Faculty of Management

Permanent URI for this community

http://localhost:4000/handle/20.500.12282/3127
The Faculty of Management was set up in Academic year 1999-2000 and is responsible for the development of Basic Management programmes and courses. It currently has two Departments namely Department of Leadership & Governance and Department of Human Resource Management and it is headed by Dr. Annet.K.Nabatanzi Muyimba.

Browse

Browsing Faculty of Management by Subject "Employee"

Now showing 1 - 3 of 3
  • Thumbnail Image
    Item
    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.
  • Thumbnail Image
    Item
    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.
  • Thumbnail Image
    Item
    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.