Transformational Leadership, Work Engagement and Performance Among Public Service Employees in Uganda

This study aims at examining the relationship between transformational leadership, work engagement and performance among employees of the public service in Uganda. The study also reports an investigation into the mediating effect of work engagement on the relationship between transformational leadership and performance. To test the relationships between transformational leadership, work engagement and performance, the author applied the Pearson’s product moment correlation coefficient. The mediating effect was tested using the three step regression analysis proposed by Baron and Kenny (1986). Data was collected from 132 employees of Ministry of Gender, Labor and Social Development in Uganda. The results show a positive and significant relationship between transformational leadership, work engagement and employee performance. Though, the inspirational motivation component of transformational leadership is not related to overall work engagement. And the transformational leadership component of individualised consideration is not related to overall performance. Work engagement is found to fully mediate the relationship between transformational leadership and employees’ performance. So even when the results of this study to a certain extent are explained by the social exchange theory, emphasis should be on creating an environment of work engagement by management because this has shown to increase employee performance. However, a possible limitation could be arising from the use of self-report questionnaires. That is, responses generated from the “employees only” could have been biased because they might have expected chastisement for negative responses. Keywords Transformational leadership, Work engagement, Performance DOI: 10.7176/EJBM/12-23-03 Publication date:August 31st 202

Gender, Organizational Commitment and Job Performance in the Ugandan Local Government

The purpose of this paper was to establish the association between gender, organizational commitment and job performance of sub-county chiefs in the Ugandan local government. Most of the literature review indicates the effect of gender on organizational commitment, the effect of gender on job performance and the relationship between organizational commitment and job performance. A total of 320 sub-county chiefs were involved in the study and were selected using multi-stage stratified random sampling. A self-administered questionnaire used to collect data measured the following variables: Organizational commitment, job performance, and demographic variables of gender, age, educational level and tenure (years of experience). Data was entered into the computer using SPSS program. Factor analysis was carried out to establish different components of job performance, which were: cooperation, time consciousness, organization citizenship behavior (OCB), and communication. The already established components of organizational commitment that were used were: affective, continuance and normative commitment. A t-test, Pearson correlation and regression analyses were carried out to test the hypotheses. Results indicated that: gender does not significantly influence organizational commitment as well as it components of affective, continuance and normative commitment; males and females do not significantly differ on their levels of job performance and its components of cooperation, time consciousness, organization citizenship behavior and communication; there was a positive significant relationship between overall job performance and affective commitment as well as normative commitment; and only affective commitment was a significant predictor of job performance. Employees who value hard work, and are committed and highly participate in organizational activities are likely to be outstanding (good) performers. However, targeting one employee attitude in order to improve performance may not be enough. It is very important to focus on a combined pattern of work attitudes to obtain the desired goals. Keywords: Gender, Organizational commitment, Job performance DOI: 10.7176/EJBM/12-14-03 Publication date:May 31st 202

The Design Criteria in Implementation of a Health Management Information System: a Case of Kenyatta National Hospital

The study utilized an in-depth interview schedule for 33 respondents in the design phase who were selected using snow-ball, the data collected from the field was analyzed through the use of univariete and bivariete statistics. Data presentation was in form of descriptive statistics such as frequency distribution, percentages, pie charts, bar graphs and tables. The data from the design phase were summarized in three main evaluation areas targeting the perception of the HMIS, purposes and processes From the findings, in the design stage although the respondents did not show systematic ordering there was evidence to the effect that the steps were followed during the design phase. From the findings majority of the key informants were able to define HMIS and distinguish the key features of the HMIS. Out of the 33 participants, 13 (33.4%) reported that they knew the persons who originated the idea of the electronic HMIS in KNH, a similar number were involved in the conceptualization of the system, while 4 (12.2%) indicated that they were involved in designing the HMIS and 18 (54.6%) were involved in implementation. Despite the general lack of knowledge on HMIS policy the informants demonstrated adequate understanding of the objectives of the electronic HMIS in KNH. Based on the responses obtained during interviews there were multiple problems related to the manual system that existed in KNH during the pre-implementation stage and these issues served as the basis for objective setting for the current HMIS in the hospital. Most key informants felt that the hypothesized benefits of the current HMIS were being realized including improved efficiency while four key informants felt that the benefits had been partially realized. An evaluation of the manual HMIS was done during which deficiencies of the HMIS were identified through consultations involving HMIS users and stakeholder. A HMIS needs assessment was conducted and formed the basis of the electronic system requirements with specific proposals for improvement of the deficiencies identified in the manual HMIS. An evaluation of the manual HMIS was done during which deficiencies of the HMIS were identified through consultations involving HMIS users and stakeholder. During the interviews the participants were able to highlight various aspects of the IS development cycle and there was evidence to the effect that the steps were followed during the design phase plus an evaluation of the manual system was done during which deficiencies of the system were identified through consultations involving HMIS users and stakeholders. Based on the results and discussions, among the main problems that key informants described during the design phase was major inefficiencies characterized by evident mismatching of resources input and output which spanned several areas including time, human resources and finances however, participants were able to highlight various aspects of the IS development cycle and there was evidence to the effect that the steps were followed during the design phase, planning plus an evaluation of the manual system was done during which deficiencies of the system were identified through consultations involving HMIS users and stakeholders. As a recommendation we can say that NH and the MOH needs to come up with an established standardized policy for implementing interventions. Embracing modern technology is one among very many ways of improving efficiency and reducing costs within healthcare organizations. While the integration of information and health services potential benefits cannot be disputed, there are many challenges which affect its adoption, in fact, majority of organizations have abandoned their newly acquired systems only to go back to their old manual systems. The objective of this study was to determine the design phase of the implemented Health Management Information System at Kenyatta National Hospital. This study was a cross-sectional descriptive study, the targeted population of the study were 35 healthcare workers who were involved in the designing of the Health Management Information System at Kenyatta National Hospital, and the sample technique used was snowball sampling

The Mediational Role of Task Performance in the Relationship between Perceived Organizational Support and Organizational Citizenship Behaviour among Secondary School Teachers

Purpose – The purpose of this paper is examine the relationship between Perceived Organizational Support (POS), task performance (TP) and Organizational Citizenship Behavior (OCB) among secondary school teachers in selected schools. Design/methodology/approach – This study utilized a cross-sectional research design and a quantitative method to collect data from 261 participants using convenience sampling technique. A self- administered was used to collect data. Descriptive statistics were used to analyze the respondents’ demographic characteristics, Pearson correlations were used to analyze relationships between the variables and mediation was analyzed using the 3-step regression analysis. Findings – The results suggest that there is a positive significant relationship between POS and task performance, a positive significant relationship between POS and OCB, a positive significant relationship between task performance and OCB, and task performance partially mediates the relationship between POS and OCB. Practical implications – Results will be used by head teachers of secondary schools to gain a clear understanding of the benefits of staff engaging in OCBs and how these behaviours can be achieved through POS and TP. Head teachers will design appropriate strategies for continuous quality improvement in the areas of OCBs, TP and POS. Originality/value – There is a dearth of literature on the mediating effect of TP in the relationship between POS and OCBs. Therefore, this study addressed this literature gap.Keywords – Perceived Organizational Support, Task performance and Organizational Citizenship Behaviour.Paper type - Research paperDOI: 10.7176/EJBM/14-3-04Publication date: February 28th 202