Thesis & Dissertations(Doctoral & Master)

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Organizational Justice, Job Satisfaction, Organizational Commitment and Organizational Citizenship Behaviour (OCB) in Nebbi District Local Government.
(Makerere University Business School, 2014-08) Obedgiu, Vincent
The study was designed to investigate the relationship between organizational justice, job satisfaction, organizational commitment and organizational citizenship behaviour in Nebbi District Local Government. The study was guided with the following objectives; to examine the relationship between organizational justice and organizational commitment, to investigate the relationship between job satisfaction and OCB, to examine the relationship between organizational commitment and OCB, to investigate the relationship between organizational justice and OCB. The study used cross sectional and descriptive research design to explore the relationship that exists between the study variables. The data was collected using questionnaire from 239 respondents (civil servants) that yielded a response rate of 90%, which was analyzed using SPSS version 20. Later, Pearson correlation and regression analysis were used to determine the degree of relationship between the nature of relationship between organizational justice, job satisfaction, organizational commitment and organizational citizenship behaviour. The results revealed a significant positive relationship between organizational justice and job satisfaction (r =.47**, p< 0.01); organizational justice and organizational commitment (r = .24**, p< 0.01); job satisfaction and organizational citizenship behaviour (r = .17**, p< 0.01), organizational commitment and organizational citizenship behaviour (r = .25**, p< 0.01); and organizational justice and organizational citizenship behaviour (r = .13*, p< 0.05). However, a moderate positive relationship exists between organizational justice and job satisfaction while the rest of the relationships are weak although positive and significant. The regression analysis results show that organizational justice, job satisfaction and organizational commitment predict 6.2% of the observed variance in organizational citizenship behaviour.
Psychological Capital, Talent Management, Organizational, Citizenship Behavior and Employee Engagement: A case of Soroti District Local Government
(Makerere University Business School, 2014-11) Akello, Deborah
The purpose of the study was to establish the relationship between Psychological capital, talent management, and organizational citizenship behavior and employee engagement of staff in soroti local governments. The researcher used a simple random sampling method to select a sample of 312 respondents. A self-administered questionnaire was used to collect data and analyzed using a statistical package for social scientists (SPSS) software. The results indicated that there was a significant positive relationship among the study variables. A significant positive relationship between Psychological capital and organizational citizenship behavior, a significant positive relationship between talent management, and organizational citizenship behavior was revealed and a significant positive relationship between organizational citizenship behavior and employee engagement was revealed. Regression analysis showed that 47.7% of the variance in employee engagement can be attributed to Psychological capital, talent management, and organizational citizenship behavior. However it was noted that Psychological capital, talent management, and organizational citizenship behavior alone can predict employee engagement. The researcher concluded that Psychological capital, talent management, and organizational citizenship behavior are the most necessary pre- requisites for employee engagement in Local Governments. The integration of Psychological capital, talent management, and organizational citizenship behavior and other factors like it was revealed in the study findings would consequently enhance employee engagement in local governments. The researcher recommended that it is crucial for the management of Soroti District local government to continuously develop the talents of their employees through talent management, as this will help attain OCB. Increasing the psychological capital of their employees and improving on the environment for building OCB.
Organizational justice, Organizational Support, Employee Engagement and Innovative Behavior
(Makerere University Business School, 2014-11) Nambafu, Robert
Numerous studies have been conducted to assess the antecedents of innovative behavior at the work place. However, such studies are still limited in Ugandan context. The objective of this study was to examine the relationship between the constructs of organizational justice, organizational support, employee engagement and innovative behavior in Crown Beverage Limited, a multinational soft drink manufacturing company in Uganda. The study employed a cross-sectional design and used a quantitative data collection method. Structured questionnaires were employed to collect primary data and the study targeted a population of 542 permanent employees of Crown Beverages Limited. The sample size of 226 was selected by use of convenient sampling and 208 questionnaires (92%) of the sample was retrieved and used for analysis. The findings supported the previous studies that had found out that, organizational justice is positively related to employee engagement; organizational support is positively related to employee engagement and employee engagement is positively related to innovative behaviours. The study concluded that organizational justice and employee engagement influenced innovative behavior. Therefore in order for organizations to promote the innovative behaviour of their employees, there is need to exercise fairness in distribution of resources, rewards and benefits among their employees.
