HRD

THE IMPACT OF HUMAN RESOURCE DEVELOPMENT ON JOB PERFORMANCE
IN PRIVATE ORGANIZATIONS
A CASE STUDY OF KAMPALA INTERNATIONAL UNIVERSITY
BY
TUKEI YOB
BPA/38175/ 143/ DU
A RESEARCH REPORT SUBMITTED TO THE COLLEGE OF HUMANITIES AND

SOCIAL SCIENCES IN PARTIAL FULFILLMENT FOR THE REQUIREMENTS OF
THE AWARD OF BACHELORS DEGREE OF PUBLIC ADMINI5Tp~TION OF
KAMPALA INTERNATIONAL UNIVERSITY
NOVEMBER, 2016
DECLARATION
[Tukei Yob, hereby declare to the best of my knowledge that this research is entirely
:he work of my efforts and has never been submitted to any other university or higher
nstitution of learning for the award of any academic qualification.
igned... Date.. ~
tudent
APPROVAL
rhis research proposal Report “the impact of Human Resource Development on job
erformance in private organizations” has been under my supervision as a university
5upervisor. ~
igned Date...j.3 }9~

‘Is. Tusiime Rhobinah
upervisor
DEDICATION
I would like to dedicate this book to my beloved parents Mr. and Mrs. Anyu Simon for
their financial and moral support, my sisters Grace Majeri Kongal, Alupot Mary and
~polot Stella and my friends Upano Godfrey, Peace Mary Immaculate, Mukwaya Disan,
~1ukula David, Okello Moses, Okia Simon.
ACKNOWLEDGEM ENTS
My sincere thanks go to Almighty God who gave me health through my stay at the
university and as I was carrying out this research.
[am indebted to my supervisor Ms. Tusiime Rhobinah for being there for me whenever
[needed her and also offering advice where necessary.
owe a lot of appreciation to my colleagues Peace, Mary, Immaculate and Upano

~odfrey for their moral support and encouragement.
:inally, I would like to thank all my respondents for answering the questionnaires within
~ short notice, without which this work would not have been possible.
iv
LIST OF TABLES
Table 1 Shows age of the respondents 24

Table 2 show sex of the respondents 25
Table 3 Education level of the respondents 25
Table 4 Marital status of the respondents 26
Table 5 Occupation of the respondents 26
Table 6 Religion of the respondents 27
Table 7 it increases productivity 27
Table 8 whether HRD leads to job satisfaction 28
Table 9 show whether HRD Leads to personal growth of employees 28
Table 10 shows whether HRD leads to Positive attitude formation 29
table 11 Shows whether HRD Increases moral at work place 29
table 12 shows whether HRD lacks enough resources to develop employee’s 30
table 13 shows responses whether HRD has the challenge of inadequate expertise on
~evelopment programs 30
Fable 14 shows whether HRD is a process which requires adequate time 31
Fable 15 shows whether HRD has continued facing new technology and new changes 31
rable 16 shows responses whether Human resource Development has been expensive in an
)rganization 32
rable 17: Construct Correlations Table 34
V
LIST OF ABBREVIATIONS
KIU — Kampala International University
HRD Human Resource Development
HRM- Human Resource Management
RBV Resource Based View
vi
TABLE OF CONTENTS
DECLARATION
APPROVAL
DEDICATION Ii
ACKNOWLEDGEMENTS iv
LIST OF ABBREVIATIONS vi
ABSTRACT x
CHAPTER ONE~ INTRODUCTION 1

1.0. Introduction 1
1.1. Background of the Study 1
1.2. Statement of the Problem 3
1.3. The purpose of the study 4
1.4. Research Objectives 4
1.4.1 General Objective 4
1.4.2 Specific Objectives 4
1.5. Research Questions 4
1.6. The scope of the study 4
1.6. Significance of the Study 4
1.7. Definition of Operational terms 5
CHAPTER TWO~ REVIEW OF LITERATURE 6

Z.O. Introduction 6
~.1. Definition of the concept Human Resource Development 6
VI I
2.2 How to improve on HRD . 7
2.3. Effects of Human Resource Development on job performance 11
2.4. Relationship between HRD and performance 12
2.5. Importance of HRD 13
2.6. Challenges facing human resource development programmes productivity
performance 15
2.7. Criticisms of the HRD 15
2.8 Job performance 17
CHAPTER THREE~ METHODOLOGY 19

3.0 Introduction 19
3.1 Study Design and Rationale 19
3.2 Study Population 19
3.3 Sample Size 19
3.4 Sampling Procedure 20
3.5 Research Instruments 20
3.6 Data Gathering Procedure 21
3.7. Data Sources 21
3.7.1 Primary data collection 21
3.7.2 Secondary data collection 21
3.8 Procedure 21
3.9 Ethical Considerations 22
3.10 Limitations of the Study 22
VIII
CHAPTER FOUR: PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA
24
4.0 Introduction 24
4.1. Background characteristics of the respondents 24
4.1.2 Sex of the respondents 25
4.3 The challenges to Human Resource Development programmes at Kampala
International University 30
4.4 Relationships between Human Resource Development and Job Performance 33
4.5.1 Correlations 33
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION 35

S.1 DISCUSSION 35
5.1 Conclusion 38
5.2 Recommendations 39
5.4 Further areas of research 40
~.eferences 42
~PPEN DICES 50
~PPENDIX I: QUESTIONNAIRE 50
ix
ABSTRACT
The study was intended to assess the impact of human resource development on job
performance in private organizations. He study was conducted in Kampala International
university located in Kampala capital city in Uganda. The study was guided by three
objectives; To examine the importance of Human Resource Development at Kampala
International University; To identify the challenges to Human Resource Development
programmes at Kampala International University; and To examine the relationship
between Human Resource Development and Job Performance. The methodology
involved the use of a cross-sectional research design because the researcher intended
to use a variety of knowledgeable respondents. Quantitative measures were employed
through the use of questionnaires to attain data from the variables under investigation
to generate the information. The study used the sample size of 50 respondents.
The study revealed that human resource development is very vital in an organization
so as to Guide the new employees to develop gradually while performing here duties in
the university among the positive impacts was that it helps employees to develop more
so as to deliver the best knowledge and skills to the students. The review considered
the aspects of capacity building that deals with the development, training and
empowerment of individual employees in order to improve their job performance.
The study concludes that it is clear that development does not always lead to improved
performance as popularly claimed. Since the motive of most organizations for investing
n the development of their workforce is to enhance performance, it is recommended
:hat managers should identify only those employee development programmes that are
:entral and can add value to the organization
the study recommends that Organizational leaders, HRD professionals, and individuals
-esponsible for providing education and development to contracting professionals could
~se the results from this study to improve HRD practices within their respective
Jrganizations. These same professionals could use the results to inform HRD decisions
n an effort to improve organizational effectiveness and bottom-line results within their
-espective organizations.
x
CHAPTER ONE
INTRODUCTION
1.0. Introduction
This chapter takes into account, the background, and statement of the problem,
purpose, objectives, research questions, scope, significance and the conceptual
framework of the study.
Li. Background of the Study

