Acan Dissertation

HUMAN RESOURCE PLANNING AND EMPLOYEE PERFORMANCE
A CASE STUDY OF NRM SECRETARIAT
BY
ACHEN CHRISANTHA
18/U/MMS-HRM/00/KLA/109
A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS AND

MANAGEMENT IN PARTIAL FULFILMENT OF THE REQUIREMENTS
FOR THE AWARD OF MASTERS IN MANAGEMENT STUDIES
(HRM) OF UGANDA MANAGEMENT INSTITUTE
OCTOBER, 2022
DECLARATION
I, ACHEN CHRISANTHA Reg 18/U/MMS-HRM/00/KLA/AUG/109, declare that this
dissertation entitled “Human resource planning and employee performance a case study of
NRM Secretariat” is my own original work and it has not been presented and will not be
presented to any other institution for any academic award. Where other people’s work has been
used, this has been duly acknowledged.
SIGN ……………………………………. DATE………………………………..
ACHEN CHRISANTHA
18/U/MMS-HRM/00/KLA/AUG/109
i
APPROVAL
This is to certify that this dissertation by ACHEN CHRISANTHA REG
18/U/MMS-HRM/00/Aug/KLA/AUG/109 entitled, “Human resource planning and employee
performance a case study of NRM Secretariat” has been submitted for examination with our
approval as Institute supervisors.
Sign ……………………………………. Date………………………………..
Dr. Wahitu Fred
SUPERVISOR
Uganda Management Institute
SIGN ……………………………………. DATE………………………………..

Ms. Maria Kafeero Namugga
SUPERVISOR
Uganda Management Institute
ii
DEDICATION
This dissertation is dedicated to my family members most especially my mother Mrs. Ochola
Juliet and my Late dad A.P Ochola, brothers, sisters, friends and relatives for their financial
support and moral encouragement.
iii
ACKNOWLEDGEMENT
I am deeply indebted to my research supervisors Dr. Wahitu Fred and Ms. Maria Kafeero
Namugga for their patience with my inadequacies as they guided me through the research
process. Without your parental and professional input, this research would have been difficult
to elevate to its current level.
I acknowledge with gratitude the contributions and co-operation made by the respondents from
NRM Secretariat for their willingness to provide the necessary information when I visited their
college during the research process. Without their cooperation, this study would have been
impossible to accomplish.
I also thank my colleagues at Uganda Management Institute, persons who dealt with secretarial
work and those who read through the questionnaires and perfected the draft report.
I deeply treasure the contributions of all the above persons and ask God Almighty to richly
bless them.
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TABLE OF CONTENTS
DECLARATION..........................................................................................................................i
APPROVAL................................................................................................................................ii
DEDICATION............................................................................................................................iii
ACKNOWLEDGEMENT.........................................................................................................iv
TABLE OF CONTENTS............................................................................................................v
LIST OF TABLES...................................................................................................................viii
LIST OF FIGURES...................................................................................................................ix
LIST OF ACROYMNS...............................................................................................................x
ABSTRACT................................................................................................................................xi
CHAPTER ONE..........................................................................................................................1
INTRODUCTION.......................................................................................................................1
1.1 Introduction.............................................................................................................................1
1.2 Background to the study..........................................................................................................2
1.2.1 Historical background of study............................................................................................2
1.2.1 Theoretical background........................................................................................................4
1.2.3 Conceptual Background.......................................................................................................5
1.2.4 Contextual background........................................................................................................6
1.3 Statement of the problem........................................................................................................7
1.4 Purpose of the study................................................................................................................8
1.5 Specific goals of the study......................................................................................................8
1.6 Research questions..................................................................................................................8
1.7 Hypothesis of the study...........................................................................................................8
1.8 Conceptual Framework...........................................................................................................8
1.9 Significance of the study.........................................................................................................9
1.10 Scope of the study...............................................................................................................10
1.10.1 Geographical scope..........................................................................................................10
v
1.10.2 Content scope...................................................................................................................10
1.10.3 Time scope.......................................................................................................................10
1.11 Definition of terms..............................................................................................................10
CHAPTER TWO LITERATURE REVIEW.........................................................................12
2.1 Introduction...........................................................................................................................12
2.2 Theoretical Framework.........................................................................................................12
2.3 Human Resources planning and employee performance......................................................15
2.3.1 Human Resource planning.................................................................................................15
2.3.2 Employee Performance......................................................................................................15
2.4 Forecasting and employee performance................................................................................16
2.5 Manpower inventory management and employee performance...........................................19
2.6 Summary of literature............................................................................................................22
CHAPTER THREE RESEARCH METHODOLOGY........................................................24
3.1 Introduction...........................................................................................................................24
3.2 Research Design....................................................................................................................24
3.3 Study Population...................................................................................................................24
3.4. Sample Size determination...................................................................................................25
3.5. Sampling Techniques and Procedure...................................................................................25
3.5.1. A purposive sampling technique.......................................................................................25
3.5.2 Simple random sampling....................................................................................................26
3