Improving employee engagement in Makerere University Business School
(Makerere University Business School Institutional Repository, 2015-08-01) Wanyama, Deborah
This study focused on three main objectives which involved, examining the level of employee engagement at Makerere University Business School (MUBS), the challenges associated with employee engagement and the possible strategies that can be employed to improve employee engagement. A cross sectional design was adopted and therefore the data was collected once without a repeat. A quantitative approach was used and self administered questionnaire method was employed to collect the data. The results revealed that MUBS is experiencing low levels of employee engagement. The respondents also showed the challenges that discourage employee engagement are present in the institutions. Finally, the respondents agreed that to enhance employee engagement would require the best human resource practices would be the way out to improve employee engagement and as a result a recommendation on the same is advanced. In conclusion, other research designs and approaches can be applied in order to give a more comprehensive view of the real situation.
Leadership style, organizational climate, employee commitment and employee retention in non-governmental organizations operating in Juba South Sudan
(2016) Ponny Lako, Zainabu
Employee retention is now recognized as a key strategic issue in organizational productivity and performance with a direct impact on replacements and training expenses and minimal loss of competent employees to ensure effective service delivery that encourages employees to commit themselves to stay in the organization for a long period time. The purpose of the study was to establish the relationship between leadership style, organizational climate, employee commitment and employee retention in Non-Governmental Organizations operating in Juba-South Sudan. The study used a cross sectional research design, distributed 269 questionnaires to respondents, 179 respondents returned the questionnaires and 90 respondents did not return, therefore the response rate was 67% which was above the recommended 50%, as supported by Amin (2005). The study findings established that the predictive power of independent variable (leadership style, organizational climate and employee commitment) which explain 17.4% of variance in employee retention. The study recommends that for the NGOs who operate in conflict and humanitarians areas like South Sudan, concentrate on leadership styles to retain good talents, use of other predictors of the variables in other areas by use of approaches of data analysis, and policy makers to initiate policies and regulations which promote employee commitment and employee retention for the desired impacts in providing service delivery to the vulnerable communities.
Percieved financial performance of public transport firms in the greater Kampala metropolitan area
(Makerere university business school Institutional repository, 2016-08) Muyomba, Brian
This study investigated the relationship between fuel costs, cost of maintenance, passenger fares and charges and perceived financial performance of public transport firms. This research was motivated by the continuous failure of major public transport firms in the Kampala metropolitan area such as city bus, dream shuttles, Kaki group among others which is a clear indication of something wrong in the industry. The researcher adopted a cross sectional as well as descriptive and analytical research designs. The study was conducted in 200 public transport firms selected using simple random sampling while respondents were selected using purposive sampling technique. The data collected was edited for incompleteness and inconsistence to ensure correctness of the information given by the respondents. Epi Data software and the Statistical Package for Social Scientists (SPSS) were used for data entry and analysis respectively. Research findings indicated that there was a significant positive relationship between the cost of maintenance, passenger fares and perceived financial performance. While there was also a significant negative relationship between fuel costs and perceived financial performance of public transport firms. Lastly there was an insignificant negative relationship between charges and perceived financial performance of public transport firms. The researcher therefore recommended that public transport firms should strive to increase the amount fares collected as well as properly manage and account for the fares they collect from passengers. Additionally, public transport firms should invest more funds in preventive maintenance, improve drivers’ behaviour to reduce fuel costs and implement sound management practices so as to enhance financial performance.
Positive Emotions, Respectful Engagement, High Quality Connections, and Business Success
(Makerere University Business School, 2016-11) Kabagambe, Francis ,comet
This research aimed at examining the relationship between positive emotions, respectful engagement, high quality connections, and business success. This thesis employed a qualitative design so as to describe in details the study variables and answer the questions from the personal experiences of the respondents. Responses were sought from small and medium business owners established in Kampala business Centre, an Area with the highest business activity in Uganda. The researcher used purposive and snowballing sampling. The data was mainly collected through the use of semi-structured interviews and the data analysis mainly contained three linked sub-processes; data reduction, data display, and conclusion drawing/verification. Data reduction involved developing a contact summary for each interview, coding & finding themes and patterns in the data. The data was displayed using events matrices, causal effect matrices, vignettes and other arrays of data that allowed the research to analyze in a condensed form the full data set and literally see what was in that data. Drawing and verifying conclusions involved interpreting the displayed data. The findings of the study brought insights on the influence of positive emotions, respectful engagement, and high quality connections on business success. The small and medium business owners/entrepreneurs demonstrated that positive emotions, respectful engagement enabled high quality connections which paved way for business success.
