HUMAN RESOURCE MANAGEMNT PRACTICES AND EMPLOYEE

PERFORMANCE: A CASE STUDY OF POPE JOHN’S HOSPITAL ABER

OYAM DISTRICT, UGANDA

BY

BENEDICT NGOLE

REG.NO. 12/MBA/8/023

A DISSERTATAION SUBMITTED TO THE SCHOOL OF MANAGEMENT

SCIENCE IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE

AWARD OF A MASTER’S DEGREE IN BUSINESS ADMINISTRATION (MBA)

OF UGANDA MANAGEMENT INSTITUTE, KAMPALA

JANUARY, 2015

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 DECLARATION

I, Benedict Ngole, hereby declare that this dissertation entitled „Human Resource Management

Practices and Employee Performance in Aber Hospital, Oyam District‟, is my original work and

have not been submitted for any Degree or Master‟s degree award in any Institution of higher

learning.

Signed: …………………………….Date : ………………………………

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 APPROVAL

This piece of work has been written under our supervision and is submitted with our approval.

SUPERVISORS:

Signature ……………………………………….: Date ……………………………..

DR. WILBERFORCE TURYASINGURA

UGANDA MANAGEMNT INSTITUTE

Signature…………………………… Date …………………………….

DR. SEBASTIAN BIGABWENKYA

UGANDA MANAGEMENT INSTITUE

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 DEDICATION

This dissertation is dedicated to my lovely Mother Albina Opito, Fr. Jose Juan Valero Macio,

Michael Kozak and his wife Rachel and Dr.Susan Nabulobi.

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 ACKNOWLEDGEMENT

I extend my gratitude to the staff of Uganda Management Institute especially in the School of

Management Sciences for giving me a deeper understanding of research. Special thanks to my

supervisors Dr. Wilberforce Turyasingura and Dr. Sebastian Bigabwenkya for their professional

guidance to me at every stage of this dissertation.

Best regards to Fr. Jose Juan Valero Macio who works in Portugal, Elche. You have been a good

Parent and guardian to me since I was a young altar boy in Aber Parish. Thanks so much for your

love, guidance, care, support, sacrifices and generosity. You have fulfilled all the parental love

that I have missed in my life, and you have been a good Dad to me. Fr. Valero. May you be

blessed!

I am also indebted to the Family of Dr. Michael Kozak and his wife Rachel in USA. You have

been with me in all my struggles in life! Thanks for your generosity, love, care and brotherly

support that you have accorded to me throughout my academic life from the seminary and in

secular world. You have been such a blessing into my life. I will never forget you and your wife

for who you are to me. May God bless your son Nolan Kozak!

I am also grateful to Dr. Susan Nabulobi for her great sacrifices and love. Thanks so much for

your financial support, material support, love and guidance that you have accorded to me. You

have been such gold and a darling into my life and I will never forget you in my life! I am also

thankful to my family members, especially my mother Albina Opito and my brother Joe Otim

who have been such a big support for me in this academic journey.

A vote of thank to all my classmates especially Patrick Bwayo. You have given me true

friendship and I came to believe what it is to be a friend through you!, Mr. Simon Peter Sagal,

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Evas, Barbra Akello, Ronald Emeru, Emmy Ijala and Rebecca Tendo and those whom have not

mentioned here. Thanks for your cooperation and care to me; you have given me an excellent

environment to succeed in my intellectual life. Finally, I appreciate the work of my research

assistants, my respondents and all of you of good will who have helped me so much in this

dissertation.

May God bless them all, Amen.

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 TABLE OF CONTENTS
DECLARATION ............................................................................................................................ i
APPROVAL ................................................................................................................................... ii
DEDICATION .............................................................................................................................. iii
ACKNOWLEDGEMENT ............................................................................................................ iv
TABLE OF CONTENTS ............................................................................................................... vi
LIST OF TABLES ......................................................................................................................... xi
LIST OF FIGURES ...................................................................................................................... xii
ABSTRACT ................................................................................................................................ xiv

CHAPTER ONE: INTRODUCTION ....................................................................................... 1

1.1. Introduction ............................................................................................................................ 1
1.2. The Background to the Study ................................................................................................ 1
1.2.1. The Historical Background ................................................................................................ 1
1.2.2. The Theoretical Background .............................................................................................. 4
1.2.3. The Conceptual Background .............................................................................................. 5
1.2.4. The Contextual Background............................................................................................... 5
1.3. The Statement of the Problem ............................................................................................... 7
1.4. The General Objective of the Study ..................................................................................... 8
1.5. The Specific Objectives ......................................................................................................... 8
1.6. The Research Questions ........................................................................................................ 8
1.7. The Research Hypotheses ...................................................................................................... 9
1.8. The Conceptual Frame Work ................................................................................................ 9
1.9. The Significance of the Study ............................................................................................. 10
1.10. The Justification of the Study ........................................................................................... 10
1.11. The Scope of the Study ...................................................................................................... 10
1.12. The Operational Definitions of Terms and Concepts ...................................................... 11

CHAPTER TWO: LITERATURE REVIEW ....................................................................... 13

2.1 Introduction ........................................................................................................................... 13
2.2 Theoretical Review ............................................................................................................... 13

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2.2.1 Fredrick Winslow Taylor‟ Scientific Management Theory ............................................ 13
2.2.2 Abraham Maslow‟s Hierarchy of Needs .......................................................................... 15
2.3 Human Resource Management Practices and Employee Performance ............................. 17
2.3.1 Reward Management and Employee Performance .......................................................... 17
2.3.2 Recruitment and Employee Performance ......................................................................... 20
2.3.2.1 Internal Recruitment ....................................................................................................... 21
2.3.2.2 External Recruitment ...................................................................................................... 22
2.3.3 Training and Employee Performance ............................................................................... 23
2.3.3.1 Internal Training ............................................................................................................. 24
2.3.3.2 External Training ............................................................................................................ 26
2.4 Summary of Literature Review ............................................................................................ 28

CHAPTER THREE: METHODOLOGY .............................................................................. 30

3.1 Introduction ........................................................................................................................... 30
3.2 Research Design .................................................................................................................... 30
3.3 Study Population ................................................................................................................... 31
3.4 Sample Size Determination .................................................................................................. 31
3.5 Sample Techniques Procedures ............................................................................................ 32
3.6 Data Collection Methods ...................................................................................................... 33
3.6.1 Key Informant Interview ................................................................................................... 33
3.6.2 Questionnaire Survey ......................................................................................................... 33
3.6.3 Documentary Review......................................................................................................... 34
3.7 Data Collection Instruments ................................................................................................. 35
3.7.1 Interview Guide .................................................................................................................. 35
3.7.2 Questionnaire ..................................................................................................................... 35
3.7.3. Documentary Review Checklist....................................................................................... 35
3.8 Validity and Reliability ........................................................................................................ 36
3.8.1 Validity ............................................................................................................................... 36
3.8.2 Reliability ........................................................................................................................... 36
3.9 Procedures of Data Collection ............................................................................................. 38
3.10 Data analysis and Interpretation ........................................................................................ 39

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3.10.1 Quantitative Data Analysis ............................................................................................. 39
3.10.2 Qualitative Data Analysis................................................................................................ 39
3.11 Measurement of Variables .................................................................................................. 40
3.12 Ethical Considerations .......................................................................................................... 40

CHAPTER FOUR: PRESENTATION, ANALYSIS AND INTERPRETATION OF

RESULTS .................................................................................................................................... 42
4.1 Introduction ........................................................................................................................... 42
4.2 Response Rate ....................................................................................................................... 42
4.3 Demographic Characteristics ............................................................................................... 44
4.3.1 Age composition ................................................................................................................ 44
4.3.2 Gender of Respondents ...................................................................................................... 45
4.3.3. Educational level ............................................................................................................... 46
4.3.4 Year of service in Aber hospital ....................................................................................... 46
4.4 The Effects of Reward management on Eemployee Performance .................................... 47
4.5 Reward Management Cross Tabulation ............................................................................... 49
4.5.1 The Pearson Correlation Coefficient (r) ........................................................................... 51
4.6 The Effects of Recruitment on Employee Performance at Aber Hospital ........................ 52
4.7 The effects of Human Resource Training on Eemployee Pperformance at Aber Hospital.
....................................................................................................................................................... 56

CHAPTER FIVE: SUMMARY, DISCUSSIONS, CONCLUSIONS AND

RECOMMENDATIONS............................................................................................................ 61
5.1 Introduction ............................................................................................................................. 61
5.2 Summary of the Findings ........................................................................................................ 61
5.2.1 Reward Management and Employee Performance .............................................................. 61
5.2.2 Recruitment and Employee Performance ............................................................................ 63
5.2.3 Training and Employee Performance .................................................................................. 63
5.3 Discussions of Findings .......................................................................................................... 64
5.3.1 Reward Management and Employee Performance .............................................................. 64
5.3.2 Recruitment and Employee Performance ............................................................................ 66

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5.3.3 Training and Employee Performance .................................................................................. 67
5.3.4 Employee Performance at Aber Hospital ............................................................................ 68
5.3.5 Employee Efficiency at Aber Hospital ................................................................................ 70
5.3.6 Employee Effectiveness at Aber Hospital ........................................................................... 71
4.3.7 Customer Satisfaction at Aber Hospital ............................................................................... 72
5.4 Conclusions ............................................................................................................................. 73
5.4.1 Reward Management Practices and Employee Performance in Aber Hospital ................... 73
5.4.2 Recruitment Practices .......................................................................................................... 74
5.4.3 Human Resource Training Practices .................................................................................... 74
5.5 Recommendations ................................................................................................................... 75
5.5.1 Reward Management Practices and Employee Performance .............................................. 75
5.5.2 Recruitment and Selection Practices and Employee Performance ...................................... 77
5.5.3 Human Resource Training Practices .................................................................................... 79
5.6 Limitations of the Study.......................................................................................................... 80
5.7 Contribution of the Study........................................................................................................ 81
5.8 Proposed future research agenda ............................................................................................ 81
REFERENCES ............................................................................................................................. 83

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APPENDICES
Appendix 1: introduction letter ........................................................................................................ i
Appendix 2: Questionnaires ............................................................................................................ ii
Appendix 3: Interview Guide......................................................................................................... vi
Appendix 4: Work Plan ................................................................................................................. ix
Appendix 5: Research Budget ........................................................................................................ x
Appendix 6: Table for Determining the Sample Size of the Population ....................................... xi

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 LIST OF TABLES

Table 3.1 Showing the Sample Size and Selection Technique ................................................ 32

Table 3.2: Indicating the Reliability Statistics indicating the relationship between reward

management and employee performance at pre-test ..................................................................... 37

Table 3.3: Reliability Statistics indicating the relationship between recruitment management and

employee performance at pre-test ................................................................................................. 37

Table 3.4: Reliability Statistics indicating the relationship between training management and

employee performance at pre-test ................................................................................................. 38

Table 4.1 Response Rate of the Study ....................................................................................... 43

Table 4.2 Age of the Respondent ............................................................................................... 44

Table 4.3 Gender of the Respondent .......................................................................................... 45

Table 4.4 Level of Education of the Respondent ...................................................................... 46

Table 4.5 Years of Service in Aber Hospital............................................................................. 47

Table 4.6: Rewards and Employee Performance in Aber Hospital .............................................. 48

Table 4.7 Reward Management and Employee Performance Cross Tabulation .................... 50

Table 4.8 Pearson Correlations for Reward management and employee performance ......... 51

Table 4.9 Descriptive Statistics of Recruitment and Employee Performance in Aber Hospital .. 53

Table 4.10 Recruitment and Employee Performance Cross Tabulation ................................. 54

Table 4.11 Pearson Correlations for Recruitment and Employee Performance ..................... 55

Table 4.12 Human Resource Training and Employee Performance at Aber Hospital ................. 57

Table: 4.13 Human Resource Training and Employee Performance Cross tabulation .......... 58

Table 4.14 Pearson Correlations of Human Resource Training and Employee Performance 59

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 LIST OF FIGURES
Figure 1 Conceptual Framework of Human Resource Management Practices on Employee

performance at Aber Hospital ....................................................................................................... 9

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ACRONYMS

AIDS Acquire Immune Deficiency Syndromes

BC Before Christ

DV Dependent Variable

EP Employee Performance

ER External Recruitment

ETCD External Training and Career Development

HRD Human Resource Development

HRM Human Resource Management

HRT Human Resource Training

IR Internal Recruitment

ITCD Internal Training and Career Development

IV Independent Variable

MT Motivational theories

MV Moderating Variable

NGO Non- Governmental Organization

RM Reward management

RS Recruitment and Selection

USA United States of America

xiii
 ABSTRACT

This study examined the effects of Human Resource Management Practices specifically reward,

recruitment and training on employee performance in Aber Hospital, Oyam District. The

objectives of this study were: to assess the effects of reward management on employee

performance in Aber Hospital, to find out how recruitment has affected the employee

performance in Aber Hospital and to find out relationship between training and employee

performance at Aber Hospital. The study adopted a cross sectional design and data was collected

from a cross section of top management, middle management, medical staffs, non support staffs,

patients and the local communities. Interview was used to collect qualitative data from the key

informants and documentary review was used to collect literature related to human resource

management practices of rewards, recruitment and training. The study found out that the reward

system in Aber Hospital does not motivate workers to perform better. Rewards were determined

by the directors or administrators based on their subjective judgment and were not uniform. This

confirms the hypothesis that rewards have significant effects on employee performance.

It was discovered that recruitment activities were inconsistent and discriminatory. It is based on

head hunting and hand picking; hence recruitment and selection were not professionally handled

in Aber Hospital. The study also found out that, Aber hospital basically relies on informal

programs of training which is seldom done. This is because, there is no clear training and

development policy to help guide on the issues of training the staffs. The study concluded that

intrinsic reward, external recruitment and external training affect employee performance than

extrinsic rewards, internal recruitment and internal training at Aber Hospital. The study therefore

recommends Aber hospital to have a clear reward policy, clear recruitment and training policy in

order to improve on the employee performance.

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 CHAPTER ONE

INTRODUCTION

1.1. Introduction

This study examined the effects of human resource management practices on employee

performance of Aber Hospital, Oyam district. The human resource management practices were

taken as an independent variable while employee performance was taken as the dependent

variable. This chapter has covered the background of the study, the statement of the problem,

the general and specific objectives of the study, the research questions and hypotheses, the

significance of the study, the justification of the study, the scope of the study and the operational

definitions of terms and concepts.

1.2. The Background to the Study

The background to the study focused on the Historical background, the theoretical background,

the conceptual background and the contextual perspectives.

1.2.1. The Historical Background

During the primitive time, the nature of human resource development has passed through many

stages since the very beginning of man‟s journey. Human resource training in its most simple

form was found among our most primitive ancestors. The development of early man was driven

exclusively by the need to survive. According to Davidson (1900, p. 21), training and education

consisted of learning how to obtain the necessaries of life for self and family, and how to

propitiate the unseen powers supposed to be active in nature. In Africa, the human resource

learning processes at this period was involved in the making of simple tools from wood, stone,

1
and fibers. The primitive man knew nothing about the productive use of fire and of metals.

Harnessing these elements would later become critical to man‟s further human resource

development practices. Eventually humans gained the ability to control fire for the cooking of

food, the smelting of metals, and the making of simple mechanical and agricultural tools. This

allowed people to engage in crafts and undertake domestic activities that were previously

impossible without basic tools. It also led to a true division of labor wherein some pursued

weaving, others became carpenters, and still others became stone masons, and so on. With the

development of tools, the bonds of mutual cooperation came a new form of education one

characterized by conscious imitation rather than the unconscious imitation (Bennett, 1926). The

transfer of skill from one person to another now became a conscious process. Learning occurred

through deliberate imitation of examples provided by one who had achieved mastery of a

particular skill. Yet, training followed no theory or system and had not yet become a rational

process. Those seeking a skill simply copied a model over and over until it could be precisely

reproduced. Despite some advancement, the training of one person by another was still a quite

primitive process.

