Human Resource Value Creating Practices and Operational Performance in Uganda’s Public Sector

Abstract

This paper examines the application of human resource (HR) value creating practices and their effect on operational performance in the public sector, with reference to Uganda. Performance remains a challenge in developing countries like Uganda. Moreover, the capability of HR practices to deliver value is little examined. This paper is premised on HR value proposition model and the goal-setting theory to examine HR value creating practices of people, performance, information and work, in view of operational performance in Uganda’s public sector. Using traditional narrative literature review, it is established that HR value creating practices are minimally applied in the public sector of Uganda. Transformative people-management approaches are required by putting stakeholders especially employees, in line of sight if HR practices are to create value and foster operational performance. The paper contributes to the knowledge and application of HR value practices and their effect on operational performance in the public sector. The HR practices in the public sector can through strategic flexibility and transformation be adapted to improve performance.