on facts (facts = disagree 50%, job

achievement = Disagree 48% and academic qualification = 52%). This generally meant that

employees/police officers do not appreciate the criteria used when promoting workers

throughout the force. A 69.3% bigger portion of the respondents agreed that promotions are a

motivation to employees and 57.8% respondents agreed that Promotions come as appreciation

for exceptional performance.

The shown statistics were further supported by the qualitative data as shown below;

Many respondents from the open ended question (of the questionnaire) noted that promotions

were good and relevant for better performance but most of them commented on the process of

how promotions were conducted and advised for a clear process if it was to be and remain

relevant in order to positively enhance performance.

Key informants also noted and confirmed the relevancy and importance of promotions and in

fact one said “if promotions are conducted well, they boost the employees’ morale of the

promoted officer and those that are not promoted because they work hard to also be promoted at

the end of the day performance is enhanced.” This showed that there was a relationship between

48
promotions and performance but the outstanding issue was that the modes in which promotions

were conducted remained key.

This view was also shared by another key respondent who stated that “for the many years I have

been in the force, I have never seen a police officer reject a promotion, in fact all those that are

promoted positively appreciate and it does not take long for their commanders to recommend

them for further trainings and subsequent promotions. This indicated to me that while we want to

motivate police officers by promoting the, we end making them perform better.”

Another respondent however noted that “promotions are very good for employees as they

motivate people to work harder. He also noted that “when we promote special police constable

to police ranks, they become very good performers.” He added to say that “promotions are good

for individuals and the institution in general but we luck funds to give proportions as employees

require. This even makes some officers to think that promotions are not fairly done. If we had

enough resources we world promote annually so that our officers feel recognized and also get

additional remuneration to enjoy the service.”

From the descriptive findings, it perceived clearly that the Uganda Police force conducts

promotions as a way of enhancing employee performance though many employees do not

appreciate the way it is conducted. This could be attributed to the fact that the force is a big

institution and may be the wage bill for remuneration and promotions is not sufficient to cater for

all employee promotion needs and expectations.

49
Table 12: Correlation results on the relationship between promotions and employee
performance
Promotions Employee

Performance

Promotions Pearson Correlation 1 .520**

Sig. (2-tailed) .000

N 166 166

Employee performance Pearson Correlation .520** 1

Sig. (2-tailed) .000

N 166 166

Correlation is significant at the 0.01 level (2-tailed).

A Pearson correlation was used to test whether there is a relationship between promotions and

employee performance as well as the nature of relationship in terms of strength and direction.

Finding in table 12; above indicated a significant value – significant relationship between the two

mentioned variables. The results above indicate a moderate, positive and statistically significant

correlation between promotion and employee performance. (r = 0.52**, p = 0.000). According

to (Macleod 2008), any correlation coefficient above 0.10 suggests that there is a positive

relationship. In this case therefore, it means that staff promotions are positively related to

performance. The correlation therefore substantiates the earlier hypothesis that there is a

significant positive relationship between promotions and employee performance.

The computed coefficient of determination that was done to show the effect of promotions on

employee performance indicated that promotions are likely to affect employee performance by a

27% magnitude - {.522} x 100 = 27%.

50
Table 13: Descriptive Statistics on respondents' views on Reemployments
Statement on reemployment AGREE NEUTRAL DISAGREE

Freq. %Age Freq. %Age Freq. %Age

Re-employments are practiced by the force 80 48 21 12.6 65 39

The force offers contracts to retired officers 110 65.8 26 15.6 30 18

I have benefited from re-employment 25 15 25 15.0 116 69.5

practice in the force
Some employees are re-engaged even after 52 31.1 39 23.4 74 44.3
resignation
Re-employments come as emergency 39 23.4 37 22.2 90 53.9
recruitments
Some recruitments occur as remedies for 40 24 36 21.6 83 49.7
unfair dismissal
Re-employment is provided for under the 114 68.2 10 6.0 31 18.6
police standing orders
I would enjoy working with contract staff 86 51.5 21 12.6 59 35.4

I would recommend a retired officer for an 70 41.9 26 15.6 70 41.9

existing position in the force
Source; Field data

To find out the existence of reemployment and how it affects performance in the police force, it

was necessary that respondents show their level of perception and knowledge with the provided

statements. The views were measured on a five-point likert scale summarized into three

groupings of Agree, Neutral and Disagree as shown in the table above.