However, human resource management practices can also be traced during the period of 2000

BC - 1000 BC. It was characterized by the development of more advanced human resource

functions. The Chinese are known to be the first to use employee screening techniques, way back

in 1115 BC, while the Greeks started using the apprentice system in 2000 BC (Rashida, 2013)

However, before the World War II, the term human resource management was primarily

involved in record keeping of employee information. During this period, the prevailing

management philosophy was called scientific management. The best way of doing this was

through time and motion studies. Management was based on the division of work into pieces,

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and the number of tasks to be completed by a worker during an average workday could be

computed. These findings formed the basis of piece-rate pay systems, which were seen as the

most efficient way to motivate employee (Decenzo & Robbins, 1996).

After the World War II, most managers started realizing that employee productivity and

motivation had a significant impact on the profitability of the firm. The human relations

movement after the World War II emphasized that employees should be motivated not just by

money but also by social and psychological factors, such as recognition, work leave and

promotion (Rashida, 2013). The purpose of employee motivation is to boost their performance in

order to achieve organization goal and objectives. Because of these trends, the personnel

department had to establish specialist divisions, such as recruitment, labor relations, training and

benefits, and government relation (Bratton & Gold, 2007). In United States of America (USA),

human resource management practices started way back in the late 19th Century. It was majorly

geared towards employee performance; their effectiveness and efficiency. It was also concern

with the employee welfare, organizational productivity and reduced cost of production

(Amstrong, 1991). It originated from the welfare capitalists employers in the 1930s. The

capitalists were opposing the trade union and collective employment systems but they were

advocating for organization system. The capitalists believe that, it was the organization that

should provide security and welfare to the workers but not the trade unions (Beardwell &

Claydon, 2007). This idea was put in practice by American president Roosevelt in 1933 where

workers were provided efficiency wage pay, healthcare coverage, pension plans, lay off pay and

employee commitment via promotion of strong centralized corporate cultures and long term

permanent employment. As a result, the welfare system led to employee individual performance

related pay, profit sharing schemes and team work. This model of employment practice led to

3
what today is called Human resource management (Beardwell & Claydon, 2007). Due to

industrial revolution of 1870, it initiated the need of Human Resource management practices of

planning, recruitment, selection and placement. However, by 1900, B.F. Goodrich, had already

established the first employment department which was consist of human resource practices of

hiring (Decenzo & Robbins, 1996).

While in England, the history of human resource development started during the period of

industrial revolution. It started in the mid 1980s when the business climate became conducive for

change in the employment relations. During this time, masons, carpenters, leather workers and

crafts men, started organizing themselves into unions in order to improve on their working

conditions (Ivancevich, 2010). There was need for government reforms in conventional model

of industrial policies on the part of management. There was also need of restructuring the

economy because of rapid decline in old industries and relative rise in the service sector and new

technology advancing in (Beardwell & Claydon, 2007).

1.2.2. The Theoretical Background

The study was guided by scientific management theory of Fredrick Winson Taylor (1856-1917)

and Abraham Maslow‟s theory of Motivation. The Classical scientific management theory of

Fredrick Winslow Taylor started in the late 19th century and the earliest 20th century. It was

advanced by classical scholar due to emergence of industrial revolution problems that earlier

organization had not encountered. The main reason for this theory was to provide solution to

industrial problems so as to increase production, maximum efficiency and reduce cost of

production. This theory still remains relevant to modern practices of management although it has

been adopted and revised in order to meet current economic changes. Abraham Maslow‟s

hierarchy of needs endeavors to name and analyze the factors which motivate people to perform

4
better and more efficiently. It is highly related with extrinsic rewards, things that are concrete

like bonuses that will help improve employees' performances (Armstrong, 2008).

1.2.3. The Conceptual Background

According to Schein (1995), Human Resource Management is an activity which is geared

towards managing people. According to Beard & Claydon (2007, p.5), “Human resource

management is a distinctive approach of managing employee so that they can achieve

competitive advantage through the strategic deployment of highly committed and capable

workforce, using the array of culture, structural and personnel techniques”. According to

Decenzo & Robbins (1996, p.3) “human resource management is concerned with people

dimension in management”. Every organization is made up of people and it is organizational

duty to develop employee skills, motivate them to increase their performance and to ensure that

they maintain their commitment to organization in order to achieve organizational objectives.

This is true in all kinds of organization such as government, religious, recreational, business,

health or social organs. According to Decenzo & Robbins (1996, p.3) Organizations that are able

to acquire, develop and stimulate their employees to improve on performance are more effective,

efficient and productive, than those which do not develop their workers; they stand the risk of

going out of business.

1.2.4. The Contextual Background

The study in this section has focused on the human resource management practices specifically

reward, recruitment and training in Aber Hospital. It has examined the human resource manual

of Aber Hospital if it promotes workers effectiveness and efficiency. It has also presented the

current management of Aber Hospital.

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Pope John's Hospital Aber was established by the Comboni Missionary sisters in 1969. It is a

private owned hospital and governed by the registered trustees of Catholic diocese of Lira. The

hospital's mission statement is to provide quality health care to those in need, fighting disease

and poverty for every sick person regardless of his or her ethnic origin, social status, religion, or

political affiliation.

Pope John's Hospital Aber gives the most vulnerable people access to health care, including

children and those affected by chronic diseases. Its caregivers take an integrated and sustainable

approach to health care, supporting treatment, prevention, and training of other health workers.

Pope John's Hospital Aber offers both clinical and community-based services. Clinical services

are provided through four inpatient departments: Internal Medicine, Obstetrics and Gynecology,

Pediatrics, and Surgery. The hospital also has an outpatient department with an AIDS clinic.

Currently, Pope John's Hospital Aber is a 200-bed health care facility a sign that it is growing in

structure. It serves the people of Oyam District, with a population of about 335,300. Aber

Hospital also serves other districts of Lango sub region such as Lira, Apac, Kole, Dokolo,

Amolatar, Otuke and Alebtong and other districts of northern Uganda. The current management

of Aber Hospital is under the board of governors with representatives from the community.

Financially, it generates it funding from the local medical bills, government fund and donors

from Europe.

However, the hospital management has encountered many challenges, there is frequent employee

turnover. Workers tend to work for a short period of time and leave for other greener pastures.

This has been attributed to poor motivation. Employee feels that their effort is not rewarded in

the best way. There has been a challenge of failure to meet the targets by the hospital

6
management. The employees tend to withdraw their efforts, some do not perform well due to

lack of skills and some did not know the procedures in performing the task. This problem has

been attributed to poor recruitment systems and training of the employees. There is still a

problem of late coming and leaving the work early. The employee does not feel at home, they do

not consider hospital as part of them. Hence, workers are not having any policy, artifacts and

organizational spirit that bind them together. Due to the above challenges, Aber hospital has

received a number of poor performances by the employees and this study therefore has

investigated these problems and has given appropriate recommendations in order to improve

Aber hospital performance.

1.3. The Statement of the Problem

The management of Aber hospital has put in place human resource practices of reward

management, recruitment and human resource training. The purpose of reward is to motivate

workers to excel and achieve organization goal. The purpose of recruitment is to employ workers

with required skills, competencies and talents which can lead to better performance in order to

achieve organization goal and objectives. The purpose of training is to update workers‟ skills,

knowledge and attitudes toward the current trend of job task and achieve better output.

However, despite all these efforts, both the internal and external stakeholders have continued to

complain about employee performance as being poor due to failure to meet job deadlines and

targets. There is also delay in submission of annual reports by the supervisors.

According to Aber hospital evaluation report (2010/1013). According to the employee evaluation

report (2010/1013) the employees come late for work but leave early before the end of official

working hours. There is also a failure to implement set activities/ plans and utilize the approved

7
budgets in different medical departments (Aber hospital strategic plan, 2011-2013).

Nevertheless, the employees in Aber hospital also lack innovativeness; there is still lack of

compliance with the organization policies which encourages creativity. This is a sign that

employee performance needs to be improved. Without this knowledge, Aber Hospital risks

closure, risks losing potential donors, workers and consequently Uganda as a country will miss

out the contribution of Aber Hospital in health service delivery.

1.4. The General Objective of the Study

To examine the effects of Human resource management practices on employee performance in

Aber Hospital.

1.5. The Specific Objectives

a) To assess the effects of reward management on employee performance in Aber Hospital.

b) To find out how recruitment has affected the employee performance in Aber Hospital.

c) To find out relationship between training and employee performance at Aber Hospital.

1.6. The Research Questions

a) How does reward management affected the employee performances in Aber Hospital?

b) How has recruitment affected the employee performance in Aber hospital?

c) What is the relationship between training and employee performance?

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1.7. The Research Hypotheses

a) The reward management positively affects the employee performance.

b) Recruitment has a positive effect on the employee performance.

c) Training positively affects employee performance.

1.8. The Conceptual Frame Work

Independent Variable (I.V) Dependent Variable (D.V)

EMPLOYEE PERFORMANCE
REWARD MANAGEMENT
EFFICIENCY
Extrinsic rewards
Resource utilization
Intrinsic rewards
Quality services

RECRUITMENT MANAGEMENT Time delivery of output

Internal recruitment EFFECTIVENESS

External recruitment Innovations

CUSTOMERS SATISFACTION
TRAINING MANAGEMENT
Reduced complains
Internal Training organization image
External Training

Figure 1 Conceptual Framework of Human Resource Management Practices on Employee

performance.

Source: Adopted from Ilias Vlachos (2009) and modified by the researcher.

The conceptual framework above shows the relationship between reward management,

recruitment and human resource training on employee performances at Aber Hospital.

9
From the above conceptual Framework, it is conceived that, Human resource practices

specifically reward management, recruitment and training of employees affect the employee

performance positively at Aber hospital.

1.9. The Significance of the Study

The study is expected to be relevant to Aber Hospital to improve on its management practices.

The study is expected to be used by other future researchers as the foundation of further research.

The study may be useful to government agencies, donors and other stakeholders in health sector.

The study may aid policy makers and implementers in re-examining the policies embedded in

human resource practices.

1.10. The Justification of the Study

The purpose of this study is to show why employee‟s performance in Aber Hospital is still poor.

The study intends to give appropriate recommendations on how employee poor performance in

Aber hospital can be solved. It has suggested solutions and areas of improvement in the human

resource management practices of Aber Hospital and other NGOs health sector.

1.11. The Scope of the Study

Geographically, the study was limited to Pope John‟s Hospital Aber in Oyam district, Kamdini

sub-county, Ocini parish in Northern Uganda where most of the employee can be access for data

collection.

10
The content scope covered the human resource management practices specifically reward

management, human resource recruitment, human resource training, and employee performance

which were measured in terms of effectiveness, efficiency and customer satisfaction.

The time scope covered a period of three years; 2011, 2012 and 2013. These are the period when

Aber Hospital has shown signs of highest level of labor turnover, employee complains and high

death rates and poor organizational image by the community.

1.12. The Operational Definitions of Terms and Concepts

Human resource management

According to Bratton and Gold (2007, p.7) human resource management “is a strategic approach

of managing employment relations which emphasizes that leveraging people‟s capabilities is

critical to achieving competitive advantage.

Reward Management

Rewarding management (RM) can be define as the recognition of employees, individually and

members of the groups, for their performance and acknowledging their contributions to the

agency‟s mission. It refers to all the monetary and non- monetary and psychological payments to

employees in exchange for their work done (Bratton & Gold, 2007).

Recruitment

Recruitment is the process of identifying, attracting and choosing the suitable people to meet an

organization‟s human resource requirements so as to avoid breakdown of organization functions

and processes (Beardwell & Claydon, 2007).

11
Human Resource Development (HRD)

It is the means of increasing the capacity of employee to perform through training and giving

them assignments that introduce them to new skills or higher levels of responsibility which can

improve work processes and understanding of organization and its goals (Ivancevich, 2010).

Employee Performance (EP)

According to Armstrong (1999, p.429) employee performance “is a strategic and integrated

approach to delivering sustained success to organizations by improving performance of people

who work in them by developing the capabilities of teams and individuals contributions”.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

In this chapter, the study presents related literatures on human resource management practices

and employee performances. It majorly emphasized the theoretical dimension related to human

resource practices. It focused on the effects of reward management, recruitment and selection

and training on employee performance.

2.2 Theoretical Review

In this section, the theoretical review was guided by the scientific management theory of

Fredrick Winslow Taylor and Abraham Maslow‟s hierarchy of needs theory. This

section of the study has examined these theories in terms of organization with specific

reference to how it fits with the human resources model in Aber Hospital. It has examined

their contents by showing the relationship between human resource management (HRM)

practices and their relevancies on employee performance within organization settings

specifically in Aber Hospital.

2.2.1 Fredrick Winslow Taylor’ Scientific Management Theory

He developed the theory of scientific management which is based on scientifically determined

jobs and he looked at management as the way to improve efficiency and labor productivity. He

advocated that, workers can be retooled like machines. According to Taylor, there is always the

best method of doing each job which workers must adopt in performing their tasks. The best way

of determining this is through scientific management (Mullins, 200). He advocated for the

13
division of labor and specialization of work where each job was broken down into component

parts in order to increase efficiency. He also advocated that, workers should be motivated in

order to improve on their performance. He advised the managers not to base managements on the

rules of thumb. Traditional managements must be replaced by precise decisions based on the

study of each individual situation (Daft, 2002). He gave the following principles to be adopted

by managers for effective and efficiency management in order to increase productivity: Workers

should be selected with appropriate abilities, Workers should be trained according to the standard

of procedures, Managers should carefully plan, Managers should provide wage incentives to

workers in order to increase output and there should be division of work and responsibility

between management and the workers. He emphasizes on the systematic analysis of work as the

best way of management and that all managers should leave the working methods to the

initiative of the workers for proper timing (Cole, 1996). He also advocated for inspections of

workers, employment department (Thompson, 2002) as the best method of management. He

introduced the idea of foremanship where workers would be responsible to eight different

specialists‟ first line supervisors. The eight supervisors were divided into two groups of;

planning which was concern with order of work, instruction cards, timing and costing and

disciplining workers, while Performance; which was concern with gang boss, speed boss, repair

boss and inspector. (Thompson 2002). The idea of foremanship is so good because it give each

worker to be under the same leading function. However, this may bring in problems of

coordination, role conflict and unity of command.

According to Mullins (2002, p.57) “ Taylor‟s conclusion was that workers should be controlled

not only the giving of orders and maintenance of discipline, but also by removing from them any

decision about the manner in which their work was to be carried out. By division of labor, and by

14
dictating precise stages and methods for every aspect of work performance, management could

gain control of actual process of work”. However, Taylor‟s idea has helped a lot in job task

today. His ideas of incentives has been adopted by many managers, this has helped workers to

realized high wages and increase in productivity by many organizations. Supervision of workers

has also been adopted by many mangers today in various organizations. This has help in job

evaluation and appraisal of workers. However, Taylor‟s idea of timing and retooling only reduce

workers to mere machines.

2.2.2 Abraham Maslow’s Hierarchy of Needs

In order to get employees to work, he tried to understand what motivates people. He came up

with five needs that need to be satisfied at one stage before moving on to another stage. Maslow

felt that needs vary from person and person and those individuals want their need fulfilled.

Managers must determine the motivational factors that can improve employee performance. The

following are the hierarchy of needs that Maslow has suggested, that can make employee to have

efficient and effective performances.