In these times of intense global competition and rivalry, the human resource
considered as one of the most important factors used to enter or even manage to
dominate the market (Byrne, 1995). This kind of resource plays a crucial role to
maintain the organizations’ sustainability, credibility as well as creation of public trust.
There is a wide range of evidence explored on the positive linkage between the human
resource development and organizational performance, due to the aspiration to achieve
business excellence and better profits. The emphasis on human resources as a valuable
capital in organizations reflect their expectations to stress more on the intangible
resources rather than tangible ones. It has been agreed by (Becker, 1964) that human
capital investment seeks to gain profitable return either in short or long-term period.
The possession of skills and capabilities by the employees would encourage them to
earn and build a supportive business environment. The human resource used
3ignificantly as a mover to other resources and has a strategic position that crucially
contributes to busines performance as the competitive advantage (Wright et al., 2005).
~aul and Anantharaman (2003) have asserted that the focus on human resource
development has an indirect relationship with the profitability of the organizations.
-fence, any organizations propose to optimize the performance of their employees in
roviding optimal contribution, among others by means of conducting training and
Jevelopment programmes. This also relates to the organizations’ productivity whereby,
t may be able to improve the effectiveness and efficiency of work assigned.
1
The issue of theory building within human resource development (HRD) has received
less systematic attention in research literature compared to general human resource
management (HRM). Specifically, over the past decade a rather small number of
authors, such as Swanson & Holton (1997), Torraco (1997; 2004), Hansen (1998),
Chalofsky (1998), Weinberger (1998), Sawson (1998), Hatcher (1999), Lynham (2000),
Turnbull (2002), Kuchinke (2003), and Lynham, Chermack, & Noggle (2004), turned
their attention to theory building. However, although HRD theory building is essential
for advancing the relatively young HRD profession (Lynham, 2000; Holton, 2002;
Hardre, 2003), the issue of variation in HRD strategies has received even less attention
in the research literature (Kuchinke, 2003). Business strategies (Horwitz, 1999), firm
size and industry (Swanson & Holton, 2001), staffing strategies that have an impact on
training strategies (Raghuram, 1994; Noe, 2002), culture of organization (Baldwing &
Danielson, 2002) may considered to be some variation items in HRD.
Within the resource-based view (RBV) of the firm, which advocates that an organization
can gain competitive advantage by attracting and retaining best human resources,
universalistic and contingency HRM-performance linkage models have been either
theoretically or empirically developed. The universalistic model suggests that a specified
set of HR practices (the so called “best practices”) will always produce superior business
results whatever the accompanying circumstances. The contingency model argues that
~n organisation’s set of HRM policies and practices will be effective if it is consistent
with other organizational strategies. However, there is no consensus amongst
researchers regarding which model is the predominant one (Wood, 1999).
Performance of the acquisition workforce is a source of significant interest for the

~ederal government and others (GAO, 2010; GAO, 2013). The scrutiny of the contract
nanagement workforce is partly a function of the amount of money invested in federal
:ontracts as well as significant contracting failures occurring in recent years(Aitoro,
2013). Ineffective training, a subsequent a lack of knowledge on best practices in
2
procurement, and poor organizational processes contributed, at least in part, to the
failure.
Human resource development (HRD) is an organized learning experience aimed at

matching the organizational need for human resource with the individual need for
career growth and development (C.B. Gupta, 2007). It is a system and process
involving organized series of learning activities designed to produce behavioral changes
in human beings in such a way that they acquire desired level of competence for
present or future role (Gomez-Mejia, 2002). Functional definition of this study will be
delivered from (Armstrong, 2006). Human resource department as the process of
developing the available skills of employees so as to achieve organizational goals as
well as individual goals. Human resource development in this study will be characterized
by training, job rotation, promotion, performance appraisal, delegation of power and
assignment of activities to the skills required.
L2. Statement of the Prob~em

Poor Human Resource Development which leads to poor performance of employees.
Their job performance is decreased by work environment and organizational factors,
such as employer ignorance and bias (Rusch, 1986), lack of opportunities and role
models, poor placement, ihadequate job-match, and career development (Lagomarcino,
Huges, & Huges, 1999). Poor Human Resource Development can be partially attributed
~o the failure of vocational rehabilitation practices, such as prevocational training
programs, sheltered workshops and transitional employment, to provide integrated paid
employment (Wehman, 1986). Even supported employment (SE), which has been
dentified as the most promising approach (Rusch, 1986), has not provided for long
berm job retention (Konig & Schalock, 1991). Furthermore, poor job performance
:ombined with social behavioral factors is a major cause of job loss for individuals with
~1R (Greenspan & Shoultz, 1981; Lagomarcino et al., 1989).
3
L3~ The purpose of the study
The purpose of the study is to establish the relationship between Human Resource
Development and Job Performance in Kampala International University.
L4. Research Objectives
L4.~1 Genera’ Objective

To assess the contribution of Human Resource Development on Job Performance at
Kampala International University.
1.42 Specific Objectives

To examine the relationship between Human Resource Development and Job
Performance.
ii. To examine the importance of Human Resource Development at Kampala
International University.
iii. To identify the challenges to Human Resource Development programmes at
L5~ Research Questions
This research will be guided by the following questions;
What are the importances of HRD at Kampala International University in
relationship to job performance?
ii. What are the challenges of HRD implementation at Kampala International
University?
iii. What is the relationship between Human Resource Development and Job
Performance.
iv.
L6. The scope of the study
rhe study was carried out at Kampala International University, Kansanga Ggaba Road,
Kampala Uganda. The study was limited to Human Resource Development and Job
~erformance. The study considered the period from January 2010 to date.
L.6. Significance of the Study
rhe study will be important to various stakeholders in the following ways;
4
I. The results of this study will provide an in-depth understanding of the specific
issues related to Human Resource Development and will be used by
Administrators at the University.
ii. The study will contribute to the advancement of knowledge in the field of
study where other authors have written about similar studies.
iii. The study will be useful for management for formulating effective policies and
procedure of Human Resource Development in Kampala International
University.
iv. The study will be useful by other researchers, students, lecturers for further
references.
L7. Definition of Operational terms

Human resource: According to Lowman R, (2002), human resource development is
the framework for helping employees develop their personal and organizational skills,
knowledge and abilities. (Richard Deft, 2000) and (A. Michael, 2006) added that it
includes employee training, employee career development and performance
management.
Development can be defined as the changes from negative to positive which including
economically, socially, political issues and culturally.
5
CHAPTER TWO
REVIEW OF LITERATURE
2.O~ Introduction
In this chapter, the researcher will acknowledge what other researchers have written in
relation to the study.
2.1. Definition of the concept Human Resource Development
According to Lowman R, 2002, Human Resource development is the framework for
helping employees develop their personal and organizational skills, knowledge and
abilities (Richard Deft, 2000) and (A. Michael, 2006) added that it includes employee
training, employee career development and performance management.
Leslie W. Rue et al, (2000) and C.B. Gupta, (1996) argued that human resource
development includes classrooms training, a college course or an organizational planned
change effort or by employee coaching by managers (Chuch Williams, 2002).
Berlson Batal, (2002) stated that motivation is an inner state that directs behaviour
Lowards goals. In stir words it is a general term applying to the entire class of drives,
desires, needs and similar forces. Hertzberg F. (1995) wrote that the working conditions
~ay status interpersonal relation, job security, company policy and administrators are
jissatisfies and not motivators. If they exist in work environment they yield no
iissatisfaction. Performance in a job is determined principally by the prevailing
:onditions of services.
raylor L.K (1997) new development operations, tasks and increased work cannot be
effective employees needs are considered. Berlson B. (2002) have designed the term as
nner state with energizes attracts on moves and that direct behaviour towards goals.
~1akeke (2003) in terms of recruitment and selection it is important to consider carrying
)ut a thorough job analysis to determine the level of technical abilities, competencies,
~exibility of the employee required. Also according to Kenneth C. (2006) it is important
6
to consider both the internal and external factors that can have an effect on the
recruitment of employees.
Taylor L.K (1997) a rise in discrimination, unfair dismissal and sexual harassment case
as an indicator of the need for more diversity legislation, while such measures have
significant effect on the organization. Joseph A. Maciariello (1984) added they effect
little or no real change in advancing diversity of ideas in the workplace. Torrington et at
(1987) suggested as industries move from manual to a more managerial professions so
due to the need for more highly skilled graduates if the market is “tight” (i.e. not
enough staff for the jobs) employers wilt have to complete for employees by offering
financial rewards and community investment. Harold et at, (1998).
Job rotation it implies the shifting of employees from one job to another without any
change in the job (C.B. Gupta, 2007). Job rotation, it relieves the employee from the
boredom and monotony if doing single tasks hence job performance because
employees get some variety work at workplace and the peers, on other side job rotation
affect job performance is a way that when an organization ask an employee to perform
various tasks they feel frustrated and cause interruptions to the work routine of the
organization.
Performance appraisal (according to Aswathapa, K, 2003) and Sherman et at (1998)
defines appraisal as the process of assessing the performance and progress of an
employee or of a group of employees on the given job and his potential for future
development. Performance appraisal can be used to improve job performance through
appropriate feedback, working and counseling to employees. Hence it serves stimulant
and guide human resource development.
2.2 How to improve on HRD