Findings from table 13 above indicate that employees may not be aware of the policies and how

they are implemented as 48% agreed that the force practices reemployment and the same time

another big group of 39% disagreed. The reemployment practice well known by police officers is

offer of contracts. This is because a big section of respondents at 65.8% agreed that contracts are

given. The 18% of those who disagreed could be like the newly recruited who did not have the

experience of reengagements. A very small group of respondents (15%) agreed having benefited
51
from reemployment and this is because a big number of the study’s respondents are still young

and newly recruited. Those few who agreed having benefited from reemployment could be in a

way that they worked with reemployed Police Officers.

44.3% of respondents agreed with the statement that employees are reinstated after resignation

but another 31.1% disagreed. This could mean that it is possible that some employees are

reinstated after resignation but not commonly done and not an experience to many employees. It

was also disagreed at 53.9% that the police force conducts reemployments as emergency

recruitments. I think this is because this would apply to technical and very senior positions that

did not fall within the sample of this study.

Linked to reinstating an officer who had resigned, respondents disagreed at 49.7% that

reemployments are remedies for unfair dismissal. However 40% agreed that reemployments are

remedies for unfair dismissal.

68.2% of the study sample agreed that reemployment is provided for in the police standing

orders. This means that most employees have knowledge on the standing orders. Those that were

not sure and those who disagreed could be a few (24%) who are new or who have not had a

chance to see the standing orders.

Majority of the respondents at 51.5% agreed that they would enjoy working with the contract

staff. This could be because they are already experienced on job requirements. While 41.9% said

they would recommend a retired officer for an existing position, the same percentage disagreed.

This basically is on individual preference on who an individual would choose to work with.

While employees generally indicate their knowledge on reem0ployments, it came out clearly that

they did not attach a lot of meaning to the benefit reemployment bring to the force.

52
This view was further supplemented by management and policy makers who were key

respondent as one stated that “reengagement or reemployments known in the force are majorly

contracts. It should be noted that however such contracts are a reservation of police

headquarters. If an officer has reached retirement age, it is always them personally o engage

police headquarters in a way of applying for a contract.”

Another key informant noted that “contract employees are always hard working because they

take a contract as a reward and secondary they have been tested. By the time a person is

awarded an employment contract they have convinced the bosses that the can perform.”

It was further noted from another responded that “apart from senior officers like commissioners

and directors who are engaged after retirement, the lower ranks are rarely given contracts as

they do not apply. Some few who apply are not positively recommended by their unit

commanders. In general reemployment is their only that the lower rank officers are not common

beneficiaries. And it also applies to senior and technical officers whose services are not

dispensable.”

53
Table 14: Correlation showing the relationship between reemployment and employee
performance
Reemployment Employee performance

Pearson Correlation 1 .119**

Reemployment Sig. (2-tailed) 0.01

N 166 166

Pearson Correlation .119** 1

Employee performance Sig. (2-tailed) .001

N 166 166

Correlation is significant at the 0.01 level (2-tailed).

Source; field data

The results above (table 14), indicate that the correlation between reemployment and employee

performance is .119**, this means that there is positive correlation between reemployment and

employee performance. The corresponding P-Value is 0.001, since it is less that 0.05, the level at

which it is tested, the correlation between these two variables is statistically significant. This

means that reemployment has a weak but highly significant positive correlation with employee

performance in the Uganda Police force. Therefore, in light of the mentioned statement

(correlation finding), the hypothesis that “there is a positive significant relationship between

reemployment and employee performance” is accepted. This implies that if employees are

reengaged through contracts and other means; the forces’ performance is positively affected.

54
Table 15: Descriptive statistics showing respondents' views on lateral transfers
Statement on Lateral transfers AGREE NEUTRAL DISAGREE

Freq. %Age Freq. %Age Freq. %Age

I have been transferred in the last seven 77 46.1 1 .6 88 52.7

years

I get transfers within the district 58 34.8 4 2.4 103 61.7

I am always transferred outside the region 53 31.8 9 5.4 97 58.0

Transfers are done annually 103 61.6 10 6.0 46 27.6

Transfers come any time even when not 135 80.8 4 2.4 28 16.8
expected

Sometimes transfers come as punishments 118 70.6 11 6.6 37 22.2

Transfers are intended to enhance 93 55.7 31 18.6 42 25.2

performance

The force conducts fair and normal transfers 92 55.0 12 7.2 62 37.2

Transfers are a necessity for improving 92 55.1 34 20.4 40 24.0

performance

I am given chance to appeal against a 98 58.7 17 10.2 46 27.6

transfer in case I feel I should not be
transferred

Source; Field data

Findings on whether employees have been transferred in the last 7 years indicate that the

majority – 52.7% disagreed. This is in conformity with the background information on the period

of service that showed the majority respondents having worked for less than ten years. It is clear

that if a person has not been in service for long they will not have been transferred several times.

