Browsing by Author "Rwothumio, Joseph"

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    From survival to innovation: how loan adequacy influences STEM graduates’ innovation capacity in Uganda
    (The Uganda Higher Education Review, 2026-05-25) Orace, Tom David; Rwothumio, Joseph; Onen, David
    Economic transformation requires Science, Technology, Engineering and Mathematics (STEM) graduates who are innovators and problem-solvers, not just degree-holders. This study explores how student loan adequacy influences students’ capacity for innovation in STEM programmes at Uganda’s public universities. We employed a mixed-methods approach, combining quantitative survey data from 430 STEM students across four universities, 12 in-depth qualitative interviews with university administrators, and eight focus group discussions with 61 student participants. A simple linear regression model assessed the influence of perceived loan adequacy on students’ innovation capacity. The findings indicate that loan adequacy is significantly associated with innovation capacity (β = 0.32, p < .001), although the model explains a modest proportion of variance. The analysis also examined participation in innovation-related activities, including internships, research projects, and entrepreneurial initiatives. Interview participants reported that financial constraints frequently limited engagement in these innovation-related learning activities that contribute to innovation capacity development. For example, many students reported foregoing internships (78%), lacking access to specialized computing resources (65%), or undertaking time-consuming income-generating activities to meet basic needs. These constraints may reduce opportunities for practical innovation during university training. Overall, the findings suggest that loan inadequacy may function as an important structural constraint shaping how students allocate time and learning effort during their studies, with implications for innovation capacity development at the student level. Current loan models, therefore, risk supporting programme completion while limiting participation in innovation oriented learning opportunities.
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    Satisfaction with human resource management practices and job performance of academic staff in public universities in Uganda: a case of Kyambogo University
    (Journal of the National Council for Higher Education, 2022-12) Kasule, George Wilson; Mugizi, Wilson; Rwothumio, Joseph
    The quality of job performance of employees, regardless of context, cannot be any better than the quality of Human Resource Management Practices (HRMPs) at the place of work. This cross-sectional survey study provides insights regarding the relationship between satisfaction with HRMPs and the job performance of academic staff in public universities in Uganda. The study comprised a sample of 198 from a population of 406 full-time academic staff of Kyambogo University. Data was collected using a questionnaire and analysed using SPSS for descriptive analysis and SmartPLS for Structural Equation Modelling (SEM). Descriptive results showed that teaching performance was high while research and publication and community service performance were moderate. The results revealed that satisfaction with placement, development, engagement and talent retention HRMPs was moderate while satisfaction with human resource (HR) recruitment was slightly high. Overall, job performance was high while satisfaction with HRMPs was moderate. SEM revealed that while HR recruitment practices and placement had a positive significant influence on job performance, the influence of HR development, retention and engagement practices was insignificant. It was concluded that high and moderate satisfaction of academic staff with HR recruitment and placement, respectively, is imperative for their job performance. However, moderate satisfaction with HR development, engagement and talent retention practices impedes job performance of academic staff. This study recommended that university managers should ensure that HR recruitment and placement practices implemented provide satisfaction to academic staff. University managers should also ensure that satisfying HR development, engagement and talent retention are designed and implemented.