Physiological Needs; The first level of Maslow‟s Hierarchy of Needs is psychological, which

means that physical needs such as food and water need to be met before moving to the next level.

If workers do not make enough money to buy food and water, then it will be hard for them to

continue working (Armstrong, 2006).

Safety Needs; the second level is called safety. Workers need to be in a safe environment and

know that their bodies and belongings will be protected. If workers don‟t feel secure, then they

will find it hard to work efficiently and effectively (Armstrong, 2006).

15
Love, Affection, and Belongingness Needs; the third layer is called love, affection, and

belongingness needs. Maslow believed that if an individual met the basic physiological and

safety needs, then that individual would start attempting to achieve love, affection, and

belongingness needs. Maslow believed that organizations would have better worker retention and

satisfaction if they kept their employees in a cohesive environment. Furthermore, if a worker

feels isolated from their environment, then he or she would feel less motivated to work, which

will lead to a decrease in overall productivity.

Esteem Needs; The fourth layer is called esteem, and is represented by two different sets of

needs according to Maslow. First, individuals are motivated by the “desire for strength, for

achievement, for adequacy, for confidence in the face of the world, and for independence and

freedom” (Maslow, 1943–96, 381). Maslow goes on to discuss a second subset of esteem needs,

“we have what we may call the desire for reputation or prestige (defining it as respect or esteem

from other people), recognition, attention, importance or appreciation” (Maslow, 1943, p.g 381–

382). If employees do not feel that their input is valued at the organization, they will seek out

other places of employment that will value their input, because humans have an intrinsic need to

be appreciated for their efforts (Armstrong, 2006).

Self-Actualization Needs; the fifth layer is called self-actualization, and it is the hardest to attain.

Self-actualization refers to the desire for self-fulfillment, namely, to the tendency employee to

become actualized in what he/she is potentially (Mathews, Megginson & Surtees, 2008). This

tendency might be phrased as the desire to become more and more what one is, to become

everything that one is capable of becoming. Maslow felt that if individuals can have their needs

met in order of the layers, then they would be both motivated and seek opportunities to excel

(Mathews, Megginson & Surtees, 2008). All in all, Maslow‟s hierarchy of needs helps us to

16
understand how to motivate workers to strive for more quality work in the organization. Hence,

communication is very important, because we need to understand what our employees need in

order to motivate them to work more proficiently and productively.

2.3 Human Resource Management Practices and Employee Performance

This section has reviewed literature related to reward management practices, recruitment and

selection, human resource training in relationship to employee performance.

2.3.1 Reward Management and Employee Performance

Rewards refers to all the monetary, non-monetary and psychological payments that an

organization provides for its employees in exchange for the work they perform, Bratton & Gold

(2007, p.g. 360). It is concerned with the formulation and implementation of strategies and

policies that aim to reward people fairly, equitably and consistently in accordance with their

value to the organization. Reward management consists of analyzing and controlling employee

remuneration and all of the other benefits for the employees (Noon & Heery, 2001). Reward

structure usually consists of pay policy and practices, salary and payroll administration, total

reward, minimum wage, executive pay and team reward (Noon & Herry, 2001).

Reward management was developed on the basis of psychologists' behavioral research.

Psychologists started studying behavior in the early 1900s; one of the first psychologists to study

behavior was Sigmund Freud and his work was called psychoanalytic theory. Many other

behavioral psychologists improved and added onto his work (Bratton & Gold, 2007) with the

improvements in the behavioral research and theories, psychologists started looking at how

people reacted to rewards and what motivated them to do what they were doing and as a result of

this, psychologists started creating motivational theories, which is very closely affiliated with

17
reward management. Reward management deals with processes, policies and strategies which

are required to guarantee that the contribution of employees to the organization is recognized by

all means. Objective of reward management is to treat employees fairly, equitably and

consistently in correlation to their values to the organization (Bratton & Gold, 2007). Reward

system exists in order to motivate employees to work towards achieving strategic goals which

are set by entities. Reward management is not only concerned with pay and employee benefits. It

is equally concerned with non-financial rewards such as recognition, training, development and

increased job responsibility (Eldridge & McCourt, 2003)

2.3.1.1 Extrinsic rewards; these are concrete rewards that employee receives. It may be inform of

Bonuses, Salary raise, Gifts, Promotion and other kinds of tangible rewards (Noon & Herry

2001). It satisfies the employee basic needs for survival, security, and drives from factors

associated with job context (Bratton & Gold, 2007).

2.3.1.2. Intrinsic rewards; these are rewards that tend to give personal satisfaction to individual.

They includes; Information / feedback, Recognition, Trust, Relationship, Empowerment and

Monogrammed name plaque Noon & Herry (2001). Intrinsic rewards makes the employee feel

better in the organization, while Extrinsic rewards focus on the performance and activities of the

employee in order to attain a certain outcome. The difficulty is to find a balance between

employees' performance (extrinsic) and happiness (intrinsic) Bratton & Gold (2007). When

rewarding, the manager needs to choose if he wants to rewards an Individual, a Team or a whole

Organization. One will choose the reward scope in harmony with the work that has been

achieved. Individual rewards can be through Base pay, incentives, benefits, Rewards attendance,

performance, competence. Team: rewards can be done in form of team bonus, rewards group

cooperation. Organization rewards can be done through: profit-sharing, shares, and gain-sharing

18
(Pryce & Nicholson, 1998). It is the responsibility of all organizations to develop plans, policies,

strategies and processes of giving rewards to the employees (Lewis, Miller, Marrow, Saunders &

Thornhill, 2007). The basic principle of effective reward management is that all behavior is

controlled by its consequences. However, non financial rewards such as recognition, promotions,

and appreciations seem to be more effective in maintaining workers than financial rewards Lewis

et al. (2007). Good managers should not wait for their organization to solicit nominations for

formal awards before recognizing good performance. Recognition is an ongoing natural part of

day-to-day experience, like saying “thank you,” doesn‟t require a specific regulatory authority.

Employees take recognition as their feelings of value and appreciation and as a result it boosts up

morale of employee which ultimately increases productivity of organizations. If an ideal

compensation system is designed, it will have positive impact on the efficiency and effectiveness

of workers (Bratton & Gold, 2007). Such system will encourage the normal workers to perform

better and achieve the standards fixed. It will also help in setting up an ideal job evaluation,

which will have transparency, and the standards fixing would be more realistic and achievable.

If the reward system is simple and flexible, it can help employees to be able to compute their

own compensation receivable. Reward system can help to raise the employee morale, efficiency

and cooperation among the workers. If rewards are just and fair, it would provide satisfaction to

the workers (Bratton & Gold, 2007), hence improved performance.

Rewards can also give encouragement and commitment for those who perform better and

opportunities for those who wish to excel (Guest, 1998). Intrinsic rewards also help to boosts the

innovative and creative abilities of the employee‟s performance (Armstrong, 2006). Once the

employees feel that their inputs are fairly rewarded they would be happier and not dissatisfied. If

19
they feel unfairly rewarded, they would become dissatisfied with their job and employer. It is

important to note that the degree of dissatisfaction depends on the degree of perceived disparity

in the reward-to-effort ratio ( Locke et al. 1980) For some people, any smallest indication of

negative disparity is enough to cause massive disappointment and a feeling of considerable

injustice; others may reduce effort and become inwardly disgruntled, or outwardly difficult,

reluctant or even disruptive, yet others may seek to improve their outputs by making claims or

demands for more reward or seeking alternative job.

2.3.2 Recruitment and Employee Performance

Bratton & Gold (2007, p.g, 239) “Recruitment is the process of generating a pool of capable

people to apply to an organization for employment, while selection is the process by which

managers and others use specific instruments to choose from a pool of applicants the person or

persons most likely to succeed in the jobs, given management goals and legal requirements”. It

is therefore, the task of organizations to assess the future supply of demand and for human

resources. Organization must have proper planning which involves recruiting, selection of

employees and those to be lay off from the organization (Ivancevich, 2010). Managers should

plan who to be recruited, how many to be recruited and whom to be fire off from the

organization. In planning, management must scan both the internal and external environment

such as; government policies, customers demands, and technological advancement. Recruitment

is the process of identifying that the organization needs to employ someone up to the point at

which application forms for the post have arrived at the organization (Claydon & Beardwell,

2007). Selection then consists of the processes involved in choosing from applicants a suitable

candidate to fill a post (Eldridge & McCourt, 2003). Recruiting individuals to fill particular posts

20
within a business can be done either internally by recruitment within the firm, or externally by

recruiting people from outside (Claydon & Beardwell, 2007).

2.3.2.1 Internal Recruitment

In internal recruitment, it is the activity of management to identify the current potential employee

who is capable of filling positions as they become available. The most important tools for

internal recruitment include; employee database, job postings, and job bidding procedures

(Mondy, 2010, p.g, 133). The purpose of the database is to determine whether the current

employees have the qualification for filling in positions. Database can also be use to locate the

talent internally and supporting the concept of promotion from within. (Mondy, 2010, p.g, 133).

Job posting is the procedures of informing the employees that job openings exists. The purpose

of job bidding is to permits employees who believe that they possess the required qualifications

to apply for the post (Mondy, 2010). Other factors to be considered in internal recruitments

include; finance, organizational structure, organizational culture and approaches to Human

Resource Management (Claydon & Beardwell, 2007).

The advantages of internal recruitment are that; Considerable savings can be made. Individuals

with inside knowledge of how a business operates will need shorter periods of training and time

for 'fitting in'. The organization is unlikely to be greatly 'disrupted' by someone who is used to

working with others in the organization (Noon & Herry, 2001). Internal promotion acts as an

incentive to all staff to work harder within the organization. From the firm's point of view, the

strengths and weaknesses of an insider will have been assessed. There is always a risk attached

to employing an outsider who may only be a success 'on paper' (Mondy, 2010).

21
The disadvantages of Internal Recruitment may be; management will have to replace the person

who has been promoted. An insider may be less likely to make the essential criticisms required

to get the company working more effectively. Promotion of one person in a company may upset

someone else (Mondy, 2010).

2.3.2.2 External Recruitment

External recruitment makes it possible to draw upon a wider range of talent, and provides the

opportunity to bring new experience and ideas in to the business. In external recruitment, the

following factors must be considered; labor market conditions; this is the demand of specific

skills in the labor market (Mondy, 2010). Lagal considerations: legislation plays a big role in

recruitment especially in an attempt to prevent discrimination on the ground of sex, race,

disability and age (Eldridge & McCourt, 2003). Promotion policies: organization policies of

promotion can affect the recruitment processes. A firm may emphasize on the recruitment from

within and this may affects external recruitment (Mondy, 2010). The organization can only

recruit externally once they lack the specific skills internally. External recruitment may only be

hard in case of lack of specialists skills required, lack of experience required or no applicant for

the post or when applicant wants more pay (Eldridge & McCourt, 2003). The disadvantage of

external recruitment is that, it is more costly and the company may end up with someone who

proves to be less effective in practice than they did on paper and in the interview situation. The

Relationship between Recruitment, Selection and Employee Performance is that; Recruitment

and selection ensure worker performance and positive organizational outcomes. It is often

claimed that selection of workers occurs not just to replace departing employees or add to a

workforce but rather aims to put in place workers who can perform at a high level and

demonstrate commitment (Bratton & Gold, 1994).

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As a human resource management function, is one of the activities that impact most critically on

the performance of an organization. While it is understood and accepted that poor recruitment

decisions continue to affect organizational performance and limit goal achievement. Recruitment

of employees who are skilled and experience has greater impact on the organizational

performance. They tend to be more efficient, effective, committed and produce quality services

than employees who are less skilled and less experience. Therefore, management should recruit

employee who is not only the best but that which can match with the skills and tasks of the

organization (Bratton & Gold, 1994).

2.3.3 Training and Employee Performance

According to Ivancevich and Konopaske (2013, p. 395), “Training is a systematic process of

altering the behavior of employees in a direction that will achieve organizational goals. Training

is related to job skills and abilities; it has a current orientation and helps employee‟s master

specific skills and abilities needed to be successful”. Therefore training process should aim at

assessment of employees knowledge gap and this can be done through organizational, person and

task analysis Organizational analysis involve examining the organization mission, resources and

goals (Ivancevich and Konopaske, 2013). According to Mankin (2009, P.g. 36), “Training

Involves planned instruction in a particular skill or practice and is intended to result in changed

behavior in the workplace to improved performance. During the training, the trainees acquire the

knowledge in the form of explicit knowledge or know what”. The goal of training is to provide

the employees with masters of new skills, knowledge and behaviors so as to apply them to their

day to day activities (Mankin, 2009). Human resource managers should provide employees with

training and developmental opportunities that encourages good performance, strengthening job-

related skills and competencies, and helping employees to keep up with changes in the

23
workplace, such as the introduction of new technology, carrying out the processes of

performance management and to provide an excellent opportunity for supervisors and employees

to identify developmental needs (Armstrong, 1999).

Managers can analysis the required needs of the organization in order to meet its present and

future needs. Organizations must encourage managers to prepare and implement development

plans (Dipak, 2006). Training and career development can only be done through; expanding the

job to include new and higher level responsibilities. Re-assign responsibilities that the employee

does not like or that are routine. Provide more authority for the employee to self-manage and

make decisions. Invite the employee to contribute to more important issues in department or

company-wide decisions and planning. Provide employee more access to important and desirable

meetings. Provide more information by including the employee on specific mailing lists in

company briefings and in your confidence (Mankin, 2009). Provide more opportunity to

establish goals, priorities, and measurements. Assign reporting staff members to his or her

leadership or supervision. Assign the employee to head up projects or teams. Enable the

employee to spend more time with his or her boss. Provide the opportunity for the employee to

cross-train in other roles and responsibilities (Susan, 2002). Employees training can be done

either internally or externally.

2.3.3.1 Internal Training

Employees appreciate the opportunity to develop their knowledge and skills without ever leaving

work or the workplace. Internal training and development has the advantage in that, it brings the

employees in terms with opportunities that reflect the culture, environment, and needs of their

workplace (Ivancevich and Konopaske, 2013). Internal training can be done through: on the job

24
training. This is where training is planned and structured at the normal workstation of the trainee.

Some instructions can be provided on the special area of the work. It can be done by the

managers, supervisors, and trainer or peer colleagues with a trainee to teach a set of skills that

have been specified in advanced (Beardwell, Claydon & Holden, 1994).

Internal training can also be done through mentoring; this is where a senior or experienced

employee takes charge of the training and development of a new employee. This is closely

related to the masters –apprentice, where a father-son or mother-daughter relationship can exist.

Here the mentor acts as an adviser and protector to the trainee (Armstrong, 2009). However, the

most recent approach of inter training has been done through E-learning or electronic learning. It

emphasized the use of technology such as email, internet, intranet and computer software

packages to facilitate learning for employees whenever they need it. The advantage is that, it

speeds up the learning process and knowledge exchange (Beardwell, Claydon & Holden, 1994).

However, internal training can be promoted through the followings; Enable the employee to

attend an internally offered training session. This session can be offered by a co-worker in an

area of their expertise or by an outside presenter or trainer (Susan, 2002). Ask the employee to

train other employees with the information learned at a seminar or training session. Offer the

time at a department meeting or lunch to discuss the information or present the information

learned to others (Susan, 2002). Perform all of the activities listed before, during, and after a

training session to ensure that the learning is transferred to the employee‟s job.

Purchase business books for the employee. Sponsor an employee book club during which

employees discuss a current book and apply its concepts to company. Management can offer

commonly-needed training and information on an Intranet, an internal company website. Internal

25
training can also be done by provide training by either knowledgeable employees or an outside

expert in a brown bag lunch format where employees eat lunch and gain knowledge about a

valuable topic (Ivancevich & Konopaske, 2013).

