THE EFFECT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE AMONG BROADCASTING ORGANIZATION IN UGANDA. A CASE STUDY OF UGANDA BROADCASTING CORPORATION (UBC)

Abstract

The concept of organizational performance is pertinent to organizations as it gauges how well organization utilizes its human resources to achieve set goals and objectives with a given period of time. UBC is a regulated broadcasting organization that has not been performing in terms of tv and radio ratings as projected. The competitive business environment among broadcasting organizations continues to grow affecting the tv and radio ratings in Uganda. To mitigate these competitive forces, Broadcasting organizations can integrate these HRM practices strategically to enhance their competitive position, differentiation, innovation, resilience, sustainability, and success in the dynamic and competitive media landscape today. Thus, the current research sought to investigate influence of HRM practices on organizational performance of broadcasting organizations in Uganda. Case study of UBC. Specific objectives of research sought to establish effect of Training and development, Recruitment and Selection, employee security and Performance Appraisal on organizational performance of UBC. Research was grounded on the High-Performance Work System (HPWS) and social exchange theory by Homans, Blua and Emerson. The study utilized a descriptive research method. Target population was 70 employees of UBC. Sample of 65 participants was chosen using Krejcie, Robert V, Morgan, Daryle W, (1970) Table of sampling determination. Primary data was gathered using closed-ended questionnaire. Reliability was determined by Cronbachs Alpha coefficient of 0.7 and above was considered adequate. Validity was established by use of content and construct validity. Quantifiable information was evaluated by both descriptive and inferential indicators while qualitative information was examined through content analysis. Outcomes of the research found out that HRM practices absolutely impact organizational performance. Training and development as well as Employee Security were found to be statistically significant while recruitment and selection and performance appraisal were not statistically significant. Budget constraints were established to partly intervene the connection between HRM practices and organizational performance in UBC. In addition, the outcomes also had shown that well-being and job security of employees regulates the connection between HRM practices and organizational performance in UBC. Management of UBC ought to increase application level of HRM practices to enhance their competitive position, differentiation, innovation, resilience, sustainability, and success in the dynamic and competitive media landscape today.