Human Resource Management Practices And Synergy Of Local Governments Employees In Bushenyi Districts

ABSTRACT

The study intended to establish the relationship between human resource management practices and synergy of 377 purposively selected staffs in Greater Busheny District local governments. Using descriptive comparative and correlational survey and cross sectional designs, a self administered researcher made questionnaire aided to gather data used to answer six specific questions on: a) profile of GBD staffs; b) Level of HRM practices; c) degree of synergy; d) difference in level of HRM practices; e) difference in degree of synergy and f) relationship between HRM practices and Synergy among GBD staffs. Data was analyzed using frequencies, percentages, means, t-test, One-Way ANOVA, PLCC and regression analysis. Results revealed that more than 53% of GBDs staffs were male, most with diploma holders, majority below 39 years, over 73% were married, with experience of over 5 years and most of them are administrators There are satisfactory levels of HRM practices (grand mean = 2.90): recruitment and selection (average mean = 3.02); motivation (average mean = 2.52); managing diversity (average mean = 3.00); and staff performance appraisal (average mean = 3.06) The degree of synergy is at satisfactory level (grand mean = 2.93) in terms of multiskilling (average mean = 3.00); benchmarking (average mean = 3.05); participatory democracy; (average mean = 2.89) and empowerment (average mean = 2.77). The level HRM practice (recruitment and selection, motivation, managing diversity and staff performance appraisal) do not significantly differ according to gender, age, education, marital status, experience and category of respondents. The degree of synergy (multi-skilling, benchmarking, participatory democracy and empowerment) does not significantly differ according to gender, age, education, marital status, experience and category of respondents. The level of HRM practices (recruitment and selection, motivation, managing diversity and staff performance) was found to be significantly correlated with synergy (multiskilling and benchmarking, (overall r = 0.974, sig 0.000). It concluded that HRM practices positively and significantly influence Synergy in GBDs. It recommends that there is need to promote; youth local government programs, promote equal employment opportunities in terms of recruitment and selection, motivation, diversity and appraising staff's performance; flexibility in rules and regulations, train employees, reduced interference by central government in district affairs; free and fair elections.

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TABlE OF CONTENTS

THE PROBlEM AND ITS SCOPE

Background of the Study

Statement of the Problem

Purpose of the Study

Research Objectives

Research Questions

Hypothesis

Scope

Significance of the Study

Operational Definitions of Key Terms

REVIEW OF RELATED liTERATURE

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Concepts, Ideas, Opinions From Authors/Experts 21

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Theoretical Perspectives

Related Studies

METHODOlOGY

Research Design

Research Population

Sample Size

Sampling Procedure

Research Instrument

Validity and Reliability of the Instrument

Data. Gathering Procedures

References

Appendices

Data Analysis

Ethical Considerations

Limitations of the Study

Appendix I - Transmittal Letter

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Appendix II - Clearance from Ethics Committee 71

Appendix III - Informed Consent 72

Appendix IV - Research Instrument 73

Appendix V - Proposed Data Presentation Through Tables /Graphs 81

Appendix VI - Proposed Budget 87

Appendix VII - Time Frame 88

Researcher's Curriculum Vitae 89