2.3.3.2 External Training

Employee attendance at external training should be a must. Enable the employee to attend an

external seminar, conference, speaker, or training events. Allow employee to take online classes

and training, pay for memberships in external professional associations with the understanding

that employees will attend meetings, read the journals, and regularly update coworkers. Provide

flexible schedules to the employee can take time to attend university, college, or other formal

educational sessions. Provide tuition assistance to encourage the employee's pursuit of additional

education.

The Relationships between Human Resource training and Employee Performance is that;

Positive training offered to employees may assist in reduction of anxiety or frustration, which

most employees have experienced on more than one occasion during their employment careers

(Mankin, 2009). Training can leads to commitment from the employee and this may results to

successful job completion and an increase in job performance. In addition, the larger the gap

between the skills required to perform a task and the actual skills available for performing a task,

the greater the lack of job satisfaction and the greater the increase in employee turnover within

the organization (Mankin, 2009). Conversely then, not having the skills to perform a job

correctly can set up employees for failure and put the organization at a less-than-competitive

disadvantage. The resulting high turnover would predict the need for even more training that

would then have a direct impact on the bottom line of any organization performance.

26
Training can have a considerable influence on company finances as there are several potential

training costs that companies may incur. One type of training related cost is direct cost. This may

include instructor salary, materials, and follow-up supervision. A second type of training related

cost is indirect cost. These costs are related to worker output and productivity during and upon

completion of the training (Kaufman & Hotchkiss, 2006). Along these lines, once a training

program is completed, worker productivity is expected to increase. The benefits will be to the

company, due to an increase in worker output and productivity, and to the worker, as the increase

in output should translate into higher wages and opportunities for career advancement. In

general, a company will weigh the costs and returns to training to determine the amount of

investment it will incur (Kaufman & Hotchkiss, 2006).

In addition to the direct and indirect costs described above, turnover plays a significant role in

the amount of training investment companies will assume. The greater the chance of employee

turnover, the less likely a company will invest in it. A company loses all of its investment should

an employee terminate the relationship upon completion of training Krueger and Rouse (1998).

As a result, employers have very important decisions to make in regards to the level of

investment they are willing make in training. Training duration, specificity, relevance, payment

options, and training location are all things that employers must consider while developing a

training program (Krueger & Rouse, 1998), examined the effect that training and workplace

education programs can have on various organizations. This study has included an analysis of

numerous outcome variables that may be achieved through training and these; improve

performance, employee wage increment, and increase in productivity, employee job satisfaction,

motivation, and absent of employee absenteeism (Kaufman & Hotchkiss, 2006).

27
2.4 Summary of Literature Review

Although the literature strongly suggests a direct relationship between rewards and employee

performance, job recruitment, training and performance as well as employee attitudes, there is

little empirical support for this suggestion. There is need to provide such empirical support. The

purpose of this study was therefore, to explore the relationship between reward, recruitment and

training on employee performance and its perceived impact on employee attitudes. The empirical

data has suggested a perceived gap by the employees between training attitudes and job

proficiencies. The study has elaborated the extent of previous research by exploring participant

attitudes in an academic Non-Governmental institution (NGO) like Aber Hospital on the effects

of recruitment on employee performances. The hypotheses in this study specifically has

addressed the relationship between employees with training experiences who have positive

attitudes about training and performance, and how those positive training attitudes are perceived

to improve job proficiency.

The study has determined cultural variations between academic staffs of Aber Hospital and non-

academic staffs in NGO sector (Aber Hospital) by assessing attitudinal differences in relation to

training and development on employee performance and has compared the result of these

assessments. However, the management theorists like Taylor relate performance to

specialization, division of work and employee compensation, while Abraham Maslow hierarchy

of needs relates performances to both financial and non-financial rewards. Recent scholars like

Kass (2008) links performance to fair treatment of employees. This study therefore intends to

find out if it can be appreciated in Non-Governmental Organization (NGO) like Aber Hospital,

whether employees are put first in the centre of all the organizational activities in order to

improve performance. Therefore, the Human Resource Managers should be responsible for

28
understanding the employees and relating to employees as individual by identifying individual

needs and career goals, identify areas that suffer lack of knowledge and insufficient training, and

accordingly provide remedial measures in the form of workshops and seminars, Recruiting the

required workforce and making provisions for promised payroll and benefits, Implementing

resource strategies to subsequently create and sustain competitive advantage and empowerment

of the organization to successfully meet strategic goals by managing staff effectively

29
 CHAPTER THREE

METHODOLOGY

3.1 Introduction

This chapter presents the appropriate methods that were used in data collection. It has described

and discussed the research design, study population, sample size determination, sampling

techniques, data collection methods, data collection instruments, validity and reliability, data

collection procedures, data analysis, measurement of variables and ethical considerations.

3.2 Research Design

A research design is the arrangement of conditions for collection and analysis of data in a way

that combines relevance of research purpose with economy in procedure (Kothari, 1990). The

study adopted a cross sectional survey design. A cross sectional survey was used in distributing

questionnaires in order to get valid information. Cross sectional survey design is the selection of

a small sample of people from a bigger population to act as an inference. Surveys are designed

to show how things are at a specific time. In survey research, independent and dependent

variables are used to define the scope of study (Nachmias, 1981). In this study, survey design has

helped in measuring variables and examining relationships as recommended by Fowler (1993). A

cross sectional survey design was adopted because it has helped the researcher to gather data

from a small sample to make inference about the wider population. A cross-sectional study is

carried out at one time point or over a short period. The benefit of a cross-sectional study design

is that it allows researchers to compare many different variables at the same time. They are

usually conducted to estimate the prevalence of the outcome of interest for a given population. In

30
this way cross-sectional studies provide a 'snapshot' of the outcome and the characteristics

associated with it, at a specific point in time

3.3 Study Population

The study population was 200 people. A total of 179 people were sampled. The employees of

Aber Hospital that were sampled include; top management 7 and these are administrator, human

resource person, medical director, senior nursing officers, senior accountants and board of

directors. The study population also involved those who are directly or indirectly affected by the

employee performance in Aber Hospital. These are the patients and the local communities

around. A total of 20 patients were sampled from different wards and 50 people from the

communities around were accessed.

3.4 Sample Size Determination

The researcher has used sample size determination table as recommended by Morgan and

Krejcie (1970). For example, if the number of population is 20, the sample size should be 19, N

is 30, then S is 28, N is 40 then S is 36, etc. “N” in this case is the population size and “S” is the

sample size.

31
Table 3.1 Showing the Sample Size and Selection Technique

Category Population Sample Sampling technique

Top management 7 7 Purposive

Middle management 10 10 Purposive

Medical Staffs 50 48 Simple random

Non- support staffs 50 48 Convenient sampling

Patients 20 18 Simple random

Local communities 50 48 Simple random

TOTAL 200 179

Source: Primary data

Although there were many employees in Aber Hospital, the sample was taken as a proportion of

members in different departments. Table 2 above indicates that the total accessible population of

the study is 200 but due to time and financial implications an appropriate sample size 179 would

be adequate by using Krejcie and Morgan (1970) rule of thumb. After comparing the different

approaches of sample size, the researcher opted for sample size of 179 respondents as a

representative sample.

3.5 Sample Techniques Procedures

In determining the sample size, both probability and non-probability technique were used. In

probability method, the study adopted simple random sampling because it avoids biasness as

recommended by (Amin, 2005). In non-probability, the study has used purposive and convenient

sampling techniques because they can zero on people that are critical for research.

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3.6 Data Collection Methods

In this section, the study has used the data collection methods of key informant interview,

questionnaires survey and documentary review.

3.6.1 Interview

The interview was used to all categories of employees in Aber Hospital; top, middle, lower and

also the community around the organization in order to get clear information. This was used to

clarify the data collected from questionnaires. It was also used in order to add more information

which has not been got from questionnaires and documentaries. The advantage of using

interview was that, it allowed on spot explanations, adjustments and variation can be introduced

during data collection process and through respondent‟s incidental comments, use of facial and

body expressions, tone of voice, gestures, feelings and attitudes (Amin, 2005, p.g 178). The

study adopted this method because it gave opportunities to probe further in-depth information

especially where the questions were not all understood. It helped in Capturing verbal and non-

verbal questions, it Keep focus during data collection, the interviewer is the one that has

control over the interview and can keep the interviewee focused and on track to completion. It

captures emotions and behaviors which may not able to capture verbally.

3.6.2 Questionnaire Survey

According to Babbie & Mouton (2001) a questionnaire is a set of written questions or statements

to which the research subjects are to respond in order to provide data which are relevant to a

research topic. The questionnaire was administered from office to office since all respondents

were confined in one location. This was the best method of collecting data from the top

management staff of Aber Hospital since they can read and understand and conceptualized ideas.

33
The questionnaires were structured with close ended questions and close ended questions. It was

formulated from the objectives. The study has used questionnaires because of the nature of the

data which seeks for feelings and perceptions of respondents given the time available and the

objective of the study. Questionnaires were used to avoid subjectivity that results from close

contact between researcher and the respondents. The questionnaire is preferred because it was

used to collect a lot of information over a short time and was less expensive.

3.6.3 Documentary Review

The researcher checked the available literatures that concerns Aber Hospital. This included

documents from District Health reports of Oyam district, document from different departments

within Aber Hospital and documents from Ministry of Health that concerns Aber hospital

employee performance. The study critically analyzed them, recorded and got the appropriate

writings that concerns organization of Aber Hospital and its management system. The

advantages in conducting documentary research are that, the researcher had access to

information that was difficult to get from people in a formal research interview. It helped

researcher in collection of data over a longer period of time as well as larger samples than

might be collected from questionnaires or interviews. It also helped the researcher to collect

some documents that have contain spontaneous information, such as feelings and refer to actions

that are recorded in a specific context, not with a view to answering a particular research

question.

Confessional documents have given the researcher an insight into how people see things or how

they want Aber Hospital management to improve on employee performance. The documents

reviewed by the researcher included the facts that are relatively low cost, because the documents

were easily accessible and already located in workplace and in the internet.

34
3.7 Data Collection Instruments

The study had use appropriate instrument for each method. In Key informant Interview, the

researcher has used interview guide, in questionnaire survey the researcher has used

questionnaire, and in documentary review, the study has used documentary review checklist.

3.7.1 Interview Guide

An interview guide is an oral questionnaire where the researcher gathers data through direct

verbal interactions with the respondent (Amin, 2005). The oral questions were opened ended or

closed ended. The interviews were both structured and semi- structured. The study have used

interview guide because it gave room for probing and making clarifications.

3.7.2 Questionnaire

The questionnaire is a carefully designed instrument for collecting data in accordance with the

specifications of the research questions and hypotheses (Amin, 2005). Questionnaires were open

ended and closed ended questions. The study has used questionnaires because it gathers large

amount of information within short period of time and data can easily be analyzed quantitatively

(Amin, 2005).

3.7.3. Documentary Review Checklist

These are lists of documents that the study has consulted in order to get relevant data for the

study. It has helped the study to verify facts especially during data collection (Amin, 2005).

35
3.8 Validity and Reliability

Validity and reliability was obtained by assessing the questionnaire items during their

construction.

3.8.1 Validity

Is the accurateness of information; In order to ensure validity of data, the researcher has used the

appropriate instruments for each data collection method. All data were subjected to scrutiny and

interpretation without biasness. There was pre- testing of all the above mentioned instruments by

first administering the questionnaires to Nsambya hospital staffs in Kampala to ensure that

questions are clear and understood by the respondents. This has helped in rectifying the

inadequacies in the instruments before administering them (Sekaran, 2003). The researcher has

consulted supervisors and experts on appropriate questions and questionnaires to be used. All

questionnaires were subjected to factor analysis as well as rating and the context validity index

was computed. It should be 0.7 and above, below this, then the data indicates incorrectness.

3.8.2 Reliability

It is the ability of the instrument to collect the same data which is consistent, reliable to the

previous results after repeated trials or tests (Gravetter & Forzano, 2009). The researcher has

repeated the procedures of data collection with appropriate instruments to discover reliability.

There was a pre- test and the result got was used to verify the reliability of the data. Then

Crencbach‟s Alpha coefficient was computed to determine how items correlate among

themselves. It has ranged from 0-1. A high co-efficiency indicated reliability of data. The tables

3.2, 3.3 and 3.4 below shows the validity and reliability statistic of the data collected at pre-test.

36
Table 3.2: The Reliability Statistics indicating the relationship between reward

management and employee performance at pre-test

Cronbach's Alpha Based on

Cronbach's Alpha Standardized Items N of Items

.831 .833 15

The above table shows reliability coefficients from the test. It indicates that reward management

and employee performance had an alpha coefficient of 0.813 at pre-test and later standardized to

0.814. Since Cronbach Alpha is used to measure internal consistency, the results in the table in

table 3.2 show that there is a good internal consistency in the items in the scale.

Table 3.3: Reliability Statistics indicating the relationship between recruitment

management and employee performance at pre-test

Cronbach's Alpha Based on

Cronbach's Alpha Standardized Items N of Items

.851 .851 6

The above table shows reliability coefficients from the test. It indicates that recruitment had an

alpha coefficient of 0.851 at pre-test and later standardized to 0.851. Since cronbach Alpha is

used to measure internal consistency, the results in the table 3.3 show that there is a good internal

consistency in the items in the scale.

37
Table 3.4: Reliability Statistics indicating the relationship between training management

and employee performance at pre-test

Cronbach's Alpha Based on

Cronbach's Alpha Standardized Items N of Items

.829 .830 9

Table 3.4 shows reliability coefficients from the test. It indicates that training management had

an alpha coefficient of 0.829 at pre-test and later standardized to 0.830. Since cronbach Alpha is

used to measure internal consistency, the results in the table 3.4 show that there is a good internal

consistency in the items in the scale.

3.9 Procedures of Data Collection

The researcher got introduction letter from the UMI administration to help introduced himself to

Aber Hospital. The researcher collected data; data were processed, analyzed and reported in

written form. Face to face interviews were carried out by the researcher with key informants. The

research also administered questionnaires to respondents and documentary review was done.

Questionnaires were administered personally by the researcher and three research assistants. All

the items on questionnaires were checked and respondents were given general instructions before

start to complete the questionnaires. The interview guide was administered by the researcher to

the intended participants. The researcher built rapport with the interviewee and asked them how

best the interview can be handled. The researcher recorded the proceedings as adequately and

accurately as possible.

38
3.10 Data analysis and Interpretation

The researcher has used both qualitative and quantitative techniques for data analysis.

Quantitative analysis was used in interpreting numerical data while qualitative analysis was used

in interpreting non- numerical data.

3.10.1 Quantitative Data Analysis

In quantitative technique, questionnaires were administered and were coded, sorted, categorized

and fed into the computer using statistical package for social sciences (SPSS). Data were

analyzed using frequencies, percentages, means and standard deviation. Correlation analysis was

used to show the relationship between variables. Pearson‟s correlation coefficient and the

significance levels were used to test the hypotheses at the 99% and 95% confidence levels in the

correlation analysis. A positive correlation would imply positive relationships between variables

while a negative correlation would imply negative relationships.

3.10.2 Qualitative Data Analysis

In qualitative analysis, the researcher has used the content analysis technique to analysis data

(Amin, 2005). This technique involved first; conducting face to face sessions between key

informants where all conversations were recorded in a book. Thereafter, all interview content

were reviewed and only extracts with relevancy to the study were presented in a narrative forms,

placed in quotes and was used to supplement on the quantitative data that were obtained from the

questionnaires. Interviews were arranged according to objectives and content scope. It was

interpreted and explained.

39
3.11 Measurement of Variables

The researcher has used the both the nominal scale and ordinal scale in measurement of data.

