Service sector is predominantly increasing in modern economic system raising prominence of staff competences in achievement of corporate goals. This study was conducted to examine the relationship between capacity building and organizational performance in local government context, Kasese district, Uganda. Mixed methods research design was used guided by both objective and subjective assumptions to achieve the research objectives. Data was collected at one point in time from Kasese district employees working in different departments including; Finance, Human resource, engineering, health, education and sports, natural resources and community based. 80 respondents were seen to be representative in study considering the Kabale district local government Human Resource Manual (2021) where the district had a total number of 100 employees. Apparently out of 80 questionnaires distributed only 65 were returned well filled making an acceptable response rate of 81.25%. Stratified and simple random sampling approaches guided this whole process in ensuring that every staff members had equal chances of participation. Questionnaire and interview guide was used to collect both quantitative and qualitative data. Study findings confirmed a positive and significant relationship between capacity building and Organizational Performance at Kasese district. Specifically, results reveal that conducting Induction training (Beta= .657, P<.01) is a significant influencer of performance; on the job training programs (Beta = .175, P<01) impact on organisational performance; and off the job training (Beta= .682, P > 01) significantly predict organisational performance. One key recommendation drawn from this study, linked to human capital theory is that institutional managers should prioritize individual employee learning and earmark resources that sufficiently caters for knowledge and skills enhancement.
| Published in | Journal of Public Policy and Administration (Volume 8, Issue 4) |
| DOI | 10.11648/j.jppa.20240804.11 |
| Page(s) | 159-168 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2024. Published by Science Publishing Group |
Organizational Performance, Capacity Building, Human Development, On-job, Off-job, Local Government
| [1] | Lammert, J. D., Johnson, L., & Fiore, T. A. (2015). Conceptualizing capacity building. Rockville, MD: Westat. |
| [2] | DeCorby-Watson, K., Mensah, G., Bergeron, K., Abdi, S., Rempel, B., & Manson, H., (2018). Effectiveness of capacity building interventions relevant to public health practice: a systematic review. BMC Public Health; 18: 684 |
| [3] | Hall, N., & Hall, S. (2018). Human capacity building through flexible learning in mining education., (3), 13-22. |
| [4] | Brews, S. (2014). Informal capacity building practices among ancestors. Journal of Ancestral Studies, 12(3), 45-58. |
| [5] | Fredrick, A., & Davis, B. (2010). The historical roots of capacity building: From primitive ancestors to global development. Journal of Global Capacity Building, 7(2), 123-137. |
| [6] | Delany, J. (2016). The evolution of capacity building: From institutional building to organizational development. Journal of Organizational Development, 42(3), 267-281. |
| [7] | Connolly, J., & Lukas, S. (2002). Defining capacity building: A comprehensive review. Journal of Nonprofit Studies, 7(2), 123-137. |
| [8] | Light, R., & Hubbard, M. (2015). Capacity building: Process and conceptualization. Nonprofit Management Review, 20(4), 567-582. |
| [9] | Metz, A., Albers, B., Burke, K., Bartley, L., Louison, L., Ward, C., & Farley, A. (2021). Implementation practice in human service systems: Understanding the principles and competencies of professionals who support implementation. Human Service Organizations: Management, Leadership & Governance, 45(3), 238-259. |
| [10] | Gutterman, Alan. (2023). Organizational Performance and Effectiveness. |
| [11] | Morgan, P. (1998). Capacity and Capacity Development - Some Strategies. Hull: Policy Branch, CIDA. |
| [12] | Nthala, L., & Kaliba, A. (2019). Induction training and organizational performance: A study of selected organizations in Malawi. African Journal of Business Management, 13(4), 106-115. |
| [13] | Musisi, F., & Nabukeera, S. (2017). Off-the-job training and organizational performance: A case study of selected public sector institutions in Uganda. International Journal of Management and Business Research, 7(3), 114-125. |
| [14] | Mukisa, I. R., & Ssewankambo, A. (2016). On-the-job training and organizational performance: A case of selected public sector institutions in Uganda. Journal of Management and Strategy, 7(4), 33-42. |
| [15] |
Nimusima, P., Tashobya, C., Mugabe, R., Begumisa, B., and Rwakihembo, J. (2022). Employee Training and Job Satisfaction in Western Uganda: Empirical Evidence from Mbarara University of Science and Technology. European Journal of Human Resource, Vol. 6, Issue 1 pp 1-15;