Leadership styles, employee commitment to strategy and strategy implementation among NGOS in Kampala
(2017-02) Mudhasi, Micheal
Existent research affirms that all organizations‟ creative well-crafted visions and strategic plans create stakeholders‟ value only when translated into action. Thus, Leadership and employee commitment were widely described in strategic management literature as key drivers of effective strategy implementation. Therefore, the major objective of this study was to explore the relationship between leadership styles, employee commitment to strategy and strategy implementation among NGOs in Kampala. The study was quantitative and used a cross-sectional design. A sample of 123 NGOs located in Kampala Capital City was generated and 204 respondents were interviewed with 83% response rate. Primary data was collected using a self-administered questionnaire from Executive Directors, Program/Project Managers or Coordinators and Project or Program officers. Data was tested for reliability, analyzed using SPSS version 20 and Pearson correlation was employed to determine the relationship between variables. Regression analysis was used to determine the extent to which independent variables predict strategy implementation among NGOs. Findings revealed a positive and significant relationship between the study variables. That is to say; leadership styles and employee commitment to strategy (r=0.638, p<0.01); leadership styles and strategy implementation (r=0.594, p<0.01) as well as employee commitment to strategy and strategy implementation (r=0.647, p<0.01). Regression analysis results also revealed that both Leadership styles (Beta = .306, p<.01) and employee commitment to strategy (Beta = .451, p<.01) were found to be significant predictors of strategy implementation by 46.3%. This implied that strategy implementation in NGOs significantly improves or deteriorates with the improvement or deterioration of both leadership styles and employee commitment to strategy by 46.3%. Therefore, Leaders in NGOs should practice a mix of transformational and transactional leadership tactic to ensure they create a fully committed workforce to the organizational strategies.
Organisational compassion, happiness at work and employee engagement in selected HIV/AIDS programme focused organisations
(Makerere university business school Institutional repository, 2018-06) Mwanje, Simon Peter
The main purpose of the study was to examine the relationship between organizational compassion, happiness at work and employee engagement in selected HIV/AIDS programme focused organizations. The study was based on three objectives; to examine the relationship between organizational compassion and employee engagement; to examine the relationship between happiness at work and employee engagement; to examine the relationship between organizational compassion and happiness at work. A conceptual model was developed to illustrate the relationship between the variables. A quantitative and correlation research design was adopted for this study. Data was collected using a self-administered questionnaire from a sample of 175 respondents from the two selected HIV/ AIDS programme focused organizations in Uganda (AIC & Hospice Africa). Descriptive statistics were run to describe the characteristics of the respondents while Pearson Correlation and multiple linear regression analysis tests were run to test the relationships between the variables. The findings revealed that there is significant positive relationship between organizational compassion and employee engagement (r = .315, p<.01). Furthermore the findings a significant positive relationship between happiness at work and employee engagement (r = .481, p<.01). the findings also showed that there was a significant positive relationship between organizational compassion and happiness at work (r = .386, p<.01). Both organizational compassion and happiness at work explained 23.9% of the variation in Employee Engagement (Adjusted R Square = .239). The study recommended that management of HIV/AIDS organizations in Uganda should create an environment where employees have a positive feeling of pain and suffering for fellow worker in they in deep sorrow of family and organizational challenges. They should also enhance happiness through having a fair and equitable reward system in place as well as caring about their personal needs as well as encouraging employee teams, delegation and creation of SACCOs so that employees have cohesion and a common bond hence increasing employee engagement.
Improving the current Staff Performance Appraisal System in Uganda Prison Service
(Makerere University Business School, 2018-09-04) Okiring, David Moses
This study was based on an examination on the forms of performance appraisal system, challenges and the strategies to improve the current staff performance appraisal system as a management tool in the Uganda Prisons Service and was based on three objectives which were; to examine the forms of staff performance appraisal system in the Uganda Prisons Service, to analyze the challenges facing the effectiveness of the current staff performance appraisal system in the Uganda Prisons Service and to find out the strategies that can be used to improve effectiveness of the current staff performance appraisal system in the Uganda Prisons Service. The study adopted cross sectional research design with a population study of 1,025 respondents and sample size of 285 respondents. The questionnaires were distributed to Uganda Prisons Service staff and partners who provided various opinions on the issue of effectiveness of the current staff performance appraisal system. The study found out that those performance appraisal systems in Uganda Prisons Services are important for improving the level of employee performance as well as achieving the organizational; goals and objectives. Therefore, Uganda Prisons Services should have a consistent reward system that recognizes and remunerates good performance. When linking remuneration to performance, employees need to understand specific performance goals and how to achieve them. Negativity of the respondents on research objectives and lack of motivation to provide the necessary information, led to denial of important information. Further researcher need to be done to ascertain why there’s high attrition rates among the junior staff of Uganda Prisons Service.