Nominal scaling was uses basically for naming like gender, age, religion while ordinal scale was

used in ranking the data. The researcher has used Likert scale rate system to rate the opinions of

respondents. Example; strongly agree is (5), agree (4), not sure (3), disagree (2) and strongly

disagree (1).

The advantageous side of the Likert Scale is that they are the most universal method for survey

collection, therefore they are easily understood. The responses are easily quantifiable and

subjective to computation of some mathematical analysis (Likert, 1932). Since it does not require

the participant to provide a simple and concrete yes or no answer, it does not force the participant

to take a stand on a particular topic, but allows them to respond in a degree of agreement; this

makes question answering easier on the respondent (Likert, 1932). Also, the responses presented

accommodate neutral or undecided feelings of participants. These responses are very easy to

code when accumulating data since a single number represents the participant‟s response. Likert

surveys are also quick, efficient and inexpensive methods for data collection. They have high

versatility and can be sent out through mail, over the internet, or given in person (Likert, 1932).

3.12 Ethical Considerations

Ethics is a moral philosophy which deals with one‟s conduct and serves as a guide to one‟s

behavior (Mugenda & Mugenda, 2003). Researcher should not take the study as a personal gain

with negative effects on others; they must be people of integrity. This study has taken into

account the following ethical issues; plagiarism and fraud; to avoid this, the researcher

acknowledged all the work of others which have been consulted or reviewed in relation to this

study. However, fraud refers to situation where the researcher fakes data (Mugenda & Mugenda,

40
2003). The study also protected the identity of the respondent in order to avoid being misquoted

by others. It also kept the confidentiality of all data and privacy of individuals contacted in this

study. It has also taken into account physical or a psychological damage that may arise due to

inappropriate questions or conducts to the research respondents (Mugenda & Mugenda, 2003).

41
 CHAPTER FOUR

PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS

4.1 Introduction

This chapter presents the findings of the study according to the objectives which were; to assess

the effects of reward management on employee performance in Aber hospital; to find out how

recruitment has affected the employee performance in Aber hospital and to find out the

relationship between training and employee performance in Aber Hospital. The results of the

study are presented, analyzed and interpreted in the context of the study based on the predefined

objectives presented in chapter one.

4.2 Response Rate

This refers to the percentage of people who responded to the study (Mugenda & Mugenda,

2003). This is calculated by dividing the number of the completed surveys by the total number of

respondents that were contacted and then multiplying the results by 100. This same procedure

can be done for each item in the questionnaire to determine the response rate for the respondents

in Aber Hospital. However, if the response rate is 50% or less, it shows that the data is

inadequate for analysis, but if the response rate is 60%, it indicate that the data is good for

analysis and if it is 70% and above, then the data is very good for analysis. “The researcher

should use all means to increase the response rate in order to have a representative sample for

meaningful generalization” (Mugenda & Mugenda, 2003, p.83).

42
Table 4.1 Response Rate of the Study

Category of Population Sample Size No of Response Rate (%) Non Response

Employees Size respondents Rate (%)

Top management 7 7 7 0 0

Middle 10 10 10 0 0
management

Staffs 75 48 46 28.04 0.01

Non- support 75 48 45 27.4 0.02

Staffs

Patients 40 18 18 00 00

Local 100 48 40 83.3 4.9

Communities

Total 300 179 166 92.7 8.4

Source: Primary data

From the table 4.1 above, the study had a high response rate of 92.7% (n=166) of the respondents

who answered the questionnaires and key informants interview. However, only 8.4% (n=13) did

not respond to the questionnaires and key informants interview. This response rate is a result of

the nature of the questionnaire design and key informants interview design which was used

namely: closed ended questions in questionnaires were used and structured interview schedules

were used where structured questions were categorized in a way that the interviewer simply

checks the respondent‟s response (Mugenda & Mugenda, 2003). The interviewer also used semi-

structured interviews; this is where some structured questions were asked with some open ended

questions which was clear and easy to be understood by the respondents.

43
4.3 Demographic Characteristics

The demographic characteristics included, age, gender, level of education and time or year of

service in the organization by the respondents. The study has analyzed the perception and

attitudes of workers between the age of 18-30, 30 years and above basing on how rewards,

recruitment and training practices in Aber hospital has affected their performance. It has also

examined the attitudes of female to male in relationship to the human resource management

practices of rewards, recruitment and training towards their performance. It has also examined

workers with educational level of certificate, diploma, degree on how they perceived rewards,

recruitment and selection systems in Aber hospital. Lastly the study has also assessed the

workers who have spent 1-3 years, 4-6 years and 7 years and above in Aber hospital on how

rewards, recruitment and training affected their performance.

4.3.1 Age composition

The majority of the respondents were aged 30 years (66.7 %) and above and those aged below 30

years accounted for (33.3 %) percent as shown below. This also implied that there was a good

representation of all the ages as presented in table 4.2 below.

Table 4.2 Age of the Respondent

Frequency Percent (%)

<30YEARS 60 33.3

≥30YEARS 106 66.7

Total 166 100.0

Source: primary data

44
Table 4.2 implies that, the middle aged workers in Aber Hospital enthusiastic in developing their

talents and skills and most importantly service delivery (Aber hospital Annual reports, 2014). As

such they tend to work hard and their working condition needs to be regulated by motivating

their efforts through availing them with unlimited freedom. They also tend to settle in one

workplace.

4.3.2 Gender of Respondents

In all the respondents in the study, 60 % were female while 40 % were males. This implies that

the majority of the respondents were females as show table 4.3 below:

Table 4.3 Gender of the Respondent

Frequency Percent

MALE 65 40.0

FEMALE 101 60.0

Total 166 100.0

Source: primary data

From the above table 4.3, The hospital is mainly staffed with female employees, As with most

hospitals these statistics are not exclusive (Employees record, 2014). There are often more

female related tasks in the hospital and this should guides human resource recruitment and

selection procedures in giving employment.

45
4.3.3. Educational level

Majority of the respondents were certificate holders accounting for 56.7%, followed by Diploma

holders 26.7 % and degree 16.6 % as show in the table 4.4 below.

Table 4.4 Level of Education of the Respondent

Frequency Percent (%)

CERTIFACTE 101 56.7

DIPLOMA 45 26.7

DEGREE 20 16.6

Total 166 100.0

Source: Primary data

From the above table 4.4, the nature of work in Aber hospital determines the workforce recruited

to perform designated tasks towards the achievement of the hospitals mission and vision. The

statistics on the education status of employees under Aber hospital revealed that there are more

tasks requiring certificate holders than any of the other education level. This includes; nursing

assistants, mid wives, laboratory assistants, Enrolled nurses, nursing officers and clinical

officers. Therefore, the majority of employees in Aber hospital are certificate and diploma

holders. This is an indicator that, Aber hospital needs more training of employees and career

development in order to improves on its services (Aber hospital employee records, 2014)

4.3.4 Year of service in Aber hospital

Analysis of the years of service of the respondents in Aber hospital revealed that 40% of the

respondents had spent more the six years of service. However, 26.7% had spent 4-6 years in

service and 33.3% had spent between 1-3 years in Aber hospital as shown in the table 4.5 below.

46
Table 4.5 Years of Service in Aber Hospital

Frequency Percent

1-3 years 60 33.3

4-6 years 45 26.7

>6 years 61 40.0

Total 166 100.0

Source: Primary data

From the above table 4.5, majority of the employees had spent more years of service in Aber

Hospital implying that employees tend to get settled after working in the hospital for a long time.

4.4 The Effects of Reward management on Employee Performance

This first objective was to investigate on how the intrinsic and extrinsic rewards can affect

employee performance in Aber hospital. The descriptive statistic below shows the percentages,

number, mean and standard deviation of the respondent‟s views and opinions of the effects of

rewards on employee performance in Aber Hospital. The descriptive statistics in table 4.6 below

shows the effects of reward management practices on employee performance at Aber hospital. It

indicates the number of the population sampled the percentages, the mean and standard deviation

basing on the rating of each questionnaire; strongly agree, agree, not sure, disagree and strongly

disagree.

47
Table 4.6: Rewards and Employee Performance in Aber Hospital
REWARD MANAGEMENT Strongly Agree Not Disagree Strongly Mean Std.
PRACTICES Agrees (%) Sure (%) Disagree Deviation
(%) (%) (%)
Extrinsic Rewards SA AG NS DA SDA
Aber hospital has a good reward 10(11.1) 42(46.7) 18(20.0) 16(17.8) 4(4.4) 3.20 .889
system for its employees
The salary is sufficient to meet my 7(7.8) 28(31.1) 9(10.0) 42(46.7) 4(4.4) 2.91 1.128
basic needs
My payment is related to my 14(15.6) 18(20.0) 16(17.8) 38(42.2) 4(4.4) 3.00 1.199
work.
The payment does not motivate 21(23.3) 29(32.2) 19(21.1) 13(14.4) 8(8.9) 3.47 1.247
me to work hard
Intrinsic Rewards
Non-financial benefits given to 8(8.9) 40(44.4) 15(16.7) 19(21.1) 8(8.9) 3.14 1.045
me motivates me to work
My promotion and that of my 9(10.0) 28(31.1) 22(24.4) 13(14.4) 18(20.0) 2.97 1.293
friends are done based on merit.
Aber hospital always reward the 10(7.7) 8(8.9) 37(41.1) 26(28.9) 12(13.3) 2.96 1.842
best workers with bonus pay
Aber hospital expose me to 8(8.9) 40(44.4) 15(16.7) 19(21.1) 8(8.9) 3.19 1.405
outside opportunities
The job design motives me at 7(7.8) 37(41.1) 19(21.1) 16(17.8) 11(12.2) 3.14 1.176
work
The hospital gives bonus pay 11(12.2) 1(1.1) 13(14.4) 44(48.9) 21(23.3) 2.43 1.642
during work leave
The working condition is good 10(7.7) 40(44.4) 9(10.0) 22(24.4) 9(10.0) 2.89 1.096
and motivates me to work hard
Aber hospital gives free medical 40(44.4) 21(23.3) 8(8.9) 12(13.3) 9(10.0) 4.32 1.373
treatment to its workers
Tasks are divided basing on the 17(18.9) 40(44.4) 3(3.3) 20(22.2) 10(7.7) 3.68 1.058
field of my specialization and this
has motivated me to work
There is consistency of standards 10(11.1) 50(55.6) 15(16.7) 11(12.2) 7(7.8) 3.83 1.247
that motivates me in doing work
There is much freedom in doing 3(3.3) 48(53.3) 3(3.3) 31(34.4) 5(5.6) 3.18 1.118
work that motivates me to
perform better
Average mean is 3.22, minimum is 2.433 and maximum is 4.32

Source: Primary data

48
The above table 4.6 shows how the employees in Aber Hospital were intrinsically and

extrinsically rewarded in order to achieve high performance. Under intrinsic rewards;

measurement was based on management appreciating health workers through recognition,

feedback/ communication, building of trust and relationships, praising them for the work well

done, supervisors guiding them during work and health workers being valued for their

achievements other than financial benefits. According to the study, most of the means for the

fifteen questions we used to test for reward management and employee performance in Aber

hospital range between m=2.433 and m=4.32. When measured against the five points of Likert

scale, all the fifteen items translate to the disagreement to the positive statement that reward

management affects employee performance in Aber Hospital. The average mean for all the

means for the fifteen positive statements was m=3.22 which indicates that, management of Aber

Hospital does not give them enough pay (46.7%), and (41.1%) are not sure whether during work

leave they have received any bonus pay. This is an indicator that employees in Aber hospital are

not properly motivated. Therefore, there is need to improve on employees motivation in order to

achieve better performance and services at Aber hospital.

4.5 Reward Management Cross Tabulation

The table 4.7 below shows the respondents views and opinions in line of reward management

and employee performance in Aber Hospital. The data was collected using questionnaires and

key informants interview. However, Likert scale was used in ranking the data ranging from 1-5,

with 5 indicating strongly agree, 4 agree, 3 not sure. 2 disagree and 1 strongly disagrees. Agree

was combined with strongly agree to come up with an agreement side and strongly disagree with

disagree to constitute the disagreement side. This was the case for all the variables including both

dependent and independent variables as seen in table 4.7 below.

49
Table 4.7 Reward Management and Employee Performance Cross Tabulation

Employee Performance
Strongly Strongly
Disagree/Disagree Agree/Agree Total
Reward Strongly Count 41 54 95
Management Disagree/Disagree % within 77.8% 42.9% 53.3%
Employee
Performance
Strongly Count 12 72 84
Agree/Agree % within 22.2% 57.1% 46.7%
Employee
Performance
Total Count 53 126 166
% within 100.0% 100.0% 100.0%
Employee
Performance
Source: Primary data

From Table 4.7 above, Out of 166 population, 41 respondents (77.8%) strongly

disagreed/disagreed that reward management does not affect employee performance. However,

54 respondents (42.9%) strongly agreed/agreed that reward management affects employee

performance. Comparing the percentages by subtracting strongly Agree/Agree from strongly

Disagree/Disagree, 34.9% were more likely to strongly disagree/disagree that reward

management affects employee performance and the total of 77.8% and 22.2% was 100% as

shown above in the table 4.7.

Out of the 166 population, 84 responded to the key informants‟ interview. Out of these 84

respondents of the interview, 12 respondents (22.2%) strongly disagreed/disagreed that reward

management does not affect employee performance. However, 72 respondents (57.1%) strongly

agreed/agreed that reward management affects employee performance. Thus majority of the

respondents strongly Agreed/Agreed that reward management affects employee performance.

50
This shows that employees can perform better when they are being motivated than when they are

not being motivated.

4.5.1 The Pearson Correlation Coefficient (r)

Pearson correlation coefficient (r) is a technique used for investigating the relationship between

two sets of data. The Pearson correlation coefficient lies between -1 and +1. The closer r is to +1

means there is a positive relation and high correlation (Mugenda & Mugenda, 2003). However,

to make a conclusion Pearson correlation coefficient was used to test for statistical significant

relationship between reward management and employee performance. Pearson correlation

coefficient was used to determine if reward management affects employee performance at 5%

level of significance.

Table 4.8 Pearson Correlations for Reward management and employee performance

Reward Management Employee Performance

Reward Management Pearson Correlation 1 .321
Sig. (2-tailed) .014
N 166 166
Employee Performance Pearson Correlation .321 1
Sig. (2-tailed) .014
N 166 166
Correlation is significant at the 0.05 level (2-tailed)

The table 4.8 above shows Pearson‟s Correlation coefficient r= 0.321 between Reward

Management and Employee Performance which suggests that the two variables are related. The

r=0.321 between Reward Management and Employee Performance suggest that there is a weak

positive relationship between reward management and employee performance. Thus an increase

in reward management would result into improvement in Employee performance in Aber

Hospital (Blanchard & Thacker, 2003). Pearson correlation coefficient was used to test the

51
hypothesis one; namely: the reward management significantly affects the employee performance

in Aber hospital.

Since P=0.14 ˂ α = 0.05 we reject the null hypothesis and accepts the alternative hypothesis by

concluding that there is a statistical linear relationship between Reward Management and

Employee Performance in Aber hospital.

4.6 The Effects of Recruitment on Employee Performance at Aber Hospital

The second objective was to find out how recruitment has affected employee performance in

Aber hospital. Recruitment was viewed from internal recruitment and external recruitment and

how they have affected the performance of employee in Aber Hospital. The descriptive statistics

below shows the number, mean and standard deviation of the respondent‟s views and opinions

regarding the effects of recruitment and selection on employee performance in Aber Hospital and

this is seen in table 4.9 below.

