Department of Human Resource Management

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Browsing Department of Human Resource Management by Subject "Employee Engagement"

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    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.
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    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.
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    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.