Employee Value Proposition, Transformational Leadership, Employee Engagement and Innovative work Behavior.
(Makerere University Business School, 2018-10) Ssebiragala, Brian
The study was set out to investigate the relationship between employee value proposition, transformational leadership, employee engagement and innovative work behavior. It was directed by four objectives; to establish the relationship between employee value proposition and employee engagement, to establish the relationship between transformational leadership and employee engagement, to establish the relationship between employee engagement and innovative work behavior, to establish the relationship between transformational leadership and innovative work behavior. A sample of 196 from a population of 400 employees of the Medical Research Council according to Krejcie and Morgan, (1970) table was used. The proportionate stratified random sampling technique was used together with simple random sampling particularly manual lottery method to get a sample from the strata from which data was collected revealing the following results. Correlation results revealed a positive relationship between employee value proposition and employee engagement (r=.247, P≤.01), a positive relationship between transformational leadership and employee engagement (r =.257, P≤.01), a positive relationship between employee engagement and innovative work behavior (r =.486, P<.01) and a positive relationship between transformational leadership and innovative work behavior (r =.154, P ≤.05). Regression results showed the variable in the model predicting only 22.7% on the variance in the dependent variable with employee engagement being the most dominant predictor of innovative work behavior (Beta = .489, P ≤.00). The researcher recommended that organizations focus on identifying more precedent factors of engagement as this is a strong predictor of innovative work behavior. He also recommends more research into other predictors of innovative work behavior because variables in the model according to the regression analysis could only predict innovative work behavior by 22.7%. This could be an area for future research.
Positive leadership, high quality connections, meaningful work and employee resilience, The case of selected pay-television companies in Uganda
(Makerere University Business School Institutional Repository, 2018-11-01) Anywar, Innocent Belindah
The purpose of the study was to examine the relationship between positive leadership, high quality connections, optimism, meaningful work and employee resilience. The research was carried out at DSTV/ Go Tv, Star times and Azam tv. The researcher used the Simple random sampling method to select a sample of 140 respondents. Questionnaires were administered to them, collected from respondents after one month and analysed using SPSS software. The results indicated that there is a significant and positive relationship between positive leadership and meaningful work (r =.545, p <.01). High quality connections and meaningful work (r= .531, p < .01). Regression analysis indicated that 34.6% of the variance in employee resilience can be attributed to Positive leadership (Beta=.250. P <.05) and high quality connections (Beta= .295, p <.05). Of the two significant predictors, it was noted that high quality connections exert a greater influence on employee resilience than positive leadership. The researcher recommended that respectful engagements should be promoted, respectful behaviors are defined by how employees show esteem, dignity, and career for another person. Employees should learn to be present with others, affirming them, communicating and listening in a way that manifests regard and appreciation of the others worth. Managers and supervisors should turn their attention to colleagues, resist distraction, and invite engagement. Further more employees should speak and react honestly, have a deep interest in colleagues and create opportunities to authentically convey interest in others, actively look for the positive in fellow colleagues. According to Ybarra, (2008) respectful engagements improve individual functioning through affecting cognitive, physiological and behavioral processes for example small amounts of interactions with others can improve both a person’s cognitive performance and working memory performance.
Employee empowerment, job satisfaction and employee loyalty. a case of new vision printing and publishing company limited (NYPPCL).