52
Table 4.9 Descriptive Statistics of Recruitment and Employee Performance in Aber
Hospital
Recruitment and Selection Strongly Agree Not Disagree Strongly Mean Std.
Agree (%) (%) Sure (%) Disagree Deviation
(%) (%)
Internal recruitment
Aber hospital has a long term 6(6.7) 27(30.0) 30(33.3) 24(26.7) 3(3.3) 2.97 .841
plans for its internal recruitment

Aber hospital has a developed 19(17.3) 40(44.0) 18(20.0) 10(11.1) 6(6.7) 3.69 1.466
internal human resource manual
for its recruitment
Aber hospital has a standard 4(4.4) 46(51.1) 21(23.3) 15(16.7) 4(4.4) 3.39 .870
policy for internal recruitment
External Recruitment

Aber hospital recruits its workers 10(11.1) 60(66.7) 6(6.7) 10(11.1) 4(4.4) 4.07 1.188
externally based on appropriate
skills
Aber hospital always estimate the 7(7.7) 41(45.6) 18(20.0) 13(14.4) 11(12.2) 3.36 1.538
future external demand for its
organizational employee
Workers are recruited externally 9(6.6) 50(55.6) 22(24.4) 7(7.8) 5()5.6 3.80 1.182
basing on right procedures

Average 3.544 minimum 2.967 maximum 4.067

From the above table 4.9 the means for the six questions we used to test for recruitment on

employee performance in Aber hospital range between m=2.967and m=4.067 When measured

against the five points likert scale, all the six items translate to an agreement to the positive

statement that recruitment and selection affects employee performance in Aber Hospital. The

average mean for all the means for the six positive statements was m=3.54 which altogether

translates to an agreement to the statement that recruitment affects employee performance in

Aber hospital.

53
Table 4.10 Recruitment and Employee Performance Cross Tabulation

Employee Performance

Strongly
Disagree/Disagre Strongly
e Agree/Agree Total

Recruitment & Strongly Count 23 49 72

Selection Disagree/Disa % within 44.4% 38.1% 40.0%
gree Employee
Performance

Strongly Count 29 78 107

Agree/ Agree % within 55.6% 61.9% 60.0%
Employee
Performance

Total Count 52 127 179

% within 100.0% 100.0% 100.0%

Employee
Performance
Source: primary data

Table 4.10 above, Out of 166 population, 23 respondents (44.4%) strongly disagreed/disagreed

that recruitment management does not affect employee performance. However, 54 respondents

(38.1%) strongly agreed/agreed that recruitment and management affects employee performance.

Comparing the percentages by subtracting strongly Agree/Agree from strongly

Disagree/Disagree 5.5 % were more likely to strongly disagree/disagree that recruitment and

selection management affects employee performance and the total of 44.4% and 55.6% was

100% as shown above in the table. This is a predictor that majority of employees are not

convinced of the recruitment systems in Aber hospital (Oyam district health reports, 2014).

54
Out 166 populations, 29 respondents (55.6%) strongly disagreed/disagreed that recruitment

management does not affect employee performance. However, 72 respondents (61.9%) strongly

agreed/agreed that recruitment management affects employee performance. Thus majority of the

respondents strongly Agreed/Agreed that Recruitment and selection affects employee

performance. However to make a conclusion Pearson correlation coefficient was used to test for

statistical significance between Recruitment and employee performance. Pearson correlation

coefficient was used to determine if recruitment affects employee performance at 5% level of

significance.

Table 4.11 below shows the level of co -efficiency of recruitment and employee performance at

Aber hospital. The table suggests that Recruitment and Employee Performance are related. The

co-efficiency r=0.559 between Recruitment and Employee Performance suggest that there is a

moderate positive relationship between Recruitment and employee performance. Thus an

increase in Recruitment would result into improvement in Employee performance in Aber

Hospital.

Table 4.11 Pearson Correlations for Recruitment and Employee Performance

Employee Performance Recruitment

Employee Performance Pearson Correlation 1 .559

Sig. (2-tailed) .455

N 166 166

Recruitment & Selection Pearson Correlation .559 1

Sig. (2-tailed) .455

N 166 166
Correlation is significant at the 0.05 level (2-tailed)

Source: Primary data

55
From the above table 4.11, Since P=0.559 < , we reject the null hypothesis and accept

the alternative hypothesis by concluding that that there is a statistical linear relationship

recruitment & selection and employee performance in Aber hospital.

4.7 The effects of Human Resource Training on Eemployee Performance at Aber

Hospital.

This third objective was to assess the relationship between internal trainings such as workshops,

coaching, mentoring, seminars and presentations and external trainings such as further studies,

external workshops, conferences and external seminars on employee performance in Aber

hospital. The descriptive statistics in table 4.12 below shows the number, percentage, mean and

standard deviation of respondents‟ views and opinions on the effects of training on employee

performance in Aber hospital.

56
Table 4.12 Human Resource Training and Employee Performance at Aber Hospital

Human Resource Training Strongly Agree Not Disagree Strongly Mean Std.
Agree (%) Sure (%) Disagree Deviation
(%) (%) (%)
Internal Training
Aber hospital give workshops, 18(20.0) 50(55.6) 9(10) 7(7.8) 4(4.4) 3.94 1.301
seminars and trainings to its
employees internally
Employees get appropriate 15(16.6) 50(55.6) 10(11.1) 6(6.7) 9(10) 3.96 1.208
internal training needed for
their right job
Aber hospital makes 8(8.9) 59(65.6) 7(7.8) 13(14.4) 3(3.3) 3.53 .864
significant effort to develop
workers internally by
mentoring

Management of aber hospital 16(17.7) 33(36.7) 29(32.2) 6(6.7) 6(6.7) 3.66 1.439
undergoes frequent internal
training to match the task of
work
External Training
Training gaps are identified 9(10.0) 56(62.2) 10(11.1) 11(12.2) 4(4.4) 3.56 .766
and appropriate training is
given to workers
The supervisors give 5(5.6) 65(72.2) 11(12.2) 6(6.7) 3(3.3) 3.64 .754
appropriate skills to workers
during supervision of work
basing on external skills
The hospital has trained me 3(3.3) 63(70.0) 9(10.0) 13(14.4) 3(3.3) 3.78 1.216
externally on rules and
procedures in doing work.
Employee receives further 9(10.0) 19(21.1) 20(22.2) 29(32.2) 13(14.4) 3.20 2.173
training ,scholarship or
sponsors
The job allocation to me 16(17.8) 51(56.7) 5(5.6) 11(12.2) 7(7.8) 3.78 .969
match the skills i have
acquired in training
Average mean 3.67 minimum 3.20 and maximum 3.96
Source: Primary data

From the above table 4.12, the means for the nine questions we used to test for Human Resource

Training and employee performance in Aber hospital range between m=3.20 and m=3.96.

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When measured against the five points Likert scale, all the nine questions translate to an

agreement to the positive statement. The average mean for all the means for the six positive

statements was m=3.67 which altogether translates to an agreement to the statement that can be

used to determine the employee performance in Aber Hospital.

Table: 4.13 Human Resource Training and Employee Performance Cross tabulation

Employee Performance
Strongly Strongly
Disagree/Disagree Agree/Agree Total
Human Resource Strongly Count 12 25 37
Training Disagree/Disagree % within Employee 22.2% 19.0% 20.0%
Performance
Strongly Count 41 101 142
Agree/Agree % within Employee 77.8% 81.0% 80.0%
Performance
Total Count 53 126 179
% within Employee 100.0% 100.0% 100.0%
Performance
Source: primary data

Table 4.13 above, Out of 166 population, 12 respondents (22.2%) strongly disagreed/disagreed

that training management does not affect employee performance. However, 25 respondents

(19.0%) strongly agreed/agreed that training management affects employee performance.

Out of the 166 population, 41 respondents (77.8%) strongly disagreed/disagreed that training

management does not affect employee performance while 101 respondents (81.0%) strongly

agreed/agreed that training management affects employee performance. Thus majority of the

respondents strongly Agreed/Agreed that Human Resource Training affects Employee

performance. However to make a conclusion Pearson correlation coefficient was used to test for

statistical significance between Human Resource Training and Employee Performance. Pearson

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correlation coefficient was used to determine if human resource training affects employee

performance at 5% level of significance.

The table 4.14 below shows how the hypothesis that training significantly affects employee

performance at Aber hospital was tested at significant level of 2-tailed test.

Table 4.14 Pearson Correlations of Human Resource Training and Employee

Performance

Employee Performance Human Resource Training

Employee Performance Pearson Correlation 1 . 36

Sig. (2-tailed) .049

N 166 166

Human Resource Pearson Correlation . 36 1

Training Sig. (2-tailed) .049

N 166 166
Correlation is significant at the 0.05 level (2-tailed)

Source: Primary data

The table 4.14 above shows the Pearson‟s Correlation coefficient r= 0.360 between human

resource training and employee performance which suggests that the two variables are related.

The r=0.360 between human resource training and employee performance suggest that there is a

moderate positive relationship between human resource training and employee performance.

Thus an increase in Human Resource Training would result into improvement in Employee

performance in Aber Hospital. Pearson correlation coefficient was used to test the hypothesis.

Since P=0.360 < , we reject the null hypothesis and conclude that there is a statistical

linear relationship Human Resource Training and Employee Performance in Aber hospital.

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4.8 Summary

The purpose of this section was to statistically ascertain the impact of fair reward system on

employee‟s job performance in Aber Hospital, to show statistically how recruitment affects

employee performance in Aber hospital and to investigate on how training can statistically

affects employee performance in Aber hospital. The research statistical data has addressed the

extent at which improved rewards, recruitment and training can affects employee‟s job

performance in Aber hospital. A sample of respondents was determined at 5% level of

significance for sample error using Pearson correlation. This was selected from a population of

166 employees using simple random sampling method, purposive sampling and convenient

sampling for the purpose of questionnaire and key informants interview. The results indicated

that implementation of fair reward system, proper recruitment system and better employee

training in Aber hospital to a large extent can influenced employees‟ job performance positively.

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 CHAPTER FIVE

SUMMARY, DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This chapter presents the summary of the findings, discussions, conclusions and

recommendations of Human Resource Management Practices on Employee Performance in Aber

Hospital, Oyam District. The study aimed at examining the effects of Human resource

Management practices such as reward management, recruitment management and human

resource training on employee performance in Aber hospital.

5.2 Summary of the Findings

In this section, the study has discussed how reward management, recruitment and training have

affected the employee performance in Aber Hospital. The study has confirmed the hypotheses

which were discussed in chapter one if they statistically give an intelligent guess /answer to the

objectives of the study.

5.2.1 Reward Management and Employee Performance

Cross tabulation and the Pearson‟s correlation revealed that there is a significant relationship

between reward management and employee performance at 95% level of significance. The study

therefore confirmed the hypothesis that reward management practices significantly affect

employee performance at 5% Pearson Correlation statistical test and the result is P= 0.14 ˂ α =

0.05 which shows that, there is a weak positive relationship between reward management and

employee performance. This implies that, the performance of workers in Aber hospital is

basically determined by how intrinsically and extrinsically they are rewarded in terms of giving

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financial benefits, offering job security, recognition, gifts and conducive working environment.

This findings agreed with what (Blanchard & Thacker, 2003), employees are more motivated by

intrinsic rewards than extrinsic benefits.

The findings shows that there is a moderate positive relationship between intrinsic rewards and

employee performance in Aber hospital with a correlation of r=0.321. This implies that, the top

management in Aber hospital have not given much attention in recognizing health workers

efforts by not always appreciating their work, building trust and recognition of their good work

through feedbacks and communications and little bonus pay (8.9%). Hence, this indicates that,

health workers‟ performance in Aber hospital is greatly determined by how intrinsically they are

being rewarded (44.4%). Therefore employee performance can only be improved through

provision of intrinsic rewards specifically recognition, promotion, gifts and flexible working

hours.

The study has also found that extrinsic rewards has a weak positive relationship with majority of

employees claiming that the salary given to them is not sufficient enough (46.7 %), their

payment is not related to their work. They are under paid in relation to hours they spend on their

daily work (42.2%) and also some claimed that they do not receive enough quality gifts. This

implies that the relationship between extrinsic rewards and health workers performance in Aber

hospital is weak, but statistically significant. Therefore, the performance of health workers in

Aber hospital depends on how they are extrinsically being motivated by the management through

giving them enough incentives, gifts, offering them job security, promotion, bonus pay and

salary increment.

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5.2.2 Recruitment and Employee Performance

Cross tabulation and the Pearson‟s test revealed that there is a significant relationship between

Recruitment, selection and employee performance at 95% level of significance. Recruitment and

selection was found to have had a moderate positive influence on employee performance. The

Pearson test at 5% revealed P = 0.559 ˂ α =0.05, which is a clear indicator that recruitment and

selection affects employee performance. The majority of workers in Aber Hospital who

responded to the questionnaires (61.9%) do agree that, internal recruitment is done poorly in

Aber hospital. According to Aber hospital annual report (2014), some workers are recruited

without proper procedures, and their skills are beings doubted. This has made performance in the

department of very poor.

According to the evaluation reports of Oyam district health office (2013), the exercise of external

recruitment in Aber hospital is not done by private firms; vacancies are not truly advertised both

internally and externally to get competent candidates for job opening, even the recruitment

process has a lot of influences from the board members. They tend to bring in people whom they

know. This is being confirmed by the reliability statistics (0.834) level of significance, which

implies that recruitment significantly affects employee performance in Aber hospital.

5.2.3 Training and Employee Performance

Analysis also revealed the existence of a relationship between Human resource training and

employee performance. Employee training affects employee performance and this is being tested

at 5% Pearson level of significance which statistically revealed P = 0.360 ˂ α =0.05, therefore,

employee training is a good predictor to employee performance.

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The descriptive statistics shows that majority of employees agree that there is a weak positive

relation between internal training and employee performance in Aber hospital. However, internal

training has been conducted through workshops (55.6%), training seminar (55.6%), coaching and

conferences is done with maximum transparency and though training needs assessment is not

conducted very objectively (62.2%).

The study also found out that, Aber hospital commonly seems to be using external systems of

training its employees through job training programs like external workshops, seminars and

conferences. However, according to the interview analysis, there are no further studies given to

the workers at Aber hospital for over three years now (Aber hospital training reports, 2012).

5.3 Discussions of Findings

In this section, the researcher discusses the findings of the study. The discussion involves the

findings of other scholars in literature reviewed by the researcher on how rewards, recruitments

and training affect employee performance of health workers in Aber hospital, Oyam district. The

purpose was to discover the agreement and the disagreement between the study finding and other

scholars‟ findings. The findings of this study are discussed below

5.3.1 Reward Management and Employee Performance

The study found out that Aber Hospital has not adopted a competitive salary structure and

benefits system. However, reward practices were found to have a strong positive influence on the

employee performance and were statistically significant at P=0.14˂ α=0.05. This implies that

reward practices were good predictors of employee performance in Aber Hospital. The

hypothesis that reward practices (Ho) do not affect employee performance is rejected in favor of

alternative hypothesis (Ha) that rewards practices affects employee performance.

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This finding is consistent with Herzberg‟s theory (1959) of two factor theory that hygiene factors

are very important in improving job performance and once they are absent in the organization it

can lead to poor employee performance. As postulated by Armstrong (2000), reward

management is about how people are rewarded in accordance with their value to the

organization. Reward management should consist of organization‟s integral policies, processed

and practices for rewarding her employees in accordance with their contribution in terms of

skills, competence and their market worth.