https://ajpojournals.org/journals/index.php/EJH/article/view/970 |
| [16] | Ministry of Local Government Annual Report (2019). Unpublished. |
| [17] | National Performance Assessment Report (2020). Unpublished. |
| [18] | Becker, G. (1964). Human Capital, 2nd edn. Columbia University Press, New York, 1975 and 3rd 1994. |
| [19] | Nwankwo, F., Olabisi, T. A., & Onwuchekwa, F. (2017). Effect of Capacity Building on Organizational Performance of Multipurpose Cooperative Societies in Osun State of Nigeria. International Journal of Arts and Humanities (IJAH); Vol. 6(2), S/No 21, 141-158, |
| [20] | Ahmad, T. (2022). Capacity Building Boost Employees Performance. Available at SSRN: |
| [21] | Danso, E., & Ahenkan, A. (2022). The Effects of Capacity Development on Organizational Performance: The Case of Municipal Assemblies in Ghana. African Journal of Management Research (AJMR); |
| [22] | Utete, R., (2023). Investigating the Relationship between Capacity Building and Employee Performance at a Leading Organisation in Durban, South Africa. African Journal of Business and Economic Research, Vol. 18, No. 2, |
| [23] | Mbangire, D. (2019). Capacity building and performance of public and private organizations in Uganda: case study of action aid Uganda. A dissertation, Kampala International University, |
| [24] | Hailey, J., James, R., & Wrigley, R., (2005). Rising to the Challenges: Assessing the Impacts of Organisational Capacity Building, The International NGO Training and Research Centre; |
| [25] | Makau, L. (2017). Effect of Performance Management and Capacity Building on Employee Performance in Madison Insurance Company Kenya Limited, Journal of Entrepreneurship and Project Management; Vol 1(1) pp. 34-45. |
| [26] | Creswell, J. W., & Clark, V. L. P. (2017). Designing and conducting mixed methods research. Sage publications. (pp. 184-187; 222- 225). |
| [27] | Elfil, M., & Negida, A. (2017). Sampling methods in Clinical Research; an Educational Review. Emerg (Tehran). 5(1) PMID: 28286859; PMCID: PMC5325924. |
| [28] | Atalmis, E. H., & Kingston, N. M. (2018). The Impact of Homogeneity of Answer Choices on Item Difficulty and Discrimination. SAGE Open, 8(1), 215824401875814. |
| [29] | Morton, S. M. B., Bandara, D. K., Robinson, E. M., & Carr, P. E. A. (2012). In the 21stCentury, what is an acceptable response rate? Australian and New Zealand Journal of Public Health, 36(2), 106–108. |
| [30] | Fleiss, J. L, Levin, B. A & Paik, M. C. (2003). Statistical methods for rates and proportions. 3 ed. Wiley. |
| [31] | Zohrabi, M. (2013). Mixed Method Research: Instruments, Validity, Reliability and Reporting Findings. Theory and Practice in Language Studies, 3(2), 254-262. |
| [32] | Boeije, Hennie R; van Wesel, Floryt & Alisic, Eva (2011). Making a difference: Towards a method for weighing the evidence in a qualitative synthesis. Journal of Evaluation in Clinical Practice, 17(4), 657-663. |
| [33] | Holloway, Immy & Galvin, Kathleen (2017). Qualitative Research in nursing and healthcare (4th ed.). Oxford: Wiley Blackwell. |
| [34] | Mchete, T., Shayo, F., (2020). The role of induction training on performance of new employees at workplace: case study of the open university of Tanzania. International Journal of Business Management and Economic Review; Vol. 3, No. 01; |
| [35] | Zhenjing G, Chupradit S, Ku KY, Nassani AA, Haffar M. (2022). Impact of Employees' Workplace Environment on Employees' Performance: A Multi-Mediation Model. Front Public Health; 10: 890400. |
APA Style
Kaheeru, R., Nimusima, P., Rwambale, K. M., Ahabyoona, F., Amanyire, A. (2024). Capacity Building and Organisational Performance in Local Government Context, Kasese District, Uganda. Journal of Public Policy and Administration, 8(4), 159-168. https://doi.org/10.11648/j.jppa.20240804.11
ACS Style
Kaheeru, R.; Nimusima, P.; Rwambale, K. M.; Ahabyoona, F.; Amanyire, A. Capacity Building and Organisational Performance in Local Government Context, Kasese District, Uganda. J. Public Policy Adm. 2024, 8(4), 159-168. doi: 10.11648/j.jppa.20240804.11
Share This Article
Twitter
Linked In
Facebook
Copy
Download@article{10.11648/j.jppa.20240804.11,
author = {Rosemary Kaheeru and Pereez Nimusima and Kadhiri Mohamedi Rwambale and Faith Ahabyoona and Agnes Amanyire},
title = {Capacity Building and Organisational Performance in Local Government Context, Kasese District, Uganda
},
journal = {Journal of Public Policy and Administration},
volume = {8},
number = {4},
pages = {159-168},
doi = {10.11648/j.jppa.20240804.11},
url = {https://doi.org/10.11648/j.jppa.20240804.11},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jppa.20240804.11},