55
On whether employees get transfers with in districts majority respondents disagreed that

transfers take them outside the district of deployment. In addition majority of respondents

disagreed on getting transfers outside their regions of deployment. This means that most

transfers are between districts of the same region. This is not a conclusion that transfers across

regions do not take place but according to the study finding they are not very many.

Respondents generally agreed at 61.6% that the Uganda Police force conducts transfers

annually. In addition, respondents overwhelmingly agreed (80.8%) that transfers unexpectedly.

This means that a person can be transferred after one year of the last transfer and anyone can

be transferred anytime. Majority of respondents (70.6%) agreed that sometimes transfers are

designed as punishments. An employee can be transferred from Kampala to a hard-to- reach

areas. In the same regard, majority respondents agreed that transfers have a linkage with

enhancement and improvement of performance. As shown by a 55.7% agreement response

rate. This means that police officers know that there are transfers that are objective for the good

of the institution. At 55% (the majority), the respondents agreed that there is fairness in

conducting transfers that is why even a 58.7 majority agreed that they are allowed to appeal

against a transfer they feel is unfair or in case they feel they should not be transferred.

56
Table 1; Correlation showing the relationship between transfers and employee performance

57
Table 16: Correlation showing the relationship between lateral transfers and employee
performance
Lateral transfers Employee performance

Pearson Correlation 1 .440**

Lateral transfers Sig. (2-tailed) .001
N 166 166
Pearson Correlation .440** 1
Employee performance Sig. (2-tailed) .001
N 166 166
**. Correlation is significant at the 0.01 level (2-tailed).
Source; Field data

In order to test whether lateral transfers have an effect on employee performance, the Pearson

correlation was run as shown in table 16 above. The results of 0.440** in the above table, reveal

a moderate but positive and highly significant relationship between lateral transfers and

employee performance in the Uganda police force. Since the results above are positive, it implies

that when employees are given lateral transfers, there is a likely hood that they will cause a

positive change in performance and when not transferred there is likely to be a negative effect on

their performance. The weak relationship is explained by the fact that over 70% indicated in

table 15; say that sometimes transfers are intended to punish employees. Transfers are not

focusing on improving performance. Coupled with a 46% of respondents who have not been

transferred hence may not know how good and relevant it is to be transferred.

The coefficient of determination that was computed to further explain the relationship indicated a

value of (0.44)2 = 19.4%, implying that lateral transfers would explain and account for the

variation in employee performance by a magnitude of 19.4%, the rest of the variation could be

attributed to other factors other than lateral transfers. The correlation findings therefore support

58
and validate the study hypothesis that “there is a significant positive relationship between lateral

transfers and employee performance.”

In respect to lateral transfers and how they impact on performance, qualitative data that was

generated by the questionnaire echoed that “frequent transfers are not necessary” this also means

that while employees respect transfers for enhancing performance. They also comment on the

mode, means and way transfers are conducted. They feel that frequent transfers are not good if

performance is to be enhanced.

Data from key informants confirmed that there is a relationship between transfers and employee

performance as one said “transfers help to close the gaps which have been created as a result of

retirement, suspension and death. However it should be noted that they may sometimes

inconvenience the officers involved.” Transfers are inevitable because when employees keep in

one place for a long time complacency comes in and it negatively impacts on performance.”

The inconvenience part of the transfers as was highlighted by the key respondent is in tandem

with what the 70% respondents called transfers as punishments.

Additionally another key informant noted that transfers do not only benefit individual employees

but lead to the general effectiveness of the force. “When an officer is transfers and placed in an

acting position, he works harder to be confirmed in that position. We have seen officers who

have been acting as commissioners and they show signs of good leadership. So apart from them

growing in their career the force also benefits from them.”

Another key informants stated, “Uganda has many regions and some are hard-o-reach. When an

officer has been identified in one region that he/she be a resource in another, then transfer, that

employee may look at the shift from the hard-to-reach district or region as an appreciation get

more committed.”

59
He also noted that “not all transfers are aimed at promoting performance. Some employees could

be place in areas where they are later found to be unproductive. While you may transfer them so

that the force benefits from their services, you may place them where there is not much to do in

terms of deployment.”

Another key informant noted that transfers help the force in cases of emergence and he note “…if

a way erupts you may need an immediate movement of staff from one place to another to handle

that emergency.” This actually confirms the fact some transfers come in form of punishment to

defiant behavior. He also added that transfers could be for social reasons “….most especially for

officers who are almost retiring we relocate then near their homes so that they can easily

integrate with the communities where they are going.”