According to Marchingtong and Wilkinson (1996), reward management is a motivational force

which management should take it serious in order to improve on performance. Aber hospital case

seems to be lacking this; some employees complained of get no benefits, other get but not

contented and yet other get but think it is not worth of the service they are giving . This can bring

division among workers and lack of commitment in fulfilling Aber hospitals objectives and

goals, hence impacting negatively on service delivery. Most workers in Aber hospital seems to

be entirely depending on their salary. According to Oyam District health reports (2013), all

employees in the district both in local government and private sector recommends that,

management of all the health sectors should try a way to motivate their workers. This should be

done by frequent communication and provision of flexible working hours to those employees

who are having much duty in the course of the work. The purpose of this recommendation was to

improve on the level of service delivery at the district. This is in conformity with what Wayne

and Mondy (2010) said; indirect compensation includes all the non monetary rewards which

bring satisfactions to the employees. It can be from the job itself or from psychological

satisfaction. This is called total rewards r compensation. It is necessary that Aber hospital may

consider a reward system which spreads across all the sections of employees, this will translate

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into commitment of most employees and thus positively impact on performance and service

delivery.

According to the interview analysis, the study also found out that performance related pay may

not be effective measure of employee performance with proposed reason that workers tend to

perform better when they are being appreciated, recognized and given material benefits inform of

gifts, good accommodation, work leave, work flexibility and training skills than physical cash.

This finding has confirmed Wayne and Mondy (2010) view that effective compensation is not

necessarily money but working environment and psychological satisfaction that the employees

get from their work.

5.3.2 Recruitment and Employee Performance

According to one medical doctor interviewed by the author, the study has found out that Aber

Hospital has not adopted any effective recruitment practices guided by the recruitment policy.

Recruitment practices were found to be moderately and positively affecting employee

performance in Aber Hospital. This implies that, recruitment and selection is a good predictor to

employee performance at P=0.0559˂ α=0.05. The study therefore confirmed the (Ha)

hypothesis that recruitment and selection significantly affect employee performance in Aber

Hospital.

According to Ivancevich (2010), recruitment as an organization activity should influence the

number and type of applicants who apply for the job in the organization. In the case of Mcbey

and Belcourt (2007) recruitment to be effective must be consistent with the organizational

strategies. The strategies are important because it determines the organizational performance

which can only be realized due to kind of employees and how expectant they are in return to

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their efforts. Forecasting should base on tracking internal change of the organization as result of

change in the external environment Mcbey and Belcourt (2007). However, this seems not to be

the case in Aber Hospital; there is no any qualified human resource manager who handles issues

of recruitment and selection, there is no any recruitment strategies put in place by the

management. Recruitment and selection is done by the medical director and administrator who

have no qualification in human resource management. This is contrary to Mcbey and Belcourt

(2007) who stressed that recruitment and selection should aim at getting diversified talents while

ensuring professionalism and this can be best done by hiring the private firm to recruit and select

on behalf of the organization. This is being contradicted by Aber Hospital recruitment system

where it being done by board members of which some have influenced on the candidate applying

for the job. Hence, this contributed to negative performance of the workers, since the focused is

not the talents and skills but on personal relation with the applicants.

5.3.3 Training and Employee Performance

The study found out that Aber hospital conducts staff training and development program does

not adequately benefits most employee‟s interest and personal development. Training was found

to have a positive influence on performance at P=0.360 ˂ α= 0.05 significance. Therefore,

training and development have a strong correlation with employee performance which indicates

that training is a strong driver for employee performance in Aber Hospital. Majority of workers

in Aber Hospital disagreed that training programs in Aber hospital modifies employees‟

attitudes, knowledge, skill and behavior. This finding is not in line with Mankin, (2009) who

advanced that; the purpose of training should be to improve change of behavior at work leading

to improve performance. David, (1995), stressed that training can be a complex issue in the sense

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that employees may be interested in a different training that satisfy their future interest and

which might be in conflict with the interest of the organization (Aber Hospital).

Wilton (2013) stressed that training needs assessment is one of the pillars that enhance employee

performance. This can be done by management to find out the knowledge, skills, attitudes and

competencies missing in a given employees within the organization. According to the analysis

of questionnaires (22.2%) strongly disagree/ disagree that Aber hospital seems to be using on

job training methods through coaching and mentoring and this is not in conformity Mcbey and

Belcourt (2007) who classified several approaches for training; lectures, demonstration,

seminars, conference, case studies , projects, self-discovery and mentoring. However, according

to Wilton (2013), training should reflect the relationship between the individual and the

organization in particular field based on socially valued knowledge and skills. This is contrary to

Aber Hospital, some employees through verbal interview claimed that, training done in Aber

hospital does not match with their needs and desired skills. Hence, there is need for Aber hospital

management to deliberately follow up of her employees to regularly establish the training

programs and this will results into improved performance and quality service delivery.

5.3.4 Employee Performance at Aber Hospital

The employee Performance Management is a process for establishing a shared workforce

understanding about what is to be achieved at an organization level (Ivancevich & Konopaske,

2013). It is about aligning the organizational objectives with the employees' agreed measures,

skills, competency requirements, development plans and the delivery of results. The emphasis is

on improvement, learning and development in order to achieve the overall business strategy and

to create a high performance workforce (Ivancevich & Konopaske, 2013).

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However the interview analysis has shown that the process of determining the employee

performance at Aber hospital is being done through appraisal. The purpose of performance

appraisal is properly to describe a process of judging past performance and measuring that

performance against clear and agreed objectives (Ivancevich & Konopaske, 2013). According to

the data collected from the interview, the study has found out that most employees annual staff

performance reviews are generally perceived as a difficult and painful process by both managers

and employees. As there are typically no objectives which are set in appraisal systems, there is

no link to strategic or operational outcomes. The employees know that they will be judged on the

outcome of the appraisal but the result is often destructive rather than constructive. This is

contrary to what (Ivancevich & Konopaske, 2013) has mentioned above. The reasoning behind

this is that there are rarely any pre-defined measures or objectives and the employees review is

not based on any considered evaluation criteria. This is due to a lack of "rules" as to how to go

about the appraisal process and a lack of understanding of the expected outcomes. This has led to

poor quality of service given to the community since employee appraisal does not promote

performance improvement but discourages employee from their task. The interview analysis has

also revealed that, resource in Aber hospital are not fully this is because employee skills and

competencies are not aligned to the proper task due to poor employee performance evaluation.

This means that the employee‟s future in Aber Hospital is wholly dependent on their manager's

highly subjective opinion. By using stand-alone appraisal systems, the outcome for the line

manager is that they have additional pressure applied to them, to fix a problem which has

become a major issue and which could have been otherwise identified and fixed in a very timely

fashion. The interview analysis has revealed that most of the appraisal systems at Aber hospital

are done are manual and on paper, the data arising from an excellent performance typically does

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not find its way into the succession planning process. Staffs often get disillusioned and leave the

organization if they can see no personal development prospects or if personal development has

not occurred in practice for the last several years, despite numerous promises. The study has

found out that if Performance Management is implemented correctly with specific objectives tied

to the strategic and operational plan, Aber Hospital performance outcomes would likely to

increase very quickly

5.3.5 Employee Efficiency at Aber Hospital

Efficiency is a ratio of an employee's actual time to perform each unit of work against the

theoretical time needed to complete it. It is usually helpful to report separately the percentage of

an employee's paid time that is actually spent performing direct work (Beardwell, Holden &

Claydon, 2004). The real benefit to measuring employee efficiency is in longitudinal reporting. It

can be done calculating efficiency over a period of time. This help in identify opportunities to

reorganize staffing, or add or remove employees based on the company's volume of business,

and an individual employee's long-term productivity. Efficiency scoring can also help with

predictive modeling (Beardwell, Holden & Claydon, 2004). For example; if it takes 90 seconds

to treat a sick person, then employees are operating at 75 percent efficiency.

However, the study has found out that majority of the workers spend a lot of time in performing

the task than the required hours allocated for. There is delay is submission of departmental

reports, majority of the employees come late for work, resources allocated to different units of

the hospital are not properly utilized (Aber hospital annual report, 2014). This is an indicator that

employee efficiency in Aber hospital is lacking. This phenomenon has affected the performance

of workers as is being manifested informs of complains from the community around on the

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medical standards, the local community does not identify themselves with the hospital

administration, workers are coming late and leaving early for work and workers are not able to

meet the target of Aber hospital (Departmental minutes, 2013).

5.3.6 Employee Effectiveness at Aber Hospital

Employee Effectiveness is a powerful survey tool that provides valuable insights into the factors

preventing employees from performing at their best. By identifying these barriers to

performance, organization can create a more positive environment that leads to quantifiable work

improvements (Ivancevich & Konopaske, 2013). The study has found out that employee

effectiveness in Aber hospital is not just driven by engagement but also enablement – ensuring

that jobs and work environments support employees to channel their motivation into productive

action (Aber Hospital annual report, 2012). Quality and customer focus Enhance individual

commitment, Respect and recognition motivates the workers to work hard, Development

opportunities creates the zeal towards work, Pay and benefits can attract employees and increase

confidence in them ( Sharma,2002).

However, the study has found out that 72% of the respondent agrees that, Aber hospital rarely

give pay benefits to the workers, there is poor quality work environment, little recognition is

given to the workers and little pay systems. According to the interview analysis, this situation

has demoralized the workers and has led to negative attitudes towards innovation, creativeness, it

has weakened team structure, there is high cost of administration, the hospital is not expanding in

employee growth, poor organization image and failure to meet the set objectives and there is no

process competition in Aber Hospital, hence, the poor performance of the employees.

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4.3.7 Customer Satisfaction at Aber Hospital

Customer satisfaction is the ability of the customer to be contented with the level of service or

goods consumed or provided by the organization (Ivancevich & Konopaske, 2013). The level of

customer satisfaction in Aber hospital has been measured in terms of reduced complaints and

organizational image. However, the study has found out that, the majority of communities

around are not satisfied with the service they are getting from Aber Hospital. According to Aber

hospital annual reports (2012), patients are always complaining of poor service given by the

hospital. This is not in conformity with what Ivancevich and Konopaske (2013) has mentioned

above. The hospital staff pays little attention to the patient, they charge them highly for the

medical bill and yet they rarely receive treatment (Oyam district health reports, 2013).

According to one of the enrolled nurse, the majority of the patient goes out to local clinics to buy

their own medicine. Sometimes, the hospitals recommend the patient to look for medicine

outside in local drug shops. This is because the hospital has insufficient medication for the

patient that comes for medical attention. According to the departmental minutes report in

surgical ward (2014), there have been cases of some patients escaping from the hospital without

paying the medical bill while complaining of poor services given to them by the workers.

According to a patient in maternity ward, she complained of spending three days without being

attended to by any medical worker of Aber hospital. According to the above reports got from the

key informants‟ interview, the study has found out that, the level of customer satisfaction at Aber

hospital is very poor. This has led to negative image of the hospital, labor turnover and limited

number of patients.

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5.4 Conclusions

This section presents the learning points on how human resource management practices affect

employee performance in Aber Hospital and other NGOs in Uganda and whole world. It presents

the study on rewards, recruitment and selection and employee training on employee

performance. It has found out that HR practices have strong significant effects on employee

performance. In order for any organization to meet its goals and objective, it must take into

account how human resource practices and policies can affect employee performance.

5.4.1 Reward Management Practices and Employee Performance in Aber Hospital

The study concludes that the level of employee performance in Aber Hospital does not

necessarily depends on extrinsic rewards like salary by some employees (46.7%). This does not

conform to Wilton (2013) views that Intrinsic rewards like non-monetary rewards such as verbal

recognition, compensation packages, bonus pay, flexible working hours, work leave and gifts can

lead to good performance (44.4%) Adequate salary and other reasonable benefits motivate

employees to perform better and if they are unreasonable, employees become dissatisfied,

demoralized and withdraw their efforts and this has led to poor performance. This conclusion

agreed with Wilton (2013) views that rewards stems from the psychological aspect of the work

that people do, their working relationship and the environment. This will help in expression of

one‟s values to the organization in forms of promotions, advancements, personal and

professional development. Rewards can also stem from packages such as healthcare, subsidized

meals, fitness clubs and use of company resources like cars Mcbey and Belcourt (2007).

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5.4.2 Recruitment Practices

The study concluded that recruitment has a moderate influence on employee performance in

Aber Hospital. The Low level of employee performance in Aber Hospital is attributed to weak

management efforts to adopt effective external resourcing strategies which are based on fairness

and transparency (Aber annual reports, 2014). The recruitment practices of Aber hospital is not

objective; that is job analysis are not done properly as expected with job description in order to

enhance job opening (Oyam district health report, 2014). Aber hospital may recruit the right

number, in the right places and at the right time to effectively and efficiently move the

organization in the direction of achieving good performance (Blanchard & Thacker, 2003). This

may be guided by clear internal recruitment policies and framework for how employment

activities can be handled. Good internal recruitment polices will always leads to employment of

right people for the job, if not Aber hospital will end up with non-performers and as a result,

there will always be poor performance (Agochiya, 2009).

5.4.3 Human Resource Training Practices

The study concluded that, internal training orientation programs for new recruits, training need

assessments, extensive job training programs, mentoring, coaching and supervision if adequately

observed can enhance employee performance (Blanchard & Thacker, 2003). Inadequate

consideration of formal internal orientations, training needs assessments and extensive training

can lead to low level of employee performance (Agochiya, 2009). The training arrangement may

be guided by a policy to provide the management with framework within which training

decisions can be made and supported with regard to the deployment of individuals and groups

(Agochiya, 2009).

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The study concludes that external training of employees is a vital activity within Aber hospital;

therefore, it is necessary that Aber hospital may update the skills and knowledge of employees

on the current trend needed to be applied in the work environment. Hence, external training may

be a continuous exercise so that skills, knowledge and attitudes of the workers are regularly

checked and up dated to suit what is required of them (RoseMary, 1997).

5.5 Recommendations

This section provides the recommendation basing on the above variables discussed. It has given

recommendations specifically on reward management, recruitment and training. The purpose of

the recommendation is to help Aber hospital management to improve on its management skills

so as to improve on employee performance. The recommendations are shown below;

5.5.1 Reward Management Practices and Employee Performance

The study recommends Aber Hospital Management and other NGOs to regularly conduct reward

surveys with salary and benefits schemes in order to make workers more responsive to their

needs. Salary should be complemented with attractive gifts, packages and other benefits. Aber

Hospital Management should always seek for external consultant for further advice on rewards

practices.

Aber hospital management should determining on what workers get basing on set down

principles that should be adhered to strictly and not based on personal judgment. Therefore, there

should be proper alignment of reward practices with business goals and employee values. The

appropriate alignment of reward practices with business goals and employee values will create

room for industrial harmony between the two parties in the employment contract because their

expectations would be integrated and satisfied.

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Aber hospital management should reward the employees basing on the right tasks by following

the right procedures. When the right tasks are rewarded, it would convey the right message about

expected behaviors and outcomes to the employees, since reinforced behaviors have a greater

probability of being repeated. Hence Aber hospital should allow a reasonable degree of

flexibility in the operation of the reward system and the choice of benefits by employees: This

suggests that organizations should provide a variety of both intrinsic and extrinsic rewards to

their employees, so that they would be choice in reward allocation, due to differences in

preferences among the employees.

Aber hospital should devolve more responsibility for reward decisions to non-expatriate line

managers: The devolution of responsibility for reward decisions to non-expatriate line managers

will facilitate the quick resolution of reward allocation challenges and ensures that no single

individual holds the company to ransom in the execution of functional duties.

Aber Hospital management should involve employees‟ representatives in the determination of

„fair‟ day‟s pay: When employees‟ representatives are involved in the determination of the fair

reward, it would minimize the chances of any industrial conflict since the employees participated

in the collective bargaining process that produced the fair reward.

Aber hospital management should maintain competitive rates of pay: when organizations

maintain competitive pay rates, it would go a long way in reducing dissatisfaction associated

with reward allocation since employees usually compare their rewards with both internal and

external referents.