Compensation (Benefits): The compensation refers to a form of financial returns or
tangible benefits that employee receives as part of the employment relationship or
:ontract (Bernadin, 2007). This would create the supposed motivation and provide
employees the right career path in accordance to their key performance index. It is
iivided into two types that consist of cash compensation which is the direct pay
7
provided by employer for work performed by the employee; and fringe compensation
which refers to employee benefit programs. Among the legal required benefit
programmes are the social security, workers’ compensation, while discretiona~
programmes comprise of health benefits, pension plans, paid time off, tuition
reimbursement, recognition award, foreign service premiums, responsibility allowance,
child care, promotion and annual increment (Cascio, 2003; Bernadin, 2007). Meanwhile,
Gerhart & Milkovich (1990) and Weitzman & Kruse (1990) identify the links between
incentive compensation schemes and productivity. Thus, this factor probably has an
effect on the employees’ performance.
Training and Development: The training and development is a crucial factor that
influence performance assessment. Patrick (2000) has defined it as a systematic
development of the knowledge, skills and expertise required by a person to perform a
given task or job effectively. Bartel (2004) establishes a link between the adoption of
training programs and productivity growth. The adoption of training programs has also
been linked to financial performance (Russell et al., 1985). To see the effectiveness of
the implementation of training and development programs, the government needs to
assess any changes in the attitudes and skills of employees, both before and after
training programmes are held; in other words, the government has to consider looking
at the differences in achievement between, before and after participating in the training
programmes.
Both education and training (training) are considered as an integral part of personnel
administration, which in turn contribute to the state administration, task-oriented
implementation, improved productivity and increased ability as well as dedication as the
public servants. The training programmes initiated consist of general and specific
training provided to all the government civil servants. This continously offered to
increase the officers’ quality, skills and ability. As stated in a Government Act No.
14/1999, the officers of government services have the options to attend specific training
based on structural, functional and technical aspects. Marsono (2002, p.37) points out
that the specific training is offered according to the rank and position of the officers,
8
whether they are suitable for structural or technical type of training. In fact, the
structural and technical specific training is a prerequisite for the government civil
servants to take on functional positions. Both types of training provide skills and
knowledge and gradually serve as technical mastery that enable employees to carry out
the given duties and responsibilities. All of these are important for producing qualified
officers and their organization by emphasizing on improving work productivity.
Promotion and Career Development: The promotional opportunities in an

organization can occur due to vacancies, both in terms of ranks and positions. The rank
vacancies arise in the employment system as the rating point system, while the
vacancies in positions (job) are commonly based on the staffing system of job
classification, and this is widely adopted within the enterprises. Hence, the promotion
denotes a movement from a position to another position which has a higher status
whereby the new position offers higher salaries than the former one. This is asserted by
Moenir (1995) who states that a promotion is the changing of position, from one post to
another and is evaluated based on the level of responsibility, work requirements or
incomes. Moreover, a job promotion is a way to develop an employee’s career. The
development of career influences the morale of employee and encourages the passion
to move forward shown from the better performance that have been demonstrated. It
would also enhance the responsibility to implement the employees’ tasks more
efficiently and effectively. Hasibuan (2006, p.12) states that there are three bases of
promotion namely; the basis of experience (seniority); skills (ability); and a combination
of experiences and skills. Meanwhile, as the government civil servants, Thoha (2007,
p.57) asserts that the promotion must meet the specified requirements according to
personnel administrations’ regulations, among others; (i) the rank/class that has been
qualified; (ii) disciplines or formal educational background; (iii) better
performance/achievement; (iv) and that the employee has attended structural or
runctional specific training at any point in his or her career.
Mutation: Mutations in the human resource management are called task-shifted.

Siagian (2001, p.171) describes that mutation can be viewed in two perspectives. Firstly
9
they are considered as a form placement to a person on a new task with responsibility,
hierarchical positions and has a relative income status as he or she is in the former
post, while the second form refers to a shift of the work place to the same with a
relative responsibility without any changes in income. He also posits that mutation is
generally carried out at least every 2 years to a maximum of 14 years based on the
proposal of the Head of unit. The process of job mutation is included in performance
appraisal and is related to the activities of promotion and training. Siangian (2006) adds
lhat job mutation brings some benefits such as having new perspectives on
Drganizational life, having a broader view of the horizons, acquiring new knowledge and
skills, having work motivation and job satisfaction. Moreover, job mutations can provide
~ew experiences to employees through the enhancement of exposures and the way of
:hinking that will affect their work accomplishment. The employees may undergo
iarious organizational agenda when they are involved in the mutation, thus it is useful
:0 prevent employees’ self-saturation that lead to the decreased morale and adverse
effect on the performance.
r~1eeds Assessment; The first step in HR development -- be it training, improvement

r motivation -- is needs assessment. Increasing motivation requires you to pinpoint the
~xact areas of needed improvement. Start with a simple, anonymous questionnaire
~elating to personal goals and opinions about your business, employee satisfaction and
rianagement performance. Most of the questions should be open-ended, with simple
‘yes,” “no” or “maybe” answers. Follow up with a final open-ended inquiry along the
ines of “What can we do to help you achieve your goals?” Another appropriate question
s “Can you suggest any areas of improvement?” With this information in hand, you can
~xplore ways to make your staff happier. Cascio, 2003; Bernadin, 2007).
eadership; While being relaxed and informal may gain you friendship status among
our staff, it is detrimental to motivation. The key here is to find middle ground
etween a completely informal or an autocratic management style. First, enforce
Jiscipline in a professional manner. Do not scold, disparage or lecture employees;
nstead, document infractions and address the issue in private. Emphasize that you are
10
not the enemy but simply want to avoid repeat mistakes to help employees thrive. Fair
treatment is also important in this area. Discipline must be administered equally, and
favoritism is not acceptable. Provide a written copy of your business’ practices, policies
and procedures to every employee so they know what the rules are. Finally, set an
example. Show enthusiasm in everything you do so your staff knows which behaviors
and practices are acceptable. Weitzman & Kruse (1990)
Concern; Because motivation is centered around employees, it’s important that you
show them appreciation and understanding. They’re the foundation of your business, so
treat them accordingly. Make it clear that your staff can approach you at any time to
address issues. However, limit all conversations to private meetings and ask questions
about how you can resolve the problem for them to make their job easier and more
fulfilling. The same applies if a staff member’s personal problems affect his work. Ask if
there is anything you can do to help, even if he simply needs someone to talk to.
Gerhart & Milkovich (1990)
Rewards; Developing an effective reward system is a matter of balance. Ultimately, it

falls into two broad categories: compensation and acknowledgment. Compensation
includes raises, bonuses and prizes for top performers. Acknowledgement, on the other
hand, is a simple “thank you” or “congratulations.” However, you can’t choose one or
the other, as they’re co-dependent. Compensation should be your main focus, while
supporting employees through praise gives them an extra push to perform well.
Acknowledgment is fairly straightforward, and your monetary reward system should
depend on your business. For example, if your company is sales-focused, you can offer
prizes -- such as electronics or gift certificates -- to top salespeople in lieu of simple
cash Ghozali (2005)
23. Effects of Human Resource Dev&opment on job performance

