research methodology

research methodology

THE IMPACT OF HUMAN RESOURCE PRACTICES ON QUALITY SERVICE LEVELS: A CASE STUDY OF MBARARA DISTRICT LOCAL GOVERNMENT

CHAPTER ONE
1.0 INTRODUCTION
This chapter provides an overview of the study, including the background, problem statement, purpose, research questions, scope, significance, and definition of key terms.

1.1 Background to the Study
Human Resource Management (HRM) involves the processes of recruiting, training, compensating, and developing policies to retain employees (Kristen et al., 2009). Over the past two decades, HRM has evolved from an administrative role to a strategic function critical to organizational success (Leigh Rivenbark, 2005). Historically, HRM focused on tasks like payroll processing and organizing company events, but today it plays a pivotal role in achieving organizational objectives (Dessler Gary, 2010).

HRM encompasses the planning, organizing, directing, and controlling of personnel to achieve organizational goals (Prasad L.M., 2005). According to Dessler (2008), HRM involves policies and practices related to recruitment, screening, training, rewarding, and appraising employees. The primary goal of HRM is to maximize employee productivity while achieving individual and societal objectives, such as legal compliance and social responsibility (Leslie W. Rue, 1997).

In the context of service quality, Parasuraman et al. (1998) emphasize that customer satisfaction is a result of the comparison between expected and actual service delivery. High-quality service leads to customer satisfaction, which in turn drives organizational success (Walker et al., 2006). Fornell (1993) defines satisfaction as an overall evaluation based on the total purchase and consumption experience, focusing on perceived service performance relative to pre-purchase expectations.

Mbarara District Local Government, one of Uganda’s oldest districts, is headed by a Chief Administrative Officer (CAO). Despite its long history, the district has faced significant challenges in service delivery, including corruption and inefficiencies in departments like procurement and accounting (Transparency International, 2006; PPDA Report, 2008). This study seeks to investigate the impact of HR practices on the quality of service delivery in Mbarara District Local Government.

1.2 Statement of the Problem
HR practices, including planning, recruitment, development, and employee maintenance, significantly influence service quality. However, Mbarara District Local Government has faced numerous challenges in service delivery, evidenced by widespread complaints from residents and irregularities in departments like procurement and accounting (PPDA Report, 2008). This study aims to explore the impact of HR practices on service quality in Mbarara District Local Government.

1.3 Purpose of the Study
The purpose of this study is to examine the impact of HR practices on the quality of service delivery in Mbarara District Local Government.

1.4 Objectives of the Study
The study aims to:

1. Examine the roles of HR in achieving quality service at Mbarara District Local Government.
2. Investigate the functions of HR in attaining quality service.
3. Assess the strategies for achieving quality service in the district.

1.5 Research Questions

1. What are the roles of HR in achieving quality service at Mbarara District Local Government?
2. What are the functions of HR in attaining quality service?
3. What strategies can be employed to achieve quality service in the district?

1.6 Scope of the Study
1.6.1 Study Scope: The study focuses on the roles, functions, and strategies of HR in achieving quality service.
1.6.2 Geographical Scope: The study is conducted within Mbarara District Local Government.
1.6.3 Time Scope: The study covers the period from February to August 2014.

1.7 Significance of the Study
The study will help identify weaknesses in HR practices and suggest improvements. It will also serve as a reference for other researchers and assist Mbarara District Local Government in evaluating and enhancing HR performance.

1.8 Definition of Key Terms
1.8.1 Human Resource: Policies and practices involved in managing people, including recruitment, training, and appraisal (Dessler, 2008).
1.8.2 Service: Any object of procurement or disposal, including professional and commercial services (PPDA Act, 2003).
1.8.3 Quality: A global evaluation of a firm’s service delivery system (Anderson and Fornell, 1994).

CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter reviews existing literature on the impact of HR practices on service quality, focusing on HR roles, functions, and strategies.

