Human Capital Growth and Employee Performance in Local Government in Uganda
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Date
2023-03-27
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International Research Journal of Economics and Management Studies Published by Eternal Scientific Publications
Abstract
In the local government of the Kisoro area, this study looked at the relationship between workplace performance and
employee-related factors. The purpose of this study was to determine the connection between employee performance and the
development of human capital. Therefore, the research touched on the basic attributes derived from the conceptual framework
and focused on his four goals that inform the ultimate goal of the research results related to the 'dependent variable'. These
attributes include qualifications, experience, knowledge and work methods. They may influence an employee's performance in
a positive or negative way. The research goals are: a) establishing the relationship between qualifications and employee
performance; b) investigate whether experience influences employee performance; c) determining the relevance of knowledge
relevant to employee performance; d) Determining the relationship between work methods and employee performance, both at
the individual level and in relation to the entire local government. This survey employed a descriptive survey design in which
162 (162) respondents were civil servants and civil servants selected from her 280 (280) population size. The sample size of
162 respondents included her 16 (16) administrators/top managers, 24 (24) civil servants/politicians for her targeted
sampling, and 122 (122) for a simple random sample. It was This study sought to determine whether human capital
development influences improved employee performance, and thus the correlation between human capital and human capital
development. The association is in fact significant at the two-tailed 0.01 threshold. The same studies also included a
comparison between increased employee performance and human capital development. The correlation is in fact statistically
significant at the 0.05 (two-tailed) level. Results for the association of human capital development to improved employee
performance showed r = 0.954, p-value = -0.005, with a correlation coefficient of 0.05. The results therefore show clear
evidence of a moderately positive relationship between the variables, implying that human capital development does not
directly affect employee performance. Research recommended. Improve the quality of employees by updating to new systems
such as management information systems and policy regulations. Employees are rewarded for their outstanding performance
and expertise in their field. Civil servants and local governments should include on-the-job training, such as coaching, while
improving working conditions, such as motivational incentives. Compensation types should be performance-based payments,
unlike the current working model, which is based on substantive considerations. About executives and occupations.