The worker is a source comparable to all sources but because of that fact, there is a
need to find out how best to utilize him/her in the same way we look at any other
11
source according to Wilkinson (1998) C.B. Gupta (2997) and Aswathapa K. (2003).
Effective Human Resource Development results in:
Increased Productivity; According to Will A, (2000), training increases the knowledge
and skills of employee and therefore a well trained employee base give better
performance on the job. Training results in higher output and greater quality.
Job satisfaction; Training builds self confidence in the employees and enables them to
achieve the required level of performance. Their enthusiasm, pride and interest in the
jobs and their morale go up. Their attitude becomes more positive and cooperative.
Turnover and absenteeism are reduced (Subba Rao, 1999).
Attitude formation; A common objective of company training programmes is to mold

employee’s attitude to achieve support for company activities and to obtain better
cooperation and grater loyality, Sherman & Bohlander (1992)
Management of exception; Trained employees are self dependent and can perform
routine work independently. Therefore, supervisor can easily delegate authority and
reduce their workload. They can practice management by exception and devote their
time and energy to more important policy matters. (Legge K, 2005)
Personal growth; Proper training enlarges the knowledge of the participants. Therefore
well trained personnel can grow faster in their career. Training prevents obsolescence
of knowledge and skills. Trained employees are more valuable asset to any
organization. Training helps to develop people for promotion to higher posts and
develop future manager, Walker James (1980).
2.4. R&ationship between HRD and performance

In the university the existence of salaries, wages, allowances and benefits directed at
compensating employees for efforts and services rendered in the performance of
Drganization work.
12
Steward C. (1999) both employees and students attach importance to the question of
condition of services, since they not only determine efficient work perlormance hit is a
source of motivation where the condition of service is better and attractiveness, it
encourages suitable and there is sufficient manpower to remain within the organization.
There are a number of techniques that can be used to improve the employee’s
condition of service and in the end their motivation leading to higher performance. For
the purpose of the research the following ways will be discussed as means that can
improve salary and wages fringe benefits, allowances and welfare services, training and
job enrichment as well as human resource development is concerned and it is a
backbone of all the activities. (Hill et al., 1985)
2~5. Importance of HRD

There are several methods of Human Resource Development which are categorized into
two groups on-job techniques and off-the-job techniques. On the job techniques, there
are several methods such as coaching understudy and project assignment whereas off-
job there are lecturers, conference, in basket exercises and role playing.
On the job techniques

Coaching
according to George G.E. Stevens (1974) identifies that coaching, the superior guides
~nd instructs the trainees as a coach. The coach or counselor sets mutual agree upon
goals suggests how to achieve these goals periodically reviews the trainees progress
~nd suggest changes required in behaviour and performance.
Understudy
~n understudy is a person select and being trained as they are apparent to assume that
~utures time the full duties and responsibility of position presently held by his superior.
[n this way a full trained person becomes available to replace a manager during his
13
long absence or illness, on his retirement, transfer, promotion or death M.N
Rudrabasavaras (1979).
Project assignment
Under this method a number of trainees are put together to work on a project directly
related to their functional area. The group called project team will study the problem
and find appropriate solutions. For instance account officers may be assigning the tasks
of designing and developing an effect budgetary control system. By working on this
project, the trainees learn the work procedures and techniques of budgeting. Felice
Davidson et al (2001).
Off the job methods

Conference method
According to Weihrich, T and Koontz W.M. (1993) a conference is a formal meeting
conducted in accordance with an organized plan. Problem of common interest are
discussed the participants pool their ideas and experience to deal with the problem
effectively. A conference may be divided into small groups from intensive discussions.
Role play
In this method, the trainees act out a given role as they would on a stage play. Two or
more trainees are assigned parties to pay before the rest of the class. Thus it is the
method of human interactions which involves realistic behaviour in an imaginary or
hypothetical situation. Role playing primary involves employer employee relationship,
hiring, firing, discussing a grievance procedure, conducting a post appraisal interview
on disciplining a subordinate. Scott, W.R, (1992).
In basket exercise
In this method, the trainee is provided with a basket or tray of papers and files related
Lo his functional area. His expected to careful study these makes his own
recommendation on the problem situation. The recommendation of different trainees
14
are compared and conclusions are arrived at these are put down in form a report.
Kreitner (2001).
2~6~ Challenges facing human resource dev&opment programmes

productivity performance
This is the return received for a given unit of input Will A (2000) to increase productivity
means to get a greater return for a given investments. The concept is often used in
reference to the production of goals. First the increasing an organizational productivity.
Leonard E. (2002) argued that more meant. Secondly increasing productivity means
allocating resource to activities that give the highest returns for each addition money
spent. A department carries highest number of activities which are necessary for the
overall capability and its responsibility to the public. Hence resource must be spent
sparingly but with highest returns.
One thing is clear performance and effectiveness are “outputs” under the pressure of
growing demands for service and goods on organizations is compelled to identify more
precisely what’s trying to accomplished and what are the real results from its activities.
The further require a clear identification of objectives and the latter a more precise way
of assessors the results of activities that contribute to this objective. Better
measurements or evaluation of results leads to better performance and a better
performance evaluation in turn is an importance step in the process of performance
improvement. Berleson B, (2002).
2.7. Criticisms of the HRD

Legge K. (2005) in Human Resource Management Rhetoric and Realities possess the
debate of whether human resource management is a modernist project or a post
modern discourse. In many ways critically or not many writers contend that Human
Resource Development itself is an attempt to move away from the modernist traditions
Df personnel (man as machine) towards a post modernist view of Human Resource
Development (man as individuals) critiques include the motion that because “Human” is
15
the subject we should recognize that people are complex and that is only through
various discourses. Critical theory also questions where human resource management is
the pursuit of attitudinal shaping (Wilkinson A, 1998) particularly when considering
empowerment as the critical perspective notes. Many critics note the move away from
man as machine is often in many ways, move a linguistic move away than a real
attempt to recognize the human in Human Resource Management.
Critical theory, in particular post modernism (post structuralism) recognizes that

because the subject is people in the work place, the subject is a complex one and
therefore simplistic motions of the best way are too simplistic. It also considers the
complex subject of power, power games and office politics. Power in the work place is a
vast and complex subject that cannot be easily defined.
Contrary view, common to capitalist parties is that it is the infrastructural capital and
intellectual capital owned and fused by “management” that provides most value in
rinancial capital terms. This likewise justifies a bargaining, position and a general view
Lhat “Human Resources” are interchange.
~n important controversy regarding labour mobility illustrates the broader philosophical

ssue with usage of the phrase “Human Resource” governments of developing nations
ften regard developed nations that encourages immigration as appropriates human
:apital that is rightfully part of the developing nation and required to further its growth
~s a civilization. They argue that this appropriation is similar to colonial commodity fiat
Nherein a colonizing European power would define an arbitrary price for natural
-esources, extracting which diminished national natural capital.
owman R. (2002) suggested, in organizational development performance improvement

s the concept of organizational change in which the managers and governing body of
~n organization put into place and manage a problem which measures the current level
)f performance of the organization and then generates ideas for modifying
16
organizational behaviour and infrastructure which are put into place in order to achieve
a better level of output (Peter F. 1973) the primary goals of organizational improvement
are to improve organizational effectiveness and organizational efficiency in order to
improve the ability of the organization to deliver its goals and proper in the market
places in which the organization competes. Those that come first must be satisfied
before a higher level need comes into play, the following are briefly examined at each
need level.
2~8 Job performance