60
 CHAPTER FIVE

SUMMERY, DISCUSSION, CONCLUSION AND RECOMMENDATIONS

5.0 Introduction

This chapter presents the summery of findings of the study, how the findings have been

discussed, the conclusions and recommendations made for the areas that can be improved and for

further research. The chapter will be presented according to the study objectives as were

presented in the previous chapters starting with the summery of the main findings, discussion,

conclusions and recommendations.

5.1 Summary of the main findings

As a major objective, the study sought to examine the relationship between internal recruitment

methods and employee performance in the Uganda police force. It was based on two major

concepts; internal recruitment and employee performance. Internal recruitment was

conceptualized to mean and include promotions, reemployment and lateral transfers. Employee

performance was also conceptualized to mean and include; effectiveness, timeliness and quality

of output. The concepts were defined in the objectives; to examine the relationship between

promotions and employee performance, to assess the relationship between re-employment and

the performance of workers and to rate out the relationship between transfers and employee

performance in the Uganda Police Force. The study findings from the analyses conducted (both

quantitative and qualitative) revealed that promotions, transfers and reemployments are

significantly related to employee performance in the Uganda Police Force.

61
Frequencies, charts, percentages and correlations were generated and the summery of the

findings are present here below according to the study objectives.

5.1.1 The relationship between promotions and employee performance

The study found out that, 70% of respondents agreed that there are regular promotions in the

police force, though 30.7% of respondents said that promotions were not based on facts. In

addition 69.3% agreed that promotions motivated workers in the police force. However, the

respondents at 72.6% said that promotions were only a reservation of unit commanders in that

the commanders forward for promotion only those they feel like promoting. Also 57.8%

respondents agreed that Promotions came as appreciation for exceptional performance. However

at 66.8%, respondents disagreed with the fact that promotions were based on facts. From

qualitative date, employees entirely agreed that promotions are good for performance but they

hinted on lack of fairness in selecting beneficiaries. In general, there is relationship between

promotions and employee performance as indicated by the Pearson correlation findings of r

= .520**p<0.01, in table 12 showed that there was a moderate, positive and statistically

significant relationship between promotions and employee performance.

5.1.2 The relationship between reemployment and employee performance

The findings from the study showed that there were a number of ways reemployment is

conducted but the most common in the Uganda police force is offer of contracts indicated by

65.8% of respondents. While 68.2% of respondents agreed that reemployment is provided for in

the police standing orders, a few respondents expressed knowledge of reemployment, it was

clear that they did not fully appreciate the relevancy of reemployment to their performance. This

62
is indicated by a 69.5% portion of respondents that disagreed having benefited from

reemployment. But all in all the however slight, there is a relationship between reemployment

and staff performance. From the study findings, the Pearson correlation findings of .119**;

p<0.01 as shown in table 14, reflected a weak but highly significant positive relationship

between reemployment and employee performance in the Uganda Police Force.

5.1.3 The relationship between lateral transfers and employee performance.

For transfers, it was noted that 55.7% agreed that transfers are intended to enhance performance,

but at the same time 70.6% of respondents agreed that some transfers come as punishments. 55%

of respondents agreed that the force conducts normal and fair transfers, 55.1% agreed that

transfers are necessary to improve performance but 80.0% of respondents agreed that transfers

come any time even when not expected. This meant that while transfers are good for

performance, when an employee feels they have been unfairly transferred, it may negatively

impact on performance. This was taken care of by the 58.7% of respondents who agreed that

they are given chance to appeal against a transfer in case they feel they should not be transferred.

The Pearson correlation findings also indicated r = .440**; p<0.01 as shown in table 16 showed

a moderate but highly significant positive relationship between lateral transfers and employee

performance in the Uganda Police Force.

5.2 Discussion of the findings

The findings summarized above are discussed here under

63
5.2.1 Promotions and employee performance in the Uganda police force.

The Study aimed at establishing whether there exists a relationship between promotions and

employee performance in the Uganda Police force. The Pearson correlation findings of r

= .520**p<0.01, in table 12 showed that there is a moderate, positive and statistically significant

relationship between promotions and employee performance in the Uganda Police force. This

was also confirmed by the descriptive statistics where 69.3% of respondents indicated that

promotions are motivators and qualitative date where it was stated that promotions boost morale

among employees. However 66.8% of the respondents reported that there is lack of fairness in

conducting promotions and the qualitative data generated by the open-ended question of the

questionnaire, it was clearly stated that promotions should be conducted in a transparent manner

in order to motivate people and later improve performance. One key informant noted also that

some promotions are not forwarded as recommendations, they only come from Police

headquarters and another noted that promotions depend on available resources. All noted here,

revealed that indeed promotions if well done positively impact on employee performance.

This is in line with the principle of reinforcement model on which this study was pitched, that

when a positive behavior is identified and rewarded, it tends to be repeated (Scarpello, 2008).