2.2 Definitions of Human Resource
HRM involves acquiring, developing, motivating, and maintaining employees to achieve organizational goals (Lockwood, 2004). It encompasses activities like recruitment, training, and performance management (Armstrong, 2006).

2.3 Roles of HR in Achieving Quality Service

• Strategy Development: HR aligns organizational goals with employee performance (Ashridge, 2008).
• Enforcing Employee Codes of Conduct: HR ensures ethical behavior and compliance with organizational policies (Bonham, 2004).
• Workforce Planning and Recruitment: HR identifies future workforce needs and recruits accordingly (Lee et al., 2008).
• Training and Development: HR provides training to enhance employee skills and performance (Melcrum, 2008).
• Compensation and Performance Management: HR ensures fair compensation and evaluates employee performance (Thornton, 2008).
• Protecting Organizational Culture: HR maintains corporate culture and manages change (Ashridge, 2008).
• Employee Involvement: HR engages employees in decision-making to foster commitment (Moulden et al., 2007).

2.4 Functions of HR in Achieving Quality Service

• Planning: HR forecasts personnel needs and develops policies (Dessler, 2010).
• Organizing: HR structures roles and responsibilities to achieve organizational goals (Aswathappa, 2008).
• Directing: HR guides and motivates employees to perform effectively (Parasuraman, 2001).
• Controlling: HR monitors performance to ensure alignment with objectives (Cole, 1997).
• Procurement and Development: HR recruits and trains employees to meet organizational needs (Pattanayak, 2003).
• Compensation and Industrial Relations: HR ensures fair pay and harmonious labor relations (Forster et al., 2004).
• Record Keeping: HR maintains employee records for decision-making (Pattanayak, 2001).

2.5 Strategies for Achieving Quality Service

• Employing Experienced Workers: Skilled employees contribute to quality output (Handfield et al., 2009).
• Supplier Development: Collaborating with suppliers ensures quality inputs (Farrington et al., 2006).
• Adopting New Technologies: Advanced technologies enhance service delivery (Somuyiwa, 2010).
• Employee Motivation: Motivated employees are more productive (Ashridge, 2008).
• Training Employees: Continuous training improves skills and performance (Handfield et al., 2009).

CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This chapter outlines the research design, population, sampling methods, data collection techniques, and analysis procedures.

3.2 Research Design
A descriptive research design will be used to gather comprehensive information on the impact of HR practices on service quality.

3.3 Study Population
The study population includes 25 staff members from various departments of Mbarara District Local Government.

3.4 Sampling Design
3.4.1 Sampling Size: 25 staff members will be selected.
3.4.2 Sampling Technique: Purposive and random sampling will be used to select respondents.

3.5 Data Collection
3.5.1 Primary Data: Collected through questionnaires and interviews.
3.5.2 Secondary Data: Obtained from journals, reports, and textbooks.

3.6 Data Analysis
Data will be analyzed using tables and descriptive statistics to present findings in relation to the study objectives.

3.7 Ethical Considerations
Confidentiality will be maintained, and data will be used solely for academic purposes.

3.8 Anticipated Limitations

• Limited time and financial resources.
• Language barriers.
• These limitations will be mitigated through careful planning and resource allocation.

References

• Kristen B. Frasch et al., “There’s No Whining in HR,” Human Resource Executive.
• PPDA Act, 2003.
• Transparency International, 2006.
• Fornell et al. (1994), Customer Satisfaction, Market Share, and Profitability.
• Dessler Gary (2010), Human Resource Management.
• Aswathappa.K. (2008), Human Resource and Personnel Management.
• Parasuraman et al. (1998), The Behavioral Consequences of Service Quality.
• Leigh Rivenbark (2005), The 7 Hidden Reasons Why Employees Leave.
• Michael Armstrong (1999), A Handbook of Human Resource Management Practice.
• Prasad L.M. (2005), Human Resource Management.