Performance is measured by the outcomes (i.e., products or services) rather than by
the processes (i.e., procedures) (Holton, 1999; Gilbert, 1978; von Beralanify, 1968).
The objectives derived from the systems mission specify the expected outcomes
(Holton, 1999). In SE the mission is to provide competitive, integrated employment for
individuals with MR. This mission reflects the system’s relationship with the external
environment, such as the relationship individuals with MR have with external
organizations, the community, and individuals without disabilities. The notion of mission
is particularly relevant to SE because of the focus on the valued outcomes which serves
as the needed conceptual framework for clarifying the similarities across all SE
approaches and providing a foundation for program planning and management
(Bellamy et al., 1988).
Job performance is normally looked at in terms of outcomes. However, it can also be

ooked at in terms of behavior (Armstrong 2000). Kenney et al. (1992) stated that
employee’s performance is measured against the performance standards set by the
~rganization. There are a number of measures that can be taken into consideration
Nhen measuring performance for example using of productivity, efficiency,
effectiveness, quality and profitability measures (Ahuja 1992) as briefly explained
iereafter. Profitablilty is the ability to earn profits consistently over a period of time. It
s expressed as the ratio of gross profit to sales or return on capital employed (Wood &
5tangster 2002). Efficiency and effectiveness - efficiency is the ability to produce the
17
desired outcomes by using as minimal resources as possible while effectiveness is the
ability of employees to meet the desired objectives or target (Stoner 1996). Productivity
is expressed as a ratio of output to that of input (Stoner, Freeman and Gilbert Jr 1995).
It is a measure of how the individual, organization and industry converts input
resources into goods and services. The measure of how much output is produced per
unit of resources employed (Lipsey 1989). Quality is the characteristic of products or
services that bear an ability to satisfy the stated or implied needs (Kotler & Armstrong
2002). It is increasingly achieving better products and services at a progressively more
competitive price (Stoner 1996).
As noted by Draft (1988), it is the responsibility of the company managers to ensure

that the organizations strive to and thus achieve high performance levels. This therefore
implies that managers have to set the desired levels of performance for any periods in
question. This they can do by for example setting goals and standards against which
individual performance can be measured. Companies ensure that their employees are
contributing to producing high quality products and/or services through the process of
employee performance management. This management process encourages employees
to get involved in planning for the company, and therefore participates by having a role
in the entire process thus creating motivation for high performance levels. It is
important to note that performance management includes activities that ensure that
organizational goals are being consistently met in an effective and efficient manner.
Performance management can focus on performance of the employees, a department,
processes to build a product or service, etc. Earlier research on productivity of workers
has showed that employees who are satisfied with their job will have higher job
performance, and thus supreme job retention, than those who are not happy with their
jobs (Landy 1985). Further still, Kinicki & Kreitner (2007) document that employee
performance is higher in happy and satisfied workers and the management find it easy
to motivate high performers to attain firm targets.
18
CHAPTER THREE
METHODOLOGY
3~O Introduction
This chapter presented the methodology which was used in the study and it included
the study design and rationale, study setting and rationale, study population, inclusion
and exclusion criteria, sample size determination, sampling procedure, inclusion criteria,
study variables, research instrument, data collection procedures, data management,
data analysis, ethical considerations, limitations of the study and dissemination of
results.
3d Study Design and Ration&e

The study used a descriptive cross-sectional design employing quantitative methods of
data collection. A cross-sectional study design was selected because the data collected
was related to a single specified time and included some historical information and
takes a short time.
3~2 Study Popu~ation

The target population was the employees of Kampala international university most
especially human resource department. The study focused on administrative staff,
lecturers, and non teaching staff of the university. Therefore the study targeted 57
respondents from which the sample size was determined.
33 Samp’e Size
The sample size of the study was determined by using Sloven’s formula that states that
N
1+Ne2
Where: n = Unknown sample size
N = Total population of the study
(e) = level of significance = (0.05)2
19
1 = constant
Given that the target population size of 57, the sample size is
57
1 + 57(0.05)2
57
— 1 + 57(0.0025)
57
— 1 + 0.1425
57
1.1425
50
n =
The sample size of 50 respondents were used to collect all the required information
34 SampNng Procedure
The following sampling procedures were used by the researcher to select the sample
while in the field.
Simple Random Sampling. In this method a researcher obtained the sample from the
population in the way that the sample of the same size would be given an equal
chance of being selected. This method was applied mostly in the category of local
community who form the majority of the respondents. This method was advantageous
because it is free of clarification error and it requires minimum advance knowledge of
the population other than frame.
Purposive Sampling. In this method, the researcher targeted a specific group of

respondents and administrators since they are believed to be reliable and
knowledgeable about human resource development they would be in position to give
the researcher detailed information about the topic under investigation.
3.5 Research Instruments

Primary data was collected from respondent using a Self-administered questionnaire.
The questionnaire was designed according to the objective and the researcher
20
considered this instrument most appropriate considering the sensitivity of the matter
and the needs for honesty and confidentiality.
3.6 Data Gathering Procedure

The researcher was given an introductory letter from the university. This letter was for
the relevant authorities for the purpose of this research.
The researcher sought consent from the respondents before distributing the self-
administered questionnaire in order to create good relationship such that he can get
unbiased information.
3,7. Data Sources
3.7.1 Primary data collection

The primary data collection explored the originality of data through gathering
information relevant to the study. Primary data was obtained from respondents from
the community who were part of the study. By use of the questionnaires and interview
manuals, the research gathered data from the respondents which in fact the primary
concern of this survey design approach.
3.7.2 Secondary data collection

Secondary data collection explored the supplementary to the above method where data
was obtained especially from Annual Reports sourced from Library ,dissertations, text
books, the internet and other materials (such as journals, news papers,) found useful to
the study.
3.8 Procedure
Before embarking on the data collection process, the researcher obtained an
introductory letter from college of humanities and Social Sciences of Kampala
international University. This letter was then presented to the respondents. After
getting the clearance from the relevant authority, the researcher obtained the
knowledgeable consent from the respondents and inform them about the purpose of
21
:he study. The data was aggregated to avoid having data being related to an individual
3nd the questionnaires were destroyed after data analysis.
3.9 Ethica~ ConsWerations

~fter completing the research report, it was approved by the supervisor and then
;ubmitted to college of humanities and Social Sciences of Kampala International
Jniversity. An introductory letter was obtained from the university. The letter was used
:0 introduce the researcher to the university leadership seeking permission to carry out
:he study. The purpose and objectives of the study was explained to all parties. A
~vritten informed consent was sought from each respondent and confidentiality was
ensured. Arrangements were made and data collection takes place under the necessary
)rivacy.
3.10 Umftat~ons of the Study

)uring this study, the researcher expected to have some threats that could reduce the
,alidity of the findings. This included emotional bias of respondents, weather changes,
inplanned change in the daily working and questionnaires retrieval.
rhe researcher encountered financial constraints in gathering information from the

nternet and libraries as well as typing, printing and transport costs. This was solved by
naking a budget within the financial limits of the researcher which was followed to
woid financial inconvenience. In addition, typing costs were limited by using personal
aptop for typing of the work.
Fhe researcher encountered time constraints in the course of the study. Balancing the
‘esearch study and other demanding course works. A work plan was developed
:onsidering all the activities done in the process to make sure all activities run
;moothly.
The researcher faced difficulty in obtaining information from some uncooperative

espondents who were hesitating to join the study. However, the objectives of the
22
study were clearly explained to the participants such that they realized the importance
of the study for free interaction to get the required information for the study.
Rainy season
Pre-testing of tools and data collection was conducted during rainy season. In many
instances, research assistants have to stop the process due to heavy rains. Sometimes
the team work till late in the day to reach targets. This affected time which was
allocated for evening reviews and contribute to prolonged period of data collection.
23
CHAPTER FOUR
PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA
4.0 Introduction
This chapter shows the presentation, interpretation and analysis of the study basing on
the research objectives. It presents statistical findings of the study as seen below.
4.1. Background characteristics of the respondents