Also (Chris, 2009) noted that promotions has a direct linkage with employee performance as

most of the employees promoted get motivated to perform better. It is also true that promotions

lead to motivation which also results to increased productivity (Brase, 2006). He adds on that

“Workers who recognize that the best performers are the ones who get ahead may put forth the

extra effort they believe it takes to receive promotions.” This is also confirmed by (Stassen

2016).

64
5.2.2 Reemployment and employee performance in the Uganda Police Force.

The study examined the effect of reemployment on employee performance in the Uganda Police

Force, with the intention to establish whether the reemployment aspects would translate into

better employee performance. The Pearson correlation findings of .119**; p<0.01 as shown in

table 14, reflected a weak but highly significant positive relationship between reemployment and

employee performance in the Uganda Police Force. The weak relationship was further evidenced

and depicted by the descriptive statistics in which 69.5% of respondents disagreed having

benefited from reemployment. It also emerged that employees know he reemployment type of

offer of contracts and that they agree at 65.8% and they also agreed at 68.2% that reemployments

are provided for in the Police standing orders. On whether employees can be reengaged after

resignation 44.3% disagreed this is in relation to what is stated by (Dessler, 2008) that an

employer would not want to bring back a person who feels he/she had been mistreated. A key

informant noted that “staff on contract perform well as they are experienced officers and they

have what it takes to accomplish their tasks.”

Not attaching a direct relationship between reemployment and employee performance from the

descriptive statistics is also related to the findings of (Ken 2013) which emphasizes the fact that

employees who request to be reemployed do so for their personal interests majorly earning

salary. The weak relationship can also be confirmed by the fact that reemployment is chased by

individuals for their personal gain – remuneration as was also reported by one key informant that

the employees in need of reengagements always directly apply to police headquarters. So the

respondents did not know how the process of reengagements and the benefits that accrue are

handled. The fact could be attributed to the fact that most of the respondents were still young and

in their productive ages so they had not experience such scenarios of regalements apart from

65
working with contract staff. The weak relationship between reemployment and employee

performance is also pinned by the fact that it is at discretion of the employer to engage a former

employee or not to (Pilbeam 2006). Additionally it could be attributed to the fact that

reemployment results into costs to the company reengaging a person who has passed the active

employment age (http://www.mom.gov.sg).

5.2.3 Lateral transfers and employee performance in the Uganda Police Force.

The study sought to find out how lateral transfers affect employee performance in the Uganda

Police Force. The Pearson correlation findings indicated r = .440**; p<0.01 as shown in table 16

showed a moderate but highly significant positive relationship between lateral transfers and

employee performance in the Uganda Police Force. This was further evidenced by descriptive

statistics which showed that the majority respondents at 55.7% agreed that transfers are intended

to enhance and improve performance. This is in accordance with (Olorunsola, 2000) who

conducted a study on job transfer of librarians and reveals that job rotation/transfers improves

efficiency and productivity of the employees as it reduces monotony and boredom. In addition,

(Azizi, 2009) found that job rotation is the most effective method of developing skills and

enhancing employees’ work motivation.

55.% of the respondents agreed that the force conducts fair transfers. However, most respondents

at 70.6% rate noted that some transfers come as punishments. This is in line with a study

conducted by (Sardick, 2012) and he terms it transfer that comes as a correction to an erroneous

placement. One key informant noted that transfers are very relevant in cases of replacements for

people who have been suspended, those who have died and those that have retired. He noted that

for better performance, transfers have to be conducted as also noted by (Stassen 2016).

66
The findings also indicated that the force lacks a clear institutional plan on transfers as 80.8% of

respondents agreed that transfers come any time even when not expected. But the respondents

also at 58.7% agreed that they are allowed to appeal against transfers in case they feel some

unfairness. Most of the scholars like Aziz et al. (2009), (Adoni, 2006) and (Chand, 2015) state

that lateral transfers break job monotony, cause motivation hence effectiveness of anemployee.

5.3 Conclusions

The purpose of the study was to assess the effect internal recruitment had on employee

performance in the Uganda police force. The conclusions are drawn and presented according to

the study objectives.

5.3.1 Promotions and employee performance in the Uganda Police Force

Basing in the findings presented in chapter four and the discussions presented above, the study

concludes the promotions significantly affect staff performance in the Uganda police force.

The hypothesis that “there is a significant positive relationship between promotions and

employee performance” is supported by the findings from the field and therefore adopted. The

study therefore concludes that once employees are promoted and their salaries increased, they

will be motivated to perform better. It was noted that the force conducts promotions only that the

mode in which it is conducted is not yet appreciated by most employees. It was also concluded

that as the study focused on promotion for improving performance, employees attach a bigger

value on the benefits attached to those promotions like salary and allowances.