(2018-11-07) Kentaro, Beatrice
The purpose of the study was to establish the relationship between Employee Empowerment, Job Satisfaction and Employee Loyalty at the NVPPCL (New Vision Printing and Publishing Company Limited). The study was also guided with the following objectives: to establish the relationship between Employee Empowerment and Job Satisfaction; to establish the relationship between Employee Empowerment and Employee Loyalty; to establish the relationship between Job Satisfaction and Employee Loyalty and to establish the prediction of Employee Empowerment and Job Satisfaction on Employee Loyalty. The study adopted a cross sectional survey design with a quantitative approach. Data was collected from 224 respondents using a self-administered questionnaire with closed ended questions from a population of 670 employees. Data was analyzed using the SPSS 17.0 version and subsequent analyses (reliability, validity, correlation ad regression) were carried out to respond to the research objectives. Study results revealed that there was a significant positive relationship between Employee Empowerment and Job Satisfaction of employees (r= .46, P≤.01); a significant positive relationship between Employee Empowerment and Employee Loyalty of employees at NVPPCL (r = .26, P≤.01); a significant positive relationship between Job Satisfaction and Employee Loyalty at NVPPCL (r = .53, P≤.01). The results from the regression analysis revealed that of the two independent variables, Job Satisfaction was found to have a significant effect on Employee Loyalty (β = .52, P< .01). Results in the regression analysis further revealed that a combination of predictor variables, Employee Empowerment and Job Satisfaction accounted for a 27% variation in Employee Loyalty. This means that there are other factors the explain a variation in Employee loyalty at NVPPCL. Based on the results, the study established that in order to achieve high levels of Employee Loyalty, NVPPCL should achieve ensure high levels of Job Satisfaction; foster a positive work environment, ensure employees are empowered, fulfilled, engaged, involved and developed at work. This is vital to the growth and survival of organizations such as NVPPCL.
Psychological Capital, Social Capital, Competence Development and Perceived Graduate Employability in Uganda.
(2022) Tusiime, Penlope
The purpose of this study was to establish the relationship between psychological capital, social capital, competence development and perceived graduate employability at MUBS. The study was based on four objectives. To examine the relationship between psychological capital and perceived graduate employability; social capital and perceived graduate employability; and lastly competence development and perceived graduate employability at MUBS. A cross-sectional survey design that applied a quantitative approach to the study was adopted. The population of the study was 4556 registered final-year undergraduate students at degree level and the sample size of 357 was selected and was determined by applying Krejcie and Morgan (1970). Simple random sampling method was used for selection of respondents and data was analyzed using SPSS to establish the reliability, correlation and regression results. The correlation results showed an existence of a significant and positive association between psychological capital and perceived graduate employability. There was a significant and positive association between social capital and perceived graduate employability and then, there also existed a significant and positive association between competence development and perceived graduate employability. The regression results indicated that competence development is the best and most significant predictor of perceived graduate employability, this was followed by psychological capital and lastly social capital. Therefore, combined together, independent variables could explain 26.5% of variance in perceived graduate employability at MUBS. Consequently, the researcher recommended that Higher Institutions of Learning specifically Universities in Uganda need to work closely with other key stakeholders like employers, students among others to make clear the knowledge, skills and competencies that are currently in demand such that they develop the actual skills, knowledge and competencies needed by the employer. Universities should think of incorporating soft skills to form part of the curricula.
Transformational Leadership, Workforce Inclusion, Shared Values and Innovative Work Behavior, A Study Of Workforce In Selected Telecom Firms In Uganda
(Makerere University Business School, 2022-03-04) Namusone, Marion
Introduction The study was motivated by the need to solve the challenge of low levels of Innovative Workforce Behaviour among some workforce in telecom firms in Uganda which was thought to cause poor customer satisfaction levels, customer churn and increased operational costs. The study aimed at examining the relationship between transformational leadership, workforce inclusion, shared values and innovative work behavior among workforce in selected telecom firms in Uganda. Methods This study used a cross - sectional survey research design with a study population of 1,100 workforce. Using the Krejcie and Morgan’s table (1970), a sample of 285 respondents was computed to form the sample size. Out of 285 respondents in the sample, only 232 returned their questionnaire representing a response rate of 81%. Self-administered close ended questionnaires were used for data collection. Through expert judgment, the tool was rated as valid and the Cronbach’s alpha indicated reliability of 0.961 for transformational leadership; 0.929 for workforce inclusion; 0.902 for shared values; 0.898 for innovative work behavior. The data were processed using the statistical package for social scientists (SPSS) version 21. Results Descriptive, correlation and regression were carried out to be able to respond to the objectives