The background characteristics considered in this research were sex, age, religion,
education level, and occupation of the respondents.
4.1.1 Age of the respondents
Table 1 Shows age of the respondents
Frequency Percentage %
26-35 14 21.9%
36-45 26 40.625%
46-55 8 12.5%
56-65 12 18.8%
65+ 4 6.3%
Total 64 100%
Source: Primary data 2016
The table above shows the age brackets of the respondents, 2l.9% were in age
bracket of 26-35, 40.6% were in the age bracket of 36-45, 12.5% were in between 46-
55 years, 18.8 were in between 56-65% years of age whereas 6.3% were in above 65
years of age. This therefore implied that most of the respondents were in between 36-
45 years of age.
24
4~L2 Sex of the respondents
Table 2 show sex of the respondents
Sex Frequency Percentage %

Male 34 53%
Female 30 47%
Total 64 100%
According to the table 1 above, 53% of the respondents were male while the least were
the female with 47%. This implies that the majority of the respondents in the Kampala
International University were male because they are the great number of employees
working in the district so gender balance aspect would not work during the survey.
4.1.3 Education level of the respondents
Table 3 Education level of the respondents
Education level Frequency Percentage%

Diploma level 2 3.1%
Bachelor level 24 37.5%
Masters level 30 46.9%
PhD level 8 12.5%
Total 64 100%
The table above shows the education level of the respondents in Kampala International
University, most of the respondents had completed master level 46.9%, followed by
those who had finished bachelor level 37.5%, 12.5 had finished PhD level, whereas 3.1
had finished diploma level, this therefore implied that most of the respondents had
master degree in various fields of study.
25
4.1.4 Marital status of the respondents
Table 4 Marital status of the respondents
Marital status Frequency Percentage

Single 15 23.4%
Married 30 46.8%
Cohabiting 14 21.9%
Widowed/separated 5 7.8%
Total 64 100%
The table above shows marital status of the respondents, 23.4% were single, 46.8 %
were married, 2.9% were cohabiting, 7.8% were either widowed or separated
according to the findings. This therefore implied that most of the respondents were
married with biggest percentage of 46.8% as indicated in the table above.
4..1.5 Occupation of the respondents
Table 5 Occupation of the respondents
Frequency Percentage
25 39%
3upport staff 20 31%
5ecretary 9 14%
~.dminstrator 10 15.6%
lotal 64 100%
rhe table above shows the occupation of the respondents, 39% were lecturers, 3l%
were suppirt staff, 14% were secretaries, 15.6 were support staff. This therefore
26
implied that most of the respondents were lecturers constituting biggest percentage of
39% of the respondents.
4.1.6 Religion of the respondents
Table 6 Religion of the respondents
Religion of the Frequency Percentage

respondents
Catholic 20 31%
Protestant 14 21.9%
Muslim 17 26.6%
Pentecostal 13 20.3%
Total 64 100%
The table above shows the religion of the respondents, 31 % were Catholics, 21.9%
were Protestants, 26.6% were Muslims, and 2O.3% were Pentecostal. This therefore
implied that most of the respondents were Catholics with biggest percentage of 31%.
4.2 The importance of Human Resource Development at Kampala

International University
Table 7 it increases productivity
Response Frequency Percentage

Strong agree 24 37.5%
Agree 20 31.25%
Neutral 15 23.4%
Strongly disagree 03 4.6%
Disagree 02 3.1%
Total 64 100%
27
In the table, it shows the responses on whether HRD increases productivity, 37.5%
strongly with the statement, 31.25% agreed 23.4% were neutral,4.6% strongly
disagreed , whereas 3.1% disagreed. This implied that most of the respondents
strongly agreed with the statement with highest percentage of 37.5%
Table 8 whether HRD leads to job satisfaction

Agree 21 32.8%
Neutral 05 7.8%
Disagree 01 1.5%
Total 64 100%
In the table, it shows the responses on whether HRD leads to job satisfaction in
Kampala International University, 53.1% strongly with the statement32.8% agreed,
7.8% were neutral, 4.6% strongly disagreed, whereas 1.5% disagreed. This implied
that most of the respondents strongly agreed with the statement with highest
percentage of 53.1%
Table 9 show whether HRD Leads to personal growth of employees

Strong agree 25 39%
Agree 20 32.8%
Neutral 19 29.6°k
Disagree 02 3.1%
Total 64 100%
28
In the table, it shows the responses on whether HRD Leads to personal growth of
employees in Kampala International university, 39% strongly with the
statement,32.8%% agreed, 29.6% were neutral , 3.1% strongly disagree HRD does not
Leads to personal growth of employees disagreed , whereas 3.1 disagreed. This implied
percentage of 39%.
Table 10 shows whether HRD leads to Positive attitude formation

Agree 10 16.6%
Neutral 09 14%
Disagree 08 12.5%
Total 64 100%
In the table, it shows the responses on whether HRD leads to Positive attitude
formation Kampala International university, 42.l%% strongly with the statement,
16.6% agreed 14% were neutral, 16.6% strongly disagreed, whereas 12.5% disagreed.
This implied that most of the respondents strongly agreed with the statement with
highest percentage of 42.1%.
Table 11 Shows whether HRD Increases moral at work place

Agree 10 16.6%
Neutral 05 7.8%
Disagree 04 6.2%
Total 64 100%
29
In the table, it shows the responses on whether there is effective accountability for
funds in Kampala International University, 46.8% strongly with the statement, 16.6%
agreed, 7.8% were neutral, 23.4% strongly disagreed, whereas 6.2% disagreed. This
implied that most of the respondents strongly agreed with the statement with highest
percentage of 46.8%.
4.3 The challenges to Human Resource Development programmes at

Table 12 shows whether HRD lacks enough resources to develop employee’s

Agree 30 46.8%
Neutral 10 16.6%
Strongly disagree 00 00%
Disagree 10 16.6%
Total 64 100%
In the table, it shows the responses on whether HRD lacks enough resources to develop
employee’s, 21.8% strongly with the statement, 46.8% agreed, 16.6% were neutral,
0O% strongly disagreed, whereas l6.6% disagreed. This implied that most of the
respondents agreed with the statement with highest percentage of 46.8.
Table 13 shows responses whether HRD has the challenge of inadequate

expertise on development programs

Agree 15 23.4%
Neutral 10 16.6%
Disagree 05 7.8%
Total 64 100%
30
In the table, it shows the responses on whether HRD has the challenge of inadequate
expertise on development programs 37.5% strongly with the statement 23.4% agreed,
16.6% were neutral, 16.6%strongly disagreed , whereas 7.8% disagreed. This implied
percentage of 37.5%
Tab~e 14 shows whether HRD is a process which requires adequate time

Agree 30 46.8%
Neutral 10 16.6%
Disagree 02 3.1%
Tota~ 64 100°k
In the table, it shows the responses on whether HRD is a process which requires
adequate time, 16.6% strongly with the statement, and 46.8% agreed, 16.6% were
neutral,12.5 strongly disagreed, whereas 3.1 disagreed. This implied that most of the
respondents agreed with the statement with highest percentage of 46.8.
Tab’e 15 shows whether HRD has continued facing new techno’ogy and new
changes