67
5.3.2 Reemployment and employee performance

In view of the correlation from the empirical findings in chapter four and the discussions

presented above, the study concludes that there is a weak relationship between reemployment

and employee performance. This could be attributed to the fact that if it is to offer contracts,

most staff feel hat an aged person has nothing new to add to the institution or if it is

reinstatement, such people already have a negative perception on the institution so in case you

bring them back their performance may not improve or add value to the organization. The two

factors explained could be the cause of the weak relationship between the study variables. The

positive and significant relationship implies that the hypothesis “there is a positive significant

relationship between reemployment and employee performance” is validated and substantiated

by the findings from the field.

5.3.3 Lateral transfers and employee performance

From the findings and correlations presented in chapter four and the discussions presented above,

the study concludes that lateral transfers significantly affect employee performance in the

Uganda Police Force. The hypothesis that “there is a significant positive relationship between

lateral transfers and employee performance” is verified. The Pearson correlation of .440** serves

to explain that there is a positive correlation between lateral transfers and employee performance

in the force. The study concludes therefore that lateral transfers are important for employee

performance but a clear plan on how to programme and conduct them should be made known to

the employees.

68
5.4 Recommendations

5.4.1 Promotions and the Uganda Police Force.

Promotions are good employee performance. They should be conducted in a participatory

manner where employees as beneficiary stakeholders participate in such decisions. An open

appraisal system should be introduced where employees will know what has been recommended

for them. That will help them to perform better to improve where they are weak and qualify for

promotions. Giving feedback to employees on how and when promotions are made, the

resources available and how they are to be utilized for promotions will help motivate employees

when they know what to expect when and where.

In addition, promotions should be based on performance and academic achievement. This can be

dome through job evaluation and job analysis. After considering what an employee has studied,

what he or she does using the cognitive, effective and psychomotor attributes, you then relate

them to the period of un interrupted service and discipline, then an employee can be rated for

promotion. However, this whole process still should be communicated and it should as much as

possible be participatory.

5.4.2 Reemployment and employee performance.

Different scholars have varying ideas and thoughts on reemployment. While some think it is

good for an institution, others think when an employee has exited, they should not return. All in

all the Uganda Police force should have a policy in place, known by all employees on

reemployment. Employees should be made aware of the terms they are employed on and in case

one exited and needs to return, they should be aware of the procedures. This will cause self

motivation most especially when an employee is unfairly dismissed.

69
5.4.3 Lateral transfers and employee performance

The Police Force should consider involvement of unit commanders/heads of units when

conducting transfers. This is because the unit commanders have worked with people, they know

their capabilities and weaknesses and in case the force is to benefit from an individual’s

competences, the unit commander would be able to recommend. In addition there should be a

alearly known plan of transfers to avoid haphazard transfers that may be disputed or that may

make the affected officers to be affected in the way they perform because of failure to plan for

their transfers. Transfers should also be based on the specific skills and competencies so that the

force benefits from the skills which employees acquire after joining the force.

5.4.4 Limitations of the study

During the study there was a challenge of fear to release information by most respondents. Being

a force where not everyone is allowed to release information, the respondents hesitated to accept

the questionnaire. The challenge was overcome by availing authority letters from Uganda

Management Institute and Police Headquarters that granted permission for the study to be

conducted. The respondents also were told that the data was entirely collected for study and

academic purposes.

5.5 Areas for further research

There were very important and pertinent issues that arose during the course of the study that

were not a major focus of this study. These issues were seen to have impact on staff

performance.

The areas are as follows;

70
  Remuneration and employee performance

 The effect of work place environment and employee performance

 The employee welfare (salary and accommodation) and organizational performance

 This similar study on “internal recruitment and employee performance” could be re-done

but done as a purely qualitative study so that the details are captured. This is because if a

respondent gives his responses as strongly agree all through; you may not be able to tell

why they considered giving such responses but a qualitative study would give details.

References

71
Adams, D. (2005). The History of Recruitment & Selection. Retrieved November 30, 2016, from

e-how: http://www.ehow.com/facts

Adoni, H. (2006). Literacy and Reading in a Multimedia Environment. Journal of

Communication. 45, 2. DOI: 10.1111/j.1460-2466.1995.tb00734.x

Akugizibwe, E. (2015, January 3). Kayihura Sacks Corrupt Sembabule CIID Officer.

Chimpreports. Retrieved on January 21, 2016, from www.chimpreports.com.

Amin, M.E. (2005) Social Science Research: Conception, Methodology and Analysis. Makerere

University Press, Kampala.