abstract = {Service sector is predominantly increasing in modern economic system raising prominence of staff competences in achievement of corporate goals. This study was conducted to examine the relationship between capacity building and organizational performance in local government context, Kasese district, Uganda. Mixed methods research design was used guided by both objective and subjective assumptions to achieve the research objectives. Data was collected at one point in time from Kasese district employees working in different departments including; Finance, Human resource, engineering, health, education and sports, natural resources and community based. 80 respondents were seen to be representative in study considering the Kabale district local government Human Resource Manual (2021) where the district had a total number of 100 employees. Apparently out of 80 questionnaires distributed only 65 were returned well filled making an acceptable response rate of 81.25%. Stratified and simple random sampling approaches guided this whole process in ensuring that every staff members had equal chances of participation. Questionnaire and interview guide was used to collect both quantitative and qualitative data. Study findings confirmed a positive and significant relationship between capacity building and Organizational Performance at Kasese district. Specifically, results reveal that conducting Induction training (Beta= .657, P 01) significantly predict organisational performance. One key recommendation drawn from this study, linked to human capital theory is that institutional managers should prioritize individual employee learning and earmark resources that sufficiently caters for knowledge and skills enhancement.
},
year = {2024}
}
TY - JOUR T1 - Capacity Building and Organisational Performance in Local Government Context, Kasese District, Uganda AU - Rosemary Kaheeru AU - Pereez Nimusima AU - Kadhiri Mohamedi Rwambale AU - Faith Ahabyoona AU - Agnes Amanyire Y1 - 2024/10/18 PY - 2024 N1 - https://doi.org/10.11648/j.jppa.20240804.11 DO - 10.11648/j.jppa.20240804.11 T2 - Journal of Public Policy and Administration JF - Journal of Public Policy and Administration JO - Journal of Public Policy and Administration SP - 159 EP - 168 PB - Science Publishing Group SN - 2640-2696 UR - https://doi.org/10.11648/j.jppa.20240804.11 AB - Service sector is predominantly increasing in modern economic system raising prominence of staff competences in achievement of corporate goals. This study was conducted to examine the relationship between capacity building and organizational performance in local government context, Kasese district, Uganda. Mixed methods research design was used guided by both objective and subjective assumptions to achieve the research objectives. Data was collected at one point in time from Kasese district employees working in different departments including; Finance, Human resource, engineering, health, education and sports, natural resources and community based. 80 respondents were seen to be representative in study considering the Kabale district local government Human Resource Manual (2021) where the district had a total number of 100 employees. Apparently out of 80 questionnaires distributed only 65 were returned well filled making an acceptable response rate of 81.25%. Stratified and simple random sampling approaches guided this whole process in ensuring that every staff members had equal chances of participation. Questionnaire and interview guide was used to collect both quantitative and qualitative data. Study findings confirmed a positive and significant relationship between capacity building and Organizational Performance at Kasese district. Specifically, results reveal that conducting Induction training (Beta= .657, P 01) significantly predict organisational performance. One key recommendation drawn from this study, linked to human capital theory is that institutional managers should prioritize individual employee learning and earmark resources that sufficiently caters for knowledge and skills enhancement. VL - 8 IS - 4 ER -
Department of Business Administration, Faculty of Business and Management Sciences, Mountains of the Moon University, Fort Portal, Uganda
Department of Business Administration, Faculty of Business and Management Sciences, Mountains of the Moon University, Fort Portal, Uganda
Department of Business Administration, Faculty of Business and Management Sciences, Mountains of the Moon University, Fort Portal, Uganda
Department of Business Administration, Faculty of Business and Management Sciences, Mountains of the Moon University, Fort Portal, Uganda
Department of Business Administration, Faculty of Business and Management Sciences, Mountains of the Moon University, Fort Portal, Uganda
Information