Agree 16 25%
Neutral 20 31.2%
Strongly disagree 00 00%
Disagree 04 6.2%
Tota~ 64 100%
31
In the table, it shows the responses on whether HRD has continued facing new
technology and new changes in Kampala International university, 31.2% strongly with
the statement, 25% agreed, 3l.2% were neutral,00 strongly disagreed, whereas 6.2
disagreed. This implied that most of the respondents were in balance with the
statement since the highest percentage of 3l.2% was for neutral and agrees
Tab~e 16 shows responses whether Human resource Development has been

expensive in an organization

Agree 25 39%
Neutral 10 l6.6%
Disagree 06 9.3%
Totel 64 100%
In the table, it shows the responses on whether Human resource Development has
been expensive in an organization in Kampala International University, 20.6% strongly
with the statement, 39% agreed, 16.6% were neutral, 6.2% strongly disagreed,
whereas 9.3% disagreed. This implied that most of the respondents agreed with the
statement with highest percentage of 39%.
32
4.4 Relat~onsh~ps between Human Resource Development and Job
Performance.
4.5.1 Correlations
Promoti
Training on & Bid
& Career submissio Job
Compen Develop Develop n and bid Needs Performane
sation ment ment opening Assessment Rewards e
Compensation Pearson 1 .712” -.180 -.388” -.695” .139 .356”
Correlation
Sig. (2- .000 .068 .000 .000 .158 .000
tailed)
Training & Pearson .712” 1 -.352” -.347” -.842” -.079 .406”
Development Correlation
Sig. (2- .000 .000 .000 .000 .424 .000
tailed)
N 104 104 104 104 104 104 104
Promotion & Pearson -.180 -.352” 1 .770” .432” .059 .236~
Career Correlation
Development Sig. (2- .068 .000 .000 .000 .552 .016
tailed)
Mutation Pearson -.388” -.347” .770” 1 .498” -.142 .170
Correlation
Sig. (2- .000 .000 .000 .000 .152 .084
tailed)
Needs Pearson -.695” -.842” .432” .498” 1 .051 -.154
Assessment Correlation
Sig. (2- .000 .000 .000 .000 .609 .119
tailed)
Rewards Pearson .139 -.079 .059 -.142 .051 1 -.167
Correlation
Sig. (2- .158 .424 .552 .152 .609 .090
tailed)
N 104 104 104 104 104 104 104
Job Pearson .356” .406” .236* .170 -.154 -.167
Performance Correlation
Sig. (2- .000 .000 .016 .084 .119 .090
tailed)
33
*• Correlation is significant at the 0.05 level (2-tailed).
Correlation between Human Resource Development elements and Job Performance.
Table 17: Construct Correlations Table

From the table above it was be deduced that some factors contributed to the Job
Performance negatively whilst others contributed positively. Those that contributed
positively were Compensation, Training & Development, Promotion & Career
Development and Mutation. Those that contributed negatively were Needs Assessment
and Rewards. It was also deduced that some variables correlated strongly with Job
Performance relative to the trend observed in other paired variables’ correlations.
Those that had strongest correlations were Compensation and Training & Development
while those that were weakest were Rewards, Promotion & Career Development,
Mutation and Needs Assessment.
34
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION

5.0 Introduction
This chapter presented the discussion of the various findings on human resource
development and job performance. Conclusion basing on the study carried out in
Kampala International University, and finally recommendations formulated by the study
and areas for further studies for other researchers.
5.1 DISCUSSION
In the short-run, cost of development could account for the current turn of events. But
in the long term, this might not be so. Some initiatives of such employees can take a
long time to benefit the organization. In that case, their overall contribution to the
organization is most likely to outweigh the development expenditure incurred by the
organization on them in the long-run. In addition, it is possible that, employees who
Look development programmes acquired special skills which can only be applied to
benefit the organization, if they have the necessary resources and leadership support.
Thus, lack of required resources and leadership support can make a highly developed
employee contribute less to the organization.
HRD is the process of improving individual, group, and organizational performance

through training, career development, and organizational development initiatives
(Garavan, 2007; Nadler & Nadler, 2012). For HRD to be effective, organizations must
balance numerous factors. HRD must account for and anticipate how the organization
may evolve as time progresses (Mittal, 2013). Understanding the manner in which an
organization may change in the future is important to HRD because it provides the
framework for a facilitative and appropriate environment for employees to learn and
develop, which assists the organization in reaching its goals. Additionally, according to
Rao and Salunkje (2013), leaders within organizations must create an environment in
vvhich human capital is viewed as the most valuable organizational resource. HRD
enables an organization to perform at its full capacity and is a means for creating a
35
competitive advantage in today’s volatile environment. Specifically, effective HRD
ensures that organizations are agile, their workforce is capable and flexible, and the
workforce has the correct skills at the appropriate time (Mittal, 2013). The contracting
field is a complex and technical discipline that requires a strong organizational HRD
climate that supports an employee’s development in such a manner that results in
increased knowledge, skills, effectiveness, and efficiency.
The performance of the acquisition and procurement workforce has been the source of
intense scrutiny and concern for several decades, which provided the impetus for this
study (GAO, 2002; GAO, 2013). Because of these concerns, organizations have invested
a great deal of effort in making improvements in HRD. This study was primarily
concerned with determining if these efforts have resulted in changes and the extent to
which the public and private sectors differed. The research questions that guided this
study were aimed at determining the extent to which HRD influenced systemic
practices, utility, and organizational results in the public and private sectors among
contracting professionals.
Previous studies investigating HRD-performance linkage models were usually based

either on hierarchical regression analysis for testing whether contingencies moderate
HRD policies or on competing regression analysis for testing whether HRD outcomes
mediate HRD policies and organizational performance. In the present study we have
adopted the different analytical tool of the structural equation modeling, which is much
more powerful in investigating causal relationships between categorical variables.
Furthermore, employing the resource-based view perspective, the proposed and tested
conceptual HRD-performance linkage framework put some light into the ‘black box’
mediating employee resourcing and development, and organizational performance, by
also considering the moderating effects of organizational context variables such as
managerial style and organizational culture, and other contingencies such as life cycle
36
stage, union intensity, capital intensity, and size. Thus, the contribution of this study is
two-fold.
Analytically, the finding shows the direct, indirect and total effects of statistically
significant relationships expressed in the tested model. Results reveal that resourcing
and development, and skills and attitudes are positively influenced by the
~rganizationaI context’ variable. This means that the more heavily decentralized the
management style is, and the more fulfillment oriented (i.e. emphasis on expertise and
orientation toward the person) organizational culture is, the more positive is the
influence of organizational context variables on the resourcing and development and
HRD outcomes. Furthermore, although there is no any direct impact of organizational
context on behaviour and organizational performance, their indirect impacts on
organizational performance are very strong.
In fact, total effects indicate that all variables are strongly and positively influenced by
organizational context variables. This result seems to be very important because it
reveals that the internal environment of the organization influences employee
resourcing and development, and the HRD outcomes of skills, attitudes and behaviour
of the employees, which in turn affect organizational performance. Moreover, it is worth
mentioning that the variables of employee retention and presence fit into the model,
supporting the findings of other researchers such as Boselie et al. (2001) and Fey et al.
(2000), who advocate that they affect organizational performance.
With respect to the latent variable of ‘organL~’ationaIperformance’it is seen that all the
variables (effectiveness, efficiency, development, satisfaction, innovation, quality) used
to constitute this construct fit properly into the model. However, path coefficients reveal
that organizational performance is moderately and negatively influenced by the other
‘cvntingenc/es’ variable, supporting thus the argument of Kuchinke (2003) that
organisations do not operate in a vacuum. Specifically, with the introduction of the ‘life
cycle stage’ variable we tried to capture maturity effects of the organization, or to
37
assess the stage of organizational development, It is argued that HRD policies change
over time depending on whether the organization is in a stage of formation, growth,
maturity, or decline (Budhwar & Sparrow, 1997). In this study, we found that the life
cycle stage has negative effects on organizational performance. This result may be
taken to support the results of Delaney & Huselid (1996) and Katou & Budhwar (2007).
There is much evidence that unions affect a firm’s performance (Freeman & Medoff
1984). In our study, we found that union intensity is negatively related to organizational
performance. This finding contradicts the results of Huselid (1995) who support that the
degree of unionization is positively related to productivity, but agree with the results of
Delbridge & Whitfield (1999) who argue that union presence is negatively related to the
employee satisfaction with the amount of influence over a job, and Katou & Budhwar
(2007) who support that union intensity is negatively related to organizational
performance. In our research, we found that capital intensity and size are negatively
related to organizational performance, contradicting thus with the results of Huselid
(1995), Richard & Johnson (2001), and Katou & Budhwar (2007). However, these
results suggest that as organizations increase in size and capital, organizational
performance becomes weaker rather than stronger.
5.1 Condus~on
Basing on the findings in chapter four Human Resource developments existed in Kampala
international university. They recruit new employees like lecturers, administrators among
others. After that they are signed there duties basing on the areas of expertise or competency,
qualification and skills.
Based on the research findings, it is clear that Human Resource development does not
always lead to improved performance as popularly claimed. Since the motive of most
organizations for investing in the Human Resource development of their workforce is to
enhance performance, it is concluded that managers should identify only those Human
Resource development programmes that are central and can add value to the
organization.
38
In addition, employees who are developed must be given the requisite resources to
work with and the necessary management or leadership support to enable them to
translate their new skills acquired from the development programmes into initiatives
and programmes that can benefit the organization. When these things are done,
organizations will benefit greatly from the investment they make in the development of
their employees in form of increased performance.
Summarizing, we may say that the results of this study support that HRD policies
positively affect organizational performance of Kampala International University.
Specifically, the relationship between Human Resource development and job
performance is serially mediated through the HRD outcomes of skills, attitudes and
behavior, and is moderated by resourcing, organizational context and other
contingencies, giving thus empirical evidence for the basic causal pathway of
Resourcing —* Development —* Skills —* Attitudes —÷ Behavior —* Performance, stated
above.
The conclusions above, nonetheless, should be treated with caution. This is mainly
because a single respondent from each organization provided information on resourcing
and development, HRD outcomes of skills, attitudes and behavior, and perceived
measures of organizational performance, respondent bias may have set in the form of
upward or downward reporting of the measures (Paul & Anatharaman, 2003; Mabey &
Gooderham, 2005).
5~2 Recommendations
The study recommends Organizational leaders, HRD professionals, and individuals
responsible for providing education and development to contracting professionals could
use the results from this study to improve HRD practices within their respective
organizations. These same professionals could use the results to inform HRD decisions
in an effort to improve organizational effectiveness and bottom-line results within their
respective organizations. Several interesting findings resulted from the study, but
additional research is necessary in order to further develop this line of research.
39
The researcher recommends strong needs assessment on Human Resource Development; the
first step in HR development be it training, improvement or motivation -- is needs
assessment. Increasing motivation requires you to pinpoint the exact areas of needed
improvement. Start with a simple, anonymous questionnaire relating to personal goals
and opinions about your business, employee satisfaction and management
performance. Most of the questions should be open-ended, with simple “yes,” “no” or
“maybe” answers. Follow up with a final open-ended inquiry along the lines of “What
can we do to help you achieve your goals?” Another appropriate question is “Can you
suggest any areas of improvement?” With this information in hand, you can explore
ways to make your staff happier.
The researcher recommends that, discipline must be administered equally, and favoritism
is not acceptable. Provide a written copy of your business’ practices, policies and
procedures to every er~nployee so they know what the rules are. Finally, set an example.
Show enthusiasm in everything you do so your staff knows which behaviors and
practices are acceptable.
The researcher recommends a need for developing an effective reward system is a matter
of balance. Ultimately, it falls into two broad categories: compensation and
acknowledgment. Compensation includes raises, bonuses and prizes for top performers.
Acknowledgement, on the other hand, is a simple “thank you” or “congratulations.”
However, you can’t choose one or the other, as they’re co-dependent. Compensation
should be your main focus, while supporting employees through praise gives them an
extra push to perform well.
5~4 Further areas of research~