Armstrong, M. (2006). Human Resource Management Practice (10th ed). USA: Kogan Page

Limited.

Armstrong, M. (2009). Human Resource Management Practice (2nd ed.). United Kingdom:

Kogan Page Limited.

Armstrong, M. (2012). Armstrong's Handbook of Human Resource ManagementPractice (12th

ed.). London: Kogan page.

Armstrong, M. (2014). Armstrong's Handbook of Human Resource Management Practice (13th

ed). London: British Library Cataloguing-in-Publication Data.

Aziz, A. A. Treur, J. (2009). Modeling Dynamics of Social Support Networks for Mutual

Support in Coping with Stress. New Challenges in Computational Collective Intelligence,

167-179

Balimoyo, M (2014, December 12). Busheny DPC Suspended.Chimpreports. Retrieved January

21, 2016, from www.chimpreports.com.

Bernardin, H. J. (2007). Human Resource Management: An Experiential Approach (4th ed).

72
 McGraw-Hill

Barifaijo, K.M. Basheka, B.C. and Oonyu, J. (2010), How to Write a Good Dissertation/Thesis: A

Guide to Graduate Students, New vision, Kampala -Uganda, ISBN.978-9970-172-01-3

Bowra, Z.A., Sharif, B., Saeed, A., Niazi, M.K. (2012). "Impact of human resource practices on

employee perceived performance in banking sector. African Journal of Business

Management. African Academic journals. DOI: 10.5897/AJBM

Bryman, A. (2006). Integrating quantitative and qualitative research: how is it done?, 6 (1), 97-

113.DOI: 10.1177/1468794106058877.

Budhwar, P. S., & Samuel, A. (2008). An introduction to strategic human resource management.

Strategic human resource Management: building research-based practice.- London:

Chartered Institute of Personnel and Development, ISBN 978-1-84398-171-8. - 2008, p.

9-32

Canwell, J. S. (2004). Key Concepts in Human Resource Management. New York, NY: Palgrave

Macmillan.

Chand, S. (2015). Transfer of employees: Meaning, Factors and Types of Transfer. Retrieved

January 21, 2016, from: www.yourarticlelibrary.com.

Chris, D. S. (2009). Promotions as a motivator towards employees' performance: a case study of

Uganda Police Force. Kampala: www.upf.com.

Cole, G. (1997). Personnel Management (4th ed.). New York, NY: Cengage Learning EMEA

Cole, G. A. (2004). Management theory and Practice. London: Thomson Learning.

Creswell, J. W. (2012). Qualitative Inquiry and Research Design: Choosing Among Five

73
 Approaches. England: Sage Publications, Inc.

DeConzo, D. A. (1988). Personnel/Human Resource Management (4th Edition ed.). New Delhi:

Prentice Hall.

Dessler, G. (2008). Human Resource Management (11th ed.). (pp. 176 - 177). London: Pearson

Prentice Hall.

Elangovan, A.R. (2001). "Causal ordering of stress, satisfaction and commitment, and intention to

quit: a structural equations analysis", Leadership & Organization Development Journal,

Vol. 22 ISS: 4, pp.159 – 165

Enanga, F. (2015, April 17). Afande Sam Omara Transfered to Bukedea.Redpepper November

20, 2015, from: http://www.redpepper.co.ug.

Greenberg, J. (2005). Managing Behaviour in Organizations (4th ed.). New Jersey: Pearson

Education.

Guthrie, J.P. (2001). Human Resource Management and Labour Productivity: Does Industry

Matter? High Involvement work practices, turnover and Productivity: evidence from New

Zealand. Academy of management Journal 44 (1), 180-190.

Fan, W., & Yan, Z. (2010). Factors affecting response rates of the web survey: A systematic

review. Computers in Human Behavior, 26(2), 132-139.

Foss, N. J., Minbaeva, D. B., Pedersen, T. & Reinhold, M. (2009).Encouraging knowledge

sharing among employees: How job design matters. Human Resource

Management.DOI: 10.1002/hrm.20320.

74
Hannagan, T. & Bennet , R. (2002). Management: Concepts and Practices. England: Pearson

Education Limited.

Harrison, R. &Kessels J.W.M. (2004). Human Resource Development in a knowledge economy:

An organizational view. Hampshire – New York, NY: Palgrave Macmillan.

Hauke, J., Kossowski, T., (2011). Comparison of values of Pearson’s and Spearman’s

Correlation Coefficient on the same sets of data. Quaestiones geographicae 30(2), pp. 87–

93, 3 figs, 1 table. DOI 10.2478/v10117-011-0021-1, ISBN 978-83-62662-62-3.

