The Effects of Human Resource Management Practices on the Performance of Decentralization in Kalungu District, Uganda. A cross-sectional study.

Abstract

Background.

There is no significant work in decentralization in the context of human resource management, and the reason is that top management has never realized the needs and demands of their employees. This study examined the effects of human resource management practices on decentralization performance in Kalungu District, Uganda.

 Methodology.

The study used a correlational research study design, using both qualitative and quantitative approaches to the population of employees in Kalungu district decentralization. The study used both purposive and simple random sampling techniques, where 121 respondents were selected out of 201 employees.

 Results.

(57.9%) of the respondents were male, (65.3%) of the respondents were married. There is a positive significant relationship between recruitment practices and Decentralization performance (0.444(**) and its significance level 0.000), there is a positive significant relationship between motivation and the Decentralization performance in Kalungu District (0.171(**) and its significance level 0.009) and there is a positive relationship between employee training and Decentralization performance in Kalungu District (0.366 and its significance level 0.000.).

 Conclusion.

In the absence of proper recruitment practices, incompetent staff will be recruited and negatively affect the decentralization performance; training and development of employees are essential aspects for the realization of better employee performance in decentralization. Although wages are still important for staff motivation, nonmonetary incentives such as recognition need to be given consideration.

 Recommendation.

The district management, with the district service commission, needs to put in place a rigorous selection criterion that will help to select and recruit qualified employees who will help to improve district performance. The district management and political leadership also need to recognize the achievements and contributions of employees to motivate them to perform, and a training needs assessment (TNA) should be carried out for better implementation of training.