of the research; to investigate the relationship between transformational leadership and innovative work behavior; workforce inclusion and innovative work behavior; and shared values and innovative work behavior. It was revealed that there is a significant positive relationship between Transformational leadership and innovative work behavior (r=.470**); workforce inclusion and innovative work behavior (r=.510**), shared values and innovative work behavior (r=595**). Years of service, academic qualification, transformational leadership, workforce inclusion and shared values together predict 40.5% of the variance in innovative work behaviour. It emerged that transformational leadership (β=.460) was the strongest predictor of innovative work behavior, followed by Shared values (β=.430) and Workforce Inclusion (β=.370). Conclusion and recommendations The study concludes that telecom firms that have embraced the use of transformational leadership are likely to register improvements in innovative work behavior. Adopting workforce inclusion in telecom firms is likely to lead to significant improvements in innovative work behavior. Once a telecom firm ensures sharing of values amongst its workforce there are very high possibilities of improving on the state of innovative work behavior. The study recommends that all telecom firms engage line managers to articulate vision that stimulate workforce for development through coaching and mentoring. This will promote open communication, recognition of talent and encourage the workforce to propose exciting thoughts and accept ideas across workforce regardless of hierarchy. Telecom firms should ensure that their workforce feel valued as a whole person and treated as a family unit; and encourage workforce at the workplace to be transparent with colleagues on challenges encountered at work. Since workforce inclusion, shared values and transformational leadership predict 40.5%, telecoms should continue to monitor other possible determinants of innovative work behaviors.
Entrepreneurship Competencies, Psychological Capital, Social Capital and Self-Employment of Graduates
(Makerere University Business School, 2022-04-09) Kiryowa, Richard
The researcher set out to find the relationship between entrepreneurship competencies, psychological capital, social capital and self-employment of graduates. The study was guided by the following research objectives; to examine the relationship between entrepreneurship competencies and social capital, to examine the relationship between psychological capital and social capital, to examine the relationship between social capital and self-employment and to examine the relationship between entrepreneurship competencies and self-employment. IX To obtain this, a cross sectional survey was used in the selection of 411 self-employed graduates from Mukono and Buikwe districts. The collected data was analysed using the Statistical Package for Social Scientists (SPSS). The results showed that there was a positive significant relationship between, entrepreneurship competencies and social capital, psychological capital and social capital, social capital and self-employment. There was also a significant relationship between entrepreneurship competencies and self-employment. Results show that entrepreneurship competencies, psychological capital and social capital account for 71.6% of the self-employed graduates. The study therefore recommended that graduates need to acquire more social capital and psychological capital in order for them to get into self-employment.
Learning Culture, Workplace Support and Employee Resilience.
(2023) Namuli, Aisha
The purpose of the study was to examine the relationship between learning culture, workplace support and employee resilience in selected International Non-Governmental organizations in Uganda. The problem was that INGOs continue to report low levels of employee resilience at work. Infact the UNNGO Forum reports that low resilience is an issue in more than 75% of INGOs operating locally. Hence the objectives of the study were: to establish the relationship between learning culture and employee resilience, to establish the relationship between workplace support and employee resilience and to find the predictive power of learning culture and workplace support on employee resilience. The study was conducted using a descriptive survey design. The questionnaires were hand delivered and filled in a face-to-face interaction with the respondent and out of 40 INGOs, 36 were sampled. The results indicate a positive significant relationship between learning culture and employee resilience (r = 0.662, p<0.01). Regarding objective two, the results indicate a positive significant relationship between workplace support and employee resilience (r = 0.634, p<0.01). The results in model indicate that learning culture and workplace support contributes 50.8% of the variance in employee resilience (Adjusted R Square=.508). This implies that a unit change in learning culture and workplace support can cause a change in employee resilience by 0.508. The results also show that learning culture is a positive significant predictor of employee resilience (β = 0.435, p<0.05). This means that a unit change in learning culture can bring a change in employee resilience by 0.435. On the other hand, results further indicate that workplace support is a positive significant predictor of employee resilience (β = 0.361, p<0.05). This implies that a unit change in workplace support can cause change in employee resilience by 0.361. The overall results indicate that learning culture was the best predictor of employee resilience (β = 0.435, p<0.05). This implies that when it comes to resilience of employees in this context, learning culture has a greater impact than workplace support, hence it should be given more attention.
Work Environment, Transformational Leadership, Employer Branding and Talent Retention in the Uganda's Private Electricity Sub-Sector.