Jeanne D. (2015, October 8). IGP Reshuffles 41 Police Officers. Uganda Radio Network.

Retrieved December 07, 2015: from www.ugandaradionetwork.com.

Kaihura, L. G. (2012). Uganda Police Force. Retrieved August 19, 2015, from Police

Publications: http://www.upf.go.ug/publications.

Kathuri, N. J., & Pals, D. A. (1993). Introduction to Educational Research. Njoro: Egerton

University.

Ken, H. & Hanne V. S. (2013) Returning to work after retirement: Who, What and Why?

NETSPAR Discussion paper. DP 09/2013-029

Koontz, H. (2001). Essentials of Management. New York, NY: MacGraw - Hill.

Kothari, C. R. (2004). Research Methodology: Methods and Techniques. New Delhi, ND: New

Age International (P) Ltd.

Li, J. (2013, April 12). Quantitative Data Analysis Techniques for Data-Driven Marketing.

Retrieved April 14, 2016, from: http://www.iacquire.com/

75
Mathieu, D. (1994). Law Enforcement in British Colonial Africa: A Comparative Analysis of

Imperial Policing in Nyasaland, the Gold Coast, and Kenya.” Police Studies 17(1):45-68.

McLeod S. (2008). Research Methods; Correlation. Simply psychology. Retrieved on August 26,

2016 from; fromhttp://www.simplypsychology.org

Mondy, R. (2010). Human Resource Management. New jersey: Pearson Education.

Mondy, R. W. (2015). Human Resource Management (14 ed.). USA: Pearson Education.

Mouli, V.P. & Ahuja, V. (2011). Questionnaire based Gastroesophageal reflux disease (GERD)

assessment scales. Indian Journal of Gastroenterol. 30: 108. doi:10.1007/s12664-011-

0105-9

Mugenda, (1999).Research methods: Quantitative and qualitative approaches: Olive M

Publication: Nairobi Acts 1999 256p.

Mugenda, O. M. & Mugenda, A. G. (2003).Research methods: Quantitative and qualitative

Approaches. Nairobi: African Centre for Technology Studies (ACTS).

Mullins, L. J. (2007). Management and Organizational Behaniour (8th ed.). England: Pearson

Education Ltd.

Otto, A. (2014, July 16). Cop in Trouble for Attempting to Rape Defilement Victim.

UgandaRadio Network. Retrieved; December 07, 2015, from:

www.ugandaradionetwork.com.

Oyagi, K. (sep. 2014). Management and Apllied Science. International Journal of Advancement

in Engineering Technology,. 55.

76
Pilbeam, S. (2006). People Resourcing: Contemporary Human Resource Management in

practice (3rd ed.). England: Pearson Education Ltd.

Radhakrishna, R. B (2007).Tips for Developing and Testing Questionnaires/Instruments. Journal

of Extension: sharing Knowledge, enriching Extension. 45 (1).

Ramlall, S. (2003). Managing Employee Retention as a Strategy for Increasing Organizational

Competitiveness.Applied HRM Research, 3(2), 63-72.

Rubinson, C. & Ragin, C. C. (2007). New Methods for Comparative Research. Emerald Group

Publishing Limited, pp.373 – 389.

Sekaran, U. (1999). Research Methods for Business: A skill Building Approach (3 rded). John

England. Wiley & Sons

Shuttleworth, M. (2009, Feb 21). What is Sampling? Retrieved; April 14, 2016, from:

https://explorable.com.

Somekh, B. & Lewin , C. (2005). Research Methods in the Social Sciences. New Delhi. Sage

Publications.

SurveyMonkey (2009).Response Rates & Surveying Techniques retrieved on July 21, 2016 from;

https://facultyinnovate.utexas.edu

Taylor, C & Gibbs, G R (2010) "What is Qualitative Data Analysis (QDA)?" Online QDA Web

Site, [onlineqda.hud.ac.uk/Intro_QDA/what_is_qda.php].

Tugume, G. (2014, November 14). Drama as corrupt Policeman flee IGG

men.Chimpreports.Retrieved November 21, 2015, from: www.chimpreports.

77
Yin, R. K. (2013).Case Study Research: Design and Methods (Applied Social Research

Methods). England. Sage Publications, Inc.

Brase, G. L., Fiddick, L. & Harries, C. (2006). Participant recruitment methods and statistical

reasoning performance. The Quarterly Journal of Experimental Psychology. Vol. 59 , Iss.

05, Pages 965-976

Stassen M. A. (2003) Job Transfer during Organizational Downsizing: A Comparison of

Promotion and Lateral Transfers. Group and Organizational Management (GOM).

SAGE Journals. DOI: 10.1177/1059601102250824. vol. 28 no. 3 392-415

78