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The study also recommends Aber Hospital to adopt reward management policy to handle reward

issues. This should help in identifying areas of rewards and which rewards are meaningful to

employees; money, recognition or promotion.

The management of Aber hospital should communicate to all employees on reward policy. This

will create awareness on the processes of rewards and content among the employees. Since they

will be aware on how each member is being rewarded because of clear establish standards and

process, this will avoid conflict among employees due to unclear procedures of rewards.

5.5.2 Recruitment Practices and Employee Performance

The study recommends that, management of Aber hospital and other NGOs should continuously

review policies on recruitment and selection of employees which is more responsive, balanced

and fair. This should be complemented with internal training as priorities before external

training. In order to have successful internal and external recruitment, the study recommends

Aber hospital management to have proper employment planning and forecasting. This should be

done by conducting a comprehensive job analysis. Once a job analysis has been conducted, the

organization has a clear indication of the particular requirements of the job, where that job fits

into the overall organization structure, and can then begin the process of recruitment to attract

suitable candidates for the particular vacancy.

In external recruitment, the study recommends Aber hospital management to take the following

method in external recruitment; job advertisement should include, direct mailing to the

candidates, telephoning to the competent candidates and develop Aber hospital website for jobs

postings. Recruitment via advertising has the advantages of low cost and convenience, but the

samples are non-random and often highly motivated, and youth may be especially easy to reach

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this way. Recruitment via mail is also low in cost and convenient and this may attract more

employees who are capable of performing well.

In promoting internal recruitment, Aber hospital management should recruit the existing staffs

by assessing whether the “Insiders” know the organization‟s strengths and weaknesses, its

culture and, most of all, its people. Promotions from within can build motivation and a sense of

commitment to the organization. Skilled and ambitious employees are more likely to become

involved in developmental activities if they believe that these activities will lead to promotion.

Internal recruitment is cheaper and quicker than advertising in various media and interviewing

“outsiders”. Time spent in training and socialization is also reduced.

In carrying out internal recruitment, Aber hospital management should take the following

precaution; sometimes it is difficult to find the “right” candidate within and the organization may

settle for an employee who possesses a less than ideal mix of competencies. If the vacancies are

being caused by rapid expansion of the organization there may be an insufficient supply of

qualified individuals above the entry level. This may result in people being promoted before they

are ready, or not being allowed to stay in a position long enough to learn how to do the job well.

Infighting, inbreeding, and a shortage of varied perspectives and interests may reduce

organizational flexibility and growth, and resistance to change by those who have an interest in

maintaining the status quo may present long term problems.

However, in times of rapid growth and during transitions, the study recommends that Aber

hospital management may promote from within into managerial positions, regardless of the

qualifications of incumbents. Transition activities and rapid organizational growth often mask

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managerial deficiencies; it is not until the growth rate slows that the deficiencies become

apparent and, then, the organization finds it difficult, if not impossible, to undo the damage. The

resulting cost of remedial training can prove prohibitive.

5.5.3 Human Resource Training Practices

The study recommends the individual staff training needs identification based on performance

gaps, departmental needs and objectives of Aber Hospital and other NGOs. This can be done

through regular review of the training needs identification tools using a competent training

committee to adjudicate training decisions. It can also be done through supervisors‟ induction,

orientation, coaching and mentoring. The use of annual employee training surveys should also be

adopted in all the departments.

The study recommends Aber Hospital management to conduct internal trainings to the health

workers in line with their individual or organizational goals. This will help them to become more

efficient in what they do. Aber hospital management should look at the positive effects of

training on employee performance, and consider employee development as a targeted investment

into making the front line worker stronger. More importantly, they should have development

plans that include “train-the-trainer” (training that trains employees to become trainers of a skill)

can provide exponential benefits to the organization. This training can be anything from how

employees can do their own jobs better to these employees being groomed to replace their

supervisor. In addition, employees who are invested as a trainer might be further inclined to stay

with the organization, and possibly reduce employee turnover, hence good performance.

The study recommends Aber hospital management to match employee external training to the

individual employee needs and interest. According to one of the hospital staff, he argues that,

79
some of the trainings that workers are sent for some courses are not to the individual needs and

development plans. For example; sending a worker to be trained in circumcision and yet he is

interest in HIV and palliative care. Therefore, Aber hospital should provide training which is

focused on developing current and future skills of the employees. The individual should be asked

for what he/she is interested in. The training should also allow for the widening of the skill set to

include the possibility of cross functional training.

As a follow up, the study recommends Aber hospital to conduct employee reviews. Employee

reviews should be scheduled and done as needed; Documentation and clear communication are

vital when providing professional feedback to employees. Performance appraisals should include

both assessments of the employee's abilities, as well as plans for the employee to increase their

performance if it is found lacking. Employee development plans, when tailored correctly and

executed in accordance with the individual and organizational needs, can significantly increase

the efficiency of the worker, and dramatically decrease any associated costs that may be

generated by the employee.

The management of Aber Hospital should regularly conduct employee satisfaction surveys with

focus on performance appraisal systems. It should be complemented by use of 360 degrees

performance appraisal mechanism where employees are appraised not only by their supervisors

but by their peers, colleagues, clients and themselves in order to gain comprehensive feedback on

employee performance.

5.6 Limitations of the Study

One of the limitations was that the number of participates in the research was 166, so the sample

was not large enough to give a good representative of the population of interest.

80
The data were collected using questionnaires and key informants interview answered by workers

in the hospital. These individuals had a tendency to answer questions in a more positive way.

Thus there is a probability of social desirability problem in the given answers.

The present study solely focused on the human resource management practices in Aber Hospital

on how it has affected the employee performance, but it was also important to assess the

influence of human resource management practices on Hospital culture and organizational

politics. However, the authenticity of the information provided in the survey cannot be over

emphasized since some respondents could have been suspicious about the study and also the

consequences.

5.7 Contribution of the Study

The study is important to policy makers and implementers in Aber hospital. It has helped the

management of Aber hospital to review its human resource policies and how best workers can be

motivated, recruited and trained basing on the above recommendations.

It has helped to identify human resource managing policy interventions for annual employee

performance on rewards, recruitment, selection and trainings.

It has helped to identify human resource management practices in NGOs sector and on how it

should be improved.

5.8 Proposed future research agenda

Because of the limited time and funds, it was not possible to cover effectively all the areas of

interest in the study. The study was also interested in bringing out how internal and external

training transfer affects employee performance by clearly analyzing factors limiting and

81
fostering training transfer like cognitive ability; that is, how the organization identify the

individuals who are capable of transferring learning from theory to practical experience. Hence,

the researcher proposes more studies on how organizational constraints in choosing employees

for training such as job behaviors, Content validity and transfer design can affects employee

performance. Content validity is the extent to which trainee‟s judge training content to reflect job

requirements while transfer job design is the extent to which training has been designed and

delivered to give trainees the ability to transfer learning to the job by focusing on methods and

procedures used by professionals in delivering training (Beardwell, Claydon & Holden, 1994).

Therefore more research is needed on job behavior, job content validity and transfer design on

how it affects employee performance.

82
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 APPENDIX 1: INTRODUCTION LETTER

Dear respondent,

I am Benedict Ngole assistant lecturer in Makerere University. Currently I am a Participant in

Uganda Management Institute (UMI) Kampala, School of Management Science, and pursuing

Master‟s Degree of Business Administration (MBA). I am carrying out a research on Human

Resource Management Practices and employee performance; A case study of Pope John‟s

Hospital Aber-Oyam District. The purpose of this questionnaire is to help me gather the

available relevant information on the topic of the study. Your contribution will be treated with

high level of confidentially and will be respected. Looking forward for your kind assistance!

Thank you in advance!

Yours sincerely

BENEDICT NGOLE

RESEARCHER

i
 APPENDIX 2: QUESTIONNAIRES

SECTION A: Personal Data (Tick only the appropriate Box)

1. Gender a) Male b) Female

2. Age a) Below 30 years b) Above 30 years

3. Position held……………………………………

4. Level of education a) Certificate

b) Diploma

c) Degree

d) Others

5. Years of service in Aber hospital a) 1-3 years b) 4-6 years

c) 7 years and above

ii
SECTION B: Please tick the one you think is appropriate

Strongly agree Agree Not sure Disagree Strongly disagree

5 4 3 2 1

REWARD MANAGEMNT PRACTICES AT ABER HOSPITAL

S/N Parameters 5 4 3 2 1
1 Aber Hospital have a good reward system for its employee
2 The salary is sufficient to meet my basic needs
3 My payment is related to my work
4 The payment does not motivate me to work hard
5 Non-financial benefits given to me motivates me to work
6 My promotion and that of my friends are done base on merits
7 Aber hospital always reward the best workers with bonus pay
8 Aber hospital expose me to outside opportunities
9 The job design motivates me at work
10 The hospital gives bonus pay during work leave
11 The working condition is good and motivates me to work hard
12 Aber hospital gives free medical treatment to its workers
13 Tasks are divided basing on the field of my specialization and this has
motivated me to work hard

14 There is consistency of standards that motivates me in doing work

15 There is much freedom in doing work that motivates me to perform

better

iii
RECRUITMENT MANAGEMNT PRACTICES AT ABER HOSPITAL

1 Aber hospital has a long term plans for its employees recruitment

2 Aber hospital has a develop human resource manual for recruitment

and selection

3 Aber hospital has a standard policy for recruitment and selection

4 Aber hospital recruits its workers base on appropriate skills

5 Aber hospital always estimate the future demand for its

organizational employee needs

6 Workers are recruited and selected basing on right procedures

TRAINING MANAGEMNT PRACTICES AT ABER HOSPITAL

1 Aber hospital give workshops, seminars and trainings to its

employees
2 Employees get appropriate training needed for their right job
3 Employee receives further training, scholarship or sponsors
4 Aber hospital make significant effort to develop workers internally
by offering training sessions
5 Management of Aber Hospital undergoes frequent training to match
the task of management
6 Training gaps are identified and appropriate training is given to
workers
7 The supervisors give appropriate skills to workers during
supervision of work
8 The hospital has trained me on rules and procedures in doing work
9 The job allocation to me match the skills I have acquired in training

iv
EMPLOYEE PERFORMANCE AT ABER HOSPITAL

1 Aber Hospital meets it set objectives and goals

2 There is low cost of management in Aber Hospital

3 The resources are fully utilized by the workers

4 There is quality services given by the Hospital to the community

5 The hospital is expanding in growth and has more future

development plans

6 The workers are able to strike the deadline for work given

7 There is reduced complains by patients regarding medical service

given by the workers

8 The community around has good image of the hospital

9 There is good relation between hospital management and the local

communities around

10 The local communities identify themselves with the hospital

activities and management

11 Workers come in time and leave work at the right time specified by

the management

v
 APPENDIX 3: INTERVIEW GUIDE

PART ONE: To Assess the Effects of Reward Management on the Employee Performance

in Aber Hospital

1) Which criteria are used in rewarding the workers in Aber hospital?

2) What kinds of financial and non-financial rewards are given to workers in Aber Hospital?

3) Is the salary given sufficient to your family?

4) Do you get motivated by the rewards given to you?

5) Have you ever been motivated for any good or hard work you have done?

6) How is promotion done in Aber hospital? Does it make you motivated? Are workers being

structured according to their different roles and activities? Does it make workers get

motivation?

7) Does Aber hospital have clear procedures, rules and standards in doing work that motivates

them?

8) Do workers perform to tasks basing on customs and practices set by the hospital management

that motivates them?

9) Are workers involvements in the decision making process on critical management issues

motivate them?

10) What kind of workers is allowed to participate in decision making process of hospital

management?

vi
PART TWO: to Find out How Recruitment and Selection has Affected the Employee

Performance in Aber Hospital

1) What kind of plans are there in Aber hospital concerning recruitment and selection of

employees?

2) How long is the planning period?

3) What are the policies put by human resource manager in recruiting and selection of

workers in Aber Hospital?

4) Are workers enough in Aber Hospital?

5) What kind of employee does it recruit?

6) Does management of Aber Hospital estimates the future demands of the workers?

7) Are workers being recruited and selected basing on their right skills and on the right job?

PART THREE: To Explore on how Training Has Affected Employee Performance In Aber

Hospital

1) Do workers go for further training, workshops and seminars?

2) Do workers get appropriate training needed for their job?

3) Do Aber Hospital give career training to its workers?

4) Does every staff of Aber Hospital have equal opportunity to go for future training/studies?

5) Is there team work or functional duties on training delegated to workers by those in

authority?

6) Does Aber hospital always identify training gaps and give appropriate training to the

workers?

7) Are you being trained internally with the right procedures and rules of doing work?

vii
PART FOUR: To Measure the Performance of Employee in Aber Hospital

1) Do you think it is necessary to find out how workers are performing?

2) Does management of Aber hospital do evaluation of workers basing on their

performance?

3) How do they find the level of employee performance? Is it through feedback from fellow

staffs or through monitoring and supervision of workers?

4) Is the community around satisfied of the management of Aber Hospital? If yes explain?

5) What should the management do in order to improve on workers performance?

viii
 APPENDIX 4: WORK PLAN

Activity Duration Dates

Draft Proposal Writing Four weeks 03rd/06/2013-28th/06/2013

Final Proposal Writing One week 29th June - 2nd /July/ 2013

Defending proposal One day 5th /July/ 2013

Data collection One month 9th /July- 9th August 2013

Analysis of data One week 11th -17th August 2013 171

Report writing One week 17th -23rd August 2013

Submission of draft One week 23rd-29th /08/2013

Submission of final draft One week 1st -8th /09/ 2013

Supervision of work Three months 10th /09- 10th /12/ 2013

Final defense One week 2nd /02- 09th / 2014

ix
APPENDIX 5: RESEARCH BUDGET

No. of Items Items Quantity Unit cost in Total cost in

Uganda Shillings Uganda Shillings
1 Research assistants 4 200,000 each 800,000

2 Note books 40 pieces 1,000 40,000

3 Ball point pens 50 pieces 500 25,000

4 Printing papers 5 reams 17,000 85,000

5 Internet 4months 50,000 200,000

6 Transport Field study Estimate of 500,000

7 Files 10 5,000 50,000

8 Printer 1 200,000 200,000

9 Binding/photocopying Estimate of 200,000

10 Computer services 1 TYPIST Estimate of 150,000

11 Data analysis Estimate of 200,000

TOTAL 2, 450,000 UGX. (two

million, four hundred

and fifty thousand

shillings)

x
APPENDIX 6: TABLE FOR DETERMINING THE SAMPLE SIZE OF THE

POPULATION

N S N S N S N S N S
10 10 100 80 280 162 800 260 2800 338
15 14 110 86 290 165 850 265 3000 341
20 19 120 92 300 169 900 269 3500 246
25 24 130 97 320 175 950 274 4000 351
30 28 140 103 340 181 1000 278 4500 351
35 32 150 108 360 186 1100 285 5000 357
40 36 160 113 380 181 1200 291 6000 361
45 40 180 118 400 196 1300 297 7000 364
50 44 190 123 420 201 1400 302 8000 367
55 48 200 127 440 205 1500 306 9000 368
60 52 210 132 460 210 1600 310 10000 373
65 56 220 136 480 214 1700 313 15000 375
70 59 230 140 500 217 1800 317 20000 377
75 63 240 144 550 225 1900 320 30000 379
80 66 250 148 600 234 2000 322 40000 380
85 70 260 152 650 242 2200 327 50000 381
90 73 270 155 700 248 2400 331 75000 382
95 76 270 159 750 256 2600 335 100000 384

Note: “N” is population size

“S” is sample size.

Krejcie, Robert V., Morgan, Daryle W., “Determining Sample Size for Research Activities”,
Educational and Psychological Measurement, 1970.

xi