Masters Degree Dissertations

Permanent URI for this collectionhttps://hdl.handle.net/20.500.12504/168

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Browsing Masters Degree Dissertations by Subject "Organizational behavior"

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    Leader-member exchange and job performance of academic staff at Kyambogo university
    (Kyambogo University (Unpublished work), 2024-10) Lugalavu, Lawrence
    The focus of this study was to examine the effect of Leader-Member Exchange on job performance of academic staff at Kyambogo University. A critical review of literature was conducted to identify and address gaps in previous studies, informing the current study. The study made use of cross sectional research design and targeted a population that included assistant lectures, lectures, senior lectures, associate professors, and professors. A sample size of 200 academic staff was identified through stratified random sampling. Data was collected using questionnaires and means, correlations, and regression analysis were employed for data analysis. Study findings established that loyalty, affect, professional respect, and contribution significantly predict job performance. The study established correlations between loyalty, affect, professional respect, contribution, and job performance. Based on these findings, the study recommended team-building activities, transparent and open communication, emotional intelligence training, and continuous professional development programs for academic staff at Kyambogo University. The study suggested that further research should examine; the long term effect of LMX on job performance; how integration of technology and learning, and administrative tasks affects LMX and job performance; and the role of factors such as funding availability, government policies, and societal expectations on the effect of LMX and job performance.
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    Organization management practices and employee performance in local governments: a case of Masaka city council
    (Kyambogo University (Unpublished work), 2025-11) Atusasire, Doreen
    This study examined the relationship between organization management practices and employee performance at Masaka City Council. The study was guided by three objectives which included examining the relationship between management support and employee performance, the relationship between management communication and employee performance, and the relationship between employee involvement and employee performance at Masaka City Council. The research employed a case study research design. The study was based on 149 employees. Based on the regression analysis, the study findings showed individual Management support (B = 0.418) and communication (B = 0.217) while employee involvement (B = 0.193) as predictors. The study recommends that management of local town councils adopt a well-structured reward system to recognize and motivate staff performance, thereby enhancing employee morale and productivity. Furthermore, town councils should invest in continuous staff development through targeted training programs and clear career growth pathways to foster long-term commitment and skills enhancement. It is also advised that local councils create a conducive and supportive work environment that balances employee needs with institutional goals. Additionally, effective and transparent communication channels should be established to ensure timely and accurate flow of information among staff and leadership. Finally, local town councils are encouraged to embrace inclusive management approaches by involving employees at all levels in decision making processes, formulation of policies, and monitoring of development initiatives to promote a sense of ownership and accountability.