Human Resource Development and Employee Performance in Airtel Uganda

ABSTRACT 

The study examined the effect of human resource development on employee performance in Airtel Uganda. The study spelt out the problem by showing that despite the emphasis Airtel puts on its human resource development, the performance of employees is still wanting as evidenced by employees’ failure to produce quality work, failure to write report, constant absenteeism, late coming and failure to address customer concerns. The study had three specific objectives which included; i) to examine the effect of training on employees performance in Airtel Uganda, ii) to ascertain the effect of job mentoring on employee performance in Airtel Uganda, rand finally iii) To establish the effect of job rotation on employee performance in Airtel Uganda. The study followed a descriptive cross sectional survey design. It had a population of 160 and a sample size of 113 respondents. Purposive sampling was used in order to collect high quality of information needed. However the findings of the study indicated the following; training significantly affects employee performance in Airtel Uganda with (r-squared=0.411, & Sig~O.000), the findings also indicated that job mentoring has a significant effect on employee performance in Airtel Uganda, this also implied that effective job mentoring improves the level of employee performance in Airtel Uganda (r-squared=0.338, & Sig=0.000), still the findings indicated that job rotation accounted for 4l.l% effect on employee performance in Airtel in Uganda. The researcher concluded that; applying of training as a human resource development system can lead to the improvement in the employee performance since it increases on the quality of work, productivity and efficiency of employee while at work, performance can be improved once job mentoring is effectively done because it helps to increase customer care by the employees within Airtel, thus giving satisfaction to the customer by availing them desired service when needed, still it was concluded that job rotation has a positive significant effect on employee performance in Airtel Uganda. It was recommended that; on training, the management of Airtel Uganda should enhance employee training and ensure that employees are offered with both on the job training and off the job trainings in order to ensure effective performance of employee, the management of Airtel Uganda should ensure that there is continuous mentoring of its employees and this will enable employees work effectively and efficiently. The study contributed to knowledge through the following; one of the most prominent findings from this study is the fact that it has provided evidence to support the fact that human resource development can improve the employee performance in Airtel Uganda, another important revelation that can be attributed to this study is that it is now clear that human resource development is somehow lacking, little is done through to improve employee performance in Airtel Uganda.

TABLE OF CONTENTS

DECLARATION  I

APPROVAL B ,

DEDICATION  III

ACKNOWLEDGEMENT. 

TABLE OF CONTENT 

LIST OF TABLES ~iiii

LIST OF FIGURES   DC

CHAPTER ONE ml

INTRODUCTION  1

1.0 Introduction 1

1.1.1 Historical perspective 1

1.1.2 Theoretical Perspective 2

1.1.3 Conceptual Perspective 3

1.1.4 Contextual Perspective s

1.2 Statement of the Problem 5

1.3 Purpose of the study 6

1.4 Objectives of the study 6

1.5 Research questions 6

1.6 Null Hypotheses of the study 6

1.7 Scope of the Study 7

1.7.1 Geographical scope 7

1.7.2 Content scope • ~.. 7

1.7.3 Time scope 7

1.7.4 Theoretical scope 7

1.8 Significance of the study 8

1.9 Operational Definitions of key terms 8

CHAPTER TWO 10

LITERATURE REVIEW 10

2.1 Introduction 10

2.2 Theoretical Review 10

2.2.1 Expectancy motivation theory by Vroom (1964) 10

2.2.2 Organizational learning theory by Argyris (1977) 12

2.2 Conceptual framework 13

2.4 Review of related literature 14

2.4.2 Effect of job mentoring on employee performance 17

2.5 Research Gaps 25

CHALPT’ER. THREE ~ nun., nun.,,.

M E11IODOLOGY’ •Uatn.,n,ft.,unn cnn,.~nun.,,,,ann,,.,. ,n,,.’u.nS’’’S’’’’ISunncnnfln. 26

3.1 Introduction 26

3.2 Research Design 26

3.3 Research Population 26

3.5 Sampling Procedure 27

3.6 Research Instruments 27

3.7 Measure of variables 28

3.8 Validity 28

3.9 Reliability 28

3.10 Data Gathering Procedures 29

3.11. Data Analysis 29

CHA~P’rER FOU~~. ,..,,.,~.,,.~, . , 31

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA....,.,, ,31

4.1: Introduction 31

4.2 Response Rate 31

4.3. Descriptive statistics 32

4.4 Human resource development 35

4.5 Employee performance 37

4.6 Objective one; Effect of training on employee performance in Airtel Uganda 39

4.7 Objective two; Effect of job mentoring on employee performance in Airtel Uganda

41 4.8 Objective three; Effect of job rotation on employee performance 43

4.9 Multiple regression analysis 45

CHAPrER FI~I’E nnannnnnnaunnunaunnuunnna..n.I,..,da,n.,,..,~,,,,,,,,,, 48

DISCUSSION, CONCLUSION AND RECOMMENDATIONS ..~.....48

5.1. Introduction 48

5.2 Discussion of findings 48

Discussion of findings was done following the study objectives; 48

5.2.1 Effect of training on employee performance 48

5.2.2 Effect of job mentoring on employee performance 50

5.2.3 Discussion of the effect of job rotation on employee performance in Airtel 51

5.3 Conclusions 53

5.3.1 Objective one; the effect of training and employee performance 53

5.3.2 Objective two; the effect of job mentoring and employee performance 53

5.3.3 Objective three; the effect of job rotation on employee performance in Air-tel .... 53

5.4 Recommendations 54

5.4.1 Objective one; the effect of training and employee performance 54

5.4.3 Objective three; the effect of job rotation on employee performance in Airtel .... 54

5.5 Limitation of the Study 54

5.6 Contribution to knowledge 55

5.7 Areas for further research 55

APPENDICES .62

APPENDIX I: QUESTIONNAIRE 62

APPENDIX II: TRANSMITTAL LETTER FOR THE RESPONDENTS 68

APPENDIX III: TRANSMITTAL LETTER SPGR 69

APPENDIX IV: TABLE DETERMINING SAMPLE SIZE 70