HUMAN RESOURCE MANAGEMENT PRACTICES AND JOB SATISFACTION IN PUBLIC SERVICE IN UGANDA; A CASE STUDY OF GULU DISTRICT LOCAL GOVERNMENT.

Abstract

Effectively and efficiently administered Human Resources Management practices create job satisfaction among the employees of any entity. The study problem noted a gap in the HRM at the GDLG due to inadequacies of resources and un-imbalanced redistribution of the HRM practices that eventually cause job un-satisfaction among employees. The study sought to examine the impact of Human Resources Management practices on job satisfaction among employees in Public Service in Uganda. The findings were obtained from the employees at Gulu District Local Government among 10 departments and with a total number of 79 employees participating in the research study. Questionnaires and interview guides were used as data collection tools and through this 74 participants responded through questionnaires and 5 key persons through interview guide. This therefore brought to a total number of 79 respondents at a respondent rate of 70.5%. The data was gathered and analyzed using a statistical package of SPSS to examine the impact of HRM practices on Job Satisfaction at GDLG. Throughout a Pearson Correlation was used to analyze the direction and magnitude to which the dependent and the independent variables of the study were related. Apparently from the findings of the study, all the three tested independent variables of HRD, Performance Management and Reward Management were found to have positive influence on the employees job satisfaction, however, it was to a weak/ low extend. The research findings were then compared to the past literature reviewed and the researcher gives recommendations to the Human Resources and administration department at the district to carry out effective and efficient HRM practices that should be fairly distributed to all the employees to derive their job satisfaction. Further research can also be carried out in the related fields so as to evoke discussions on how to improve the HRM practices at the GDLG.