Citation:

Agaba .Moses, Birungi, Turyasingura John Bosco, Kabagambe Jesse David, Kyabalongo Benon "Human Capital Growth and Employee Performance in Local Government in Uganda" International Research Journal of Economics and Management Studies, Vol. 2, No. 1, pp. 250-258, 2023.

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.

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Keywords:

Human Capital Development, Employee Performance, Uganda.