Organisational Growth and the Performance of Employees at Uganda Management Institute

Abstract

The study aimed at finding out how organizational growth affected performance of staff at Uganda Management Institute. Specific objectives included; (1) to examine the relationship between organizational growth (rate of student intake) and performance of staff at UMI, (2) to assess the relationship between organizational growth (number of training programs) and performance of staff at UMI. The study followed both quantitative and qualitative research approaches and it was mainly quantitative using a descriptive design. Sampling was done using Yamane’ (1967:886) formula which generated a sample of 116 respondents for the questionnaires and there were 29 purposively selected respondents. Data was collected using questionnaires, interviews using interview guides, observation and documentary reviews. For administrative staff, organizational growth had a beta value = 0.743 and was statistically significant (at sig = .01 level) to staff performance. For the faculty, organizational growth had a beta value = 0.770 and was statistically significant (at sig = .01 level) to staff performance. For administrative staff, the training programmes had a beta value = .848 and had statistically significant contribution to staff performance. For the faculty, training programmes had a beta value = .782 and has statistically significant contribution to staff performance. This indicates that there was significant relationship existing between these variables. The study concluded that there is a significant relationship between institutional growth and the performance of staff and that the number of training programs has a significant relationship with staff performance at UMI. The study recommends that before UMI management continues with the expansion programme, it should ensure that issues regarding staff performance are well articulated and considered and also the infrastructure needed for the expansion is in place so as to avoid straining the existing infrastructure.