The study therefore recommends the following areas to be covered by other
researchers to conduct;
40
The roles of human resource managers on training and development of new staff in an
organization on employee performance
The contribution of human resource managers on recruitment process of new staff in

an organization
41
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49
APPENDICES.
APPENDIX I: QUESTIONNAIRE
Dear participant, my name is TUKEI YOB, Reg. No. BPA/38175/143/DU, Pursuing

Bachelor of Public Administration, student of Kampala International University in
Uganda. . I am currently undertaking a study on the impact of human resource
development on job performance in private organizations: a case study of Kampala
international university. I know that you are the right person with the information I
need, therefore, I request that, you assist me by answering this questionnaire and I
promise that, the information given here will be kept confidential. This questions
comprises of four section
Thanks.
Section A: Demographic characteristics of the respondent

1) Age
26-35 I I
36-45 I
46-55 ____I
56-65 I I
65+ I
2) Sex
Male ____
Female I I
3) Educational background (tick):
Diploma level
Bachelor level
Masters level
PhD level
50
4) What is your marital status?
Single
Married
Cohabiting
Widowed/separated
5) Occupation
a) lecturer ____
b) Support staff I 1
c) Secretary L 1
d)Administrator L~i
e) Others ____I
6) Religion of the respondents
Catholic I
Protestant I
Muslim I
Pentecostal 1
Others I 1
Section B: the importance of Human Resource Development at Kampala International
University
5 4 3 2 1
Strongly agree Agree Not sure Disagree Strongly disagree
Tick as appropriate
Statement 5 4 3 2
It increases productivity
51
Leads to job satisfaction
Leads to personal growth of employees
Positive attitude formation
Increased moral at work place
Section C: To identify the challenges to Human Resource Development programmes at

Strongly agree
Tick as appropriate
Statement 5 4 3 2~i
Lack of enough resources to develop employees
Inadequate expertise on development programs
Development is a process which requires adequate time
Development has continued facing new technology and new
changes
Development has been expensive in our organization
Section D: The relationship between Human Resource Development and Job

Performance.
52

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THE IMPACT OF HUMAN RESOURCE DEVELOPMENT ON JOB PERFORMANCE

A RESEARCH REPORT SUBMITTED TO THE COLLEGE OF HUMANITIES AND

igned Date...j.3 }9~

owe a lot of appreciation to my colleagues Peace, Mary, Immaculate and Upano

Table 1 Shows age of the respondents 24

HRD Human Resource Development

HRM- Human Resource Management

RBV Resource Based View

CHAPTER ONE~ INTRODUCTION 1

CHAPTER TWO~ REVIEW OF LITERATURE 6

CHAPTER THREE~ METHODOLOGY 19

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION 35

Li. Background of the Study

Performance of the acquisition workforce is a source of significant interest for the

Human resource development (HRD) is an organized learning experience aimed at

L2. Statement of the Prob~em

L4.~1 Genera’ Objective

1.42 Specific Objectives

L7. Definition of Operational terms

2.2 How to improve on HRD

Promotion and Career Development: The promotional opportunities in an

Mutation: Mutations in the human resource management are called task-shifted.

r~1eeds Assessment; The first step in HR development -- be it training, improvement

Rewards; Developing an effective reward system is a matter of balance. Ultimately, it

23. Effects of Human Resource Dev&opment on job performance

Attitude formation; A common objective of company training programmes is to mold

2.4. R&ationship between HRD and performance

2~5. Importance of HRD

On the job techniques

Off the job methods

2~6~ Challenges facing human resource dev&opment programmes

2.7. Criticisms of the HRD

Critical theory, in particular post modernism (post structuralism) recognizes that

~n important controversy regarding labour mobility illustrates the broader philosophical

owman R. (2002) suggested, in organizational development performance improvement

2~8 Job performance

Job performance is normally looked at in terms of outcomes. However, it can also be

As noted by Draft (1988), it is the responsibility of the company managers to ensure

3d Study Design and Ration&e

3~2 Study Popu~ation

N = Total population of the study

(e) = level of significance = (0.05)2

Purposive Sampling. In this method, the researcher targeted a specific group of

3.5 Research Instruments

3.6 Data Gathering Procedure

3,7. Data Sources

3.7.1 Primary data collection

3.7.2 Secondary data collection

3.9 Ethica~ ConsWerations

3.10 Umftat~ons of the Study

rhe researcher encountered financial constraints in gathering information from the

The researcher faced difficulty in obtaining information from some uncooperative

PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA

4.1. Background characteristics of the respondents

4.1.1 Age of the respondents

Table 1 Shows age of the respondents

Sex Frequency Percentage %

4.1.3 Education level of the respondents