Research consultancy

HUMAN RESOURCE PRACTICES AND EMPLOYEE COMMITMENT IN LOCAL GOVERNMENTS IN UGANDA: A CASE OF OFFICERS AT PAIDHA TOWN COUNCIL, ZOMBO DISTRICT

ABSTRACT

This study examined the influence of human resource practices on employee commitment in local governments in Uganda, focusing on Paidha Town Council in Zombo District. Specifically, the research sought to assess the relationship between recruitment and selection practices, reward practices, and training and development with employee commitment.

A descriptive cross-sectional survey design was adopted, employing both quantitative and qualitative approaches. The study population consisted of employees and key stakeholders at Paidha Town Council, including the overall supervisor, heads of departments, general staff, support staff, LC3 Executives, District Service Commission (DSC) members, and LC1 Chairpersons. A sample size of 161 respondents was determined using Morgan and Krejcie’s (1970) statistical sampling table.

The findings revealed a significant positive relationship between reward practices and employee commitment, leading to the rejection of the null hypothesis in favor of the alternative. Additionally, strong correlations were found between employee commitment and training as well as selection practices. Results indicated that effective training enhances employee commitment, with a coefficient of determination (R²) of 0.412, suggesting that training and selection practices accounted for 41.2% of the variance in employee commitment. A P-value of 0.000 confirmed the significance of these relationships. Moreover, a unit increase in training and selection practices was found to result in a 1.20-unit increase in commitment.

The study recommended that Paidha Town Council prioritize employee training to boost motivation and commitment. It also emphasized the need to offer competitive remuneration aligned with workload and to ensure transparency in recruitment and promotion processes to enhance employee engagement and productivity.

CHAPTER ONE: INTRODUCTION

1.0 Introduction

Human Resource Management (HRM) aims to foster commitment, integration, flexibility, and quality of work across both public and private sectors. As observed by Guest (1987), a coherent set of HR policies contributes to organizational integration and employee commitment. Globally, employee commitment has posed a challenge to both sectors, with numerous studies failing to yield a consensus. This study, therefore, focused on examining the influence of specific human resource practices—recruitment and selection, training and development, and reward systems—on employee commitment within Paidha Town Council.

1.1 Background to the Study

1.1.1 Historical Background

Organizational commitment research originated from sociological and psychological frameworks (Becker, 1960; Porter et al., 1974). These studies emphasized the connection between employees and organizational behavior, suggesting that commitment is a predictor of job performance, turnover, and citizenship behavior (Mathieu & Zajac, 1990). In developing countries, organizational environments often hinder employee commitment due to issues such as favoritism in hiring and inadequate financial resources (Rupiny et al., 2011). In Uganda, while the legal framework aims to protect and motivate public servants, local governments still struggle with low employee commitment, reflected in absenteeism and poor performance (HRMAU, 2015).

1.1.2 Theoretical Background

This study was anchored on the Organizational Support Theory (OST) by Eisenberger et al. (1986), which posits that employees’ perception of organizational support influences their commitment. The theory suggests that favorable HR practices strengthen employees’ emotional attachment to the organization, resulting in higher performance and reduced absenteeism.

1.1.3 Conceptual Background

The study examined HR practices (recruitment and selection, training and development, and reward systems) as the independent variable, and employee commitment (affective, continuance, and normative) as the dependent variable. Selection aimed to achieve employee-job fit through job analysis, descriptions, and specifications. Training included on-the-job learning, workshops, and career development. Rewards encompassed both monetary and non-monetary incentives.

1.1.4 Contextual Background

Paidha Town Council, established in 1993, is a local government unit under Zombo District. Despite having HR policies and structures in place, including recruitment guidelines and staff development programs, employee commitment remains low. Issues such as high turnover, absenteeism, and misuse of office resources persist, indicating a gap between HR policy and employee behavior.

1.2 Statement of the Problem

Although Paidha Town Council has implemented various HR practices aimed at boosting employee commitment, persistent issues such as absenteeism, turnover, and low morale suggest these interventions have been ineffective. From 2017 to 2020, resignation rates increased, and staff attendance and performance declined. This study, therefore, seeks to investigate the relationship between HR practices and employee commitment in this context.

1.3 Purpose of the Study

To assess the effect of human resource practices on employee commitment in local governments, focusing on staff at Paidha Town Council, Zombo District.

1.4 Objectives of the Study

To examine the relationship between recruitment and selection practices and employee commitment.
To assess the relationship between reward practices and employee commitment.
To evaluate the influence of training and development on employee commitment.

1.5 Research Questions

How do recruitment and selection practices affect employee commitment?
What is the impact of reward practices on employee commitment?
How does training and development influence employee commitment?

1.6 Study Hypotheses

H1: Recruitment and selection practices significantly influence employee commitment.
H2: Reward practices significantly affect employee commitment.
H3: Training and development significantly impact employee commitment.

1.7 Conceptual Framework

A conceptual framework was developed to illustrate the relationship between HR practices (independent variable) and the three-dimensional components of employee commitment (dependent variable): affective, continuance, and normative commitment. When HR practices are perceived as fair and transparent, employees are more likely to reciprocate with increased dedication and performance.

1.8 Significance of the Study

Practical: Guides managers in designing effective HR interventions to boost employee commitment.
Social: Encourages better human capital investment practices, improving organizational effectiveness and societal well-being.
Scientific: Provides a basis for future research on HR practices and commitment in local governments.

1.9 Justification of the Study

This study is timely, given the persistent HR-related challenges in local governments. It is expected to support better decision-making, inform policy reviews, and enhance employee commitment and service delivery in Paidha Town Council and similar institutions.

1.10 Scope of the Study

Content Scope: HR practices (recruitment, training, rewards) and employee commitment (affective, continuance, normative).
Geographical Scope: Paidha Town Council, Zombo District, Uganda.
Time Scope: 2017–2022, during which employee commitment challenges were observed.

1.11 Operational Definitions

Employee Commitment: The psychological attachment and loyalty an employee has toward their organization.
Human Resource Practices: Organizational activities aimed at managing people, including selection, training, and rewards.
Selection: The process of identifying suitable job candidates based on job analysis.
Training and Development: Formal and informal learning activities designed to enhance employee skills and career growth.
Reward Practices: Incentives—both monetary and non-monetary—provided to recognize and motivate employees.