Human Capital Management Practices and Organisational Performance of Lodges and Tented Camps in National Parks in Uganda
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Date
2023-12
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Kenyatta University
Abstract
Human capital management practices in an organisational context refer to recruiting
and selecting the most fitting employees and managing their tasks effectively to
optimise their performances. In human capital management, employees are perceived
as assets whose present worth can be evaluated and measured and whose future worth
can be boosted through further investments. The hotel industry in Uganda, especially
lodges and tented camps in national parks, has faced the challenge of decreased
organisational performance. Thus, the current study sought to examine the influence of
human capital management practices on the organisational performance of lodges and
tented camps in Uganda’s national parks. Specifically, the current sought to examine
the influence of recruitment and selection, training and development, performance
appraisals, and rewards and recognition on the organisational performance of lodges
and tented camps in Uganda national parks. Using an embedded research design, this
study targeted 225 heads of department as survey participants and 45 managers of
lodges and tented camps as interview participants. A census of all survey participants
was considered, whereas a purposive sampling technique was adopted to select
interview participants. Data in the current study was collected through an online survey
and interviews. Descriptive statistics of the means, standard deviation, percentage and
frequencies were used to summarise the sample characteristics and identify the response
patterns. Hypotheses derived from the objectives were tested using multiple linear
regression. Qualitative data collected from managers of lodges and tented camps were
analysed thematically, and direct quotes were presented together with the descriptive
results. Results were presented in tables and graphs. Results of the current study
revealed significant positive relationships between recruitment and selection and
organisational performance (β = 0.223, t = 4.796, p = .001), performance appraisals and
organizational performance (β = −0.356, t = 8.537, p = .000), and rewards and
recognition and organizational performance (β = 0.242, t = 7.125, p = .001). However,
an inverse relationship was found between training and development and organizational
performance (β = 0.489, t = 14.455, p = .000). Thus, the current study recommends that
managers of lodges and tented camps in Uganda national parks encourage the adoption
and implementation of the human practices because they are essential tools in bettering
human capital resources and inspiring suitable conducts that boost organizational
performance
Description
A Thesis Submitted in Partial Fulfilment of the Requirements for the Award of the Degree of Master of Science in Hospitality Management in the School of Business, Economics, and Tourism of Kenyatta University, December 2023