Work Environment, Transformational Leadership, Employer Branding and Talent Retention in the Uganda's Private Electricity Sub-Sector.
| dc.contributor.author | Wanambuko, Fredrick | |
| dc.date.accessioned | 2024-07-15T06:54:12Z | |
| dc.date.available | 2024-07-15T06:54:12Z | |
| dc.date.issued | 2023 | |
| dc.description | A Dissertation Submitted to Makerere University Business School (Faculty of Graduate Studies and Research) in Partial Fulfilment of the Requirements of the Award of Masters of Degree of Human Resource Management of Makerere University. (PLAN A). | |
| dc.description.abstract | 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. | |
| dc.identifier.citation | Fredrick, W (2023) Work Environment, Transformational Leadership, Employer Branding and Talent Retention in the Uganda's Private Electricity Sub-Sector. Unpublished Masters Dissertation Makerere University Business School. Kampala, Uganda. | |
| dc.identifier.uri | http://hdl.handle.net/20.500.12282/4771 | |
| dc.language.iso | en | |
| dc.title | Work Environment, Transformational Leadership, Employer Branding and Talent Retention in the Uganda's Private Electricity Sub-Sector. | |
| dc.type | Thesis |