(2023) Wanambuko, Fredrick
The study examines the relationship between Work environment, transformational leadership, employer branding and talent retention in the Uganda’s private electricity sub-sector. A cross sectional survey design was employed and data was collected at a specific point in time. Given the nature of research objectives, correlation analysis was performed to test associations between the study variables, while a hierarchical regression analysis was used to test both the individual and combined predictive power of Work environment, transformational leadership, employer branding on talent retention. Data was analyzed using SPSS. The results show that relationship between work environment, and talent retention is significant (r= .356**), the relationship between transformational leadership and talent retention is significant (r= .436**) and the relationship between employer branding and talent retention is significant (r= .494**). The results also show that work environment, transformational leadership and employer branding combined explain 34.2% (R2=.342) of the variation in talent retention. It is therefore recommended that the private electricity subsector of Uganda should provide its employees with a suitable environment for operations. This can be done through improving the physical environment by provision of safe work spaces with enough lighting and comfortable offices. The technical environment may also be improved through the improvement in technology and giving sufficient tools of work to the employees. Leaders should also continuously be trained on how to practice transformational leadership so as to be role models to the subordinates and to be supportive in the execution of activities.
Work-Life Balance, Psychology Wellbeing and Job Satisfaction of Nurses in Mengo Hospital During COVID-19.
(2023) Attachegbe, Eleojo Mercy
The purpose of the study was to examine the relationship between work-life balance, psychological well-being and job satisfaction of nurses in Mengo Hospital during COVID19. The study adopted a cross sectional and quantitative survey design. Correlation and regression designs were adopted to explain the relationships between the variables of study and the extent to which the independent variables explain the dependent variable. The study population consisted of 400 nurses (Human Resource report Mengo Hospital2020) were it was selected randomly to form the sample of 196 nurses who worked in the different departments of Mengo Hospital during the COVID19 pandemic to form the sample for this study (Krajie and Morgan,1970). The data was tested for reliability, analyzed using SPSS and results presented based on the study objectives. Though the results of analysis indicate existence of a significant association between work life balance and job satisfaction levels of nurses that work at Mengo Hospital in Kampala. It also revealed that there is a significant relationship between existence of work life balance at the hospital and psychological well-being of the nurses. Furthermore, this study confirms that Psychological well-being of a nurse enables a nurse get the feeling of being satisfied with what he or she does though, psychological well-being does not mediate the relationship between work life balance and job satisfaction. This position is supported by the literature in the medical field as well. Based on this, it was considered as the concluding position as far as this hypothesis is concerned. The study therefore recommended that there is need for work shifts of nurses to be followed with possibility of changes based on the needs of the nurses and the agreements amongst them, the nurses need to be encouraged to have a cordial relationship amongst themselves as well as with their supervisors and subordinates and the overall working conditions of nurses in Hospitals have to change with specific focus being on ensuring that the nurses are able to execute their duties without reservation.
An Assessment of Employee Wellbeing in Equity Bank During the COVID-19 Pandemic.
(2023) Asiimire, Rebecca
The well-being of employees is a key issue that companies are striving to address to ensure that their employees remain happy and motivated at work. The covid-19 pandemic changed the dynamics of how businesses ensure wellbeing, catching many ill prepared and off-guard. Pandemics cause a short-term fiscal impact and a long-term economic impact on the nations around the world (Alcadipani, 2020). Efforts to curb the pandemic include imposing quarantine, preparing health facilities, isolating infectious cases, and tracing contacts involving public health resources, human resources and implementation costs (Obal & Gao, 2020). The pandemic has not only affected the businesses themselves but also the employees therein. HR managers have developed increasing interest in well-being against the backdrop of the general decline in nature of workplace, ill health resulting from physical, psychosocial and personal factors. Employee wellbeing is about how the job –duties, expectations, stress level, and environment – affects the employee’s overall health and happiness (Krekel, Ward & DeNeve, 2019). Recently, workplace well-being programs have seemingly taken off. These programs have moved from providing health information, counseling, and fitness delivery to using monetary rewards to incentivize employees to stay well (Wieczner, 2013). With this increase in exposure, there has been an increase in attention paid by big businesses to the efficacy and cost effectiveness of well-being programs (Rucker, 2016). Wellbeing in such tough times for people and business is increasingly critical. This is the same scenario we can find in Equity Bank Limited.

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