Thesis & Dissertations(Doctoral & Master)

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    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.
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    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.
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    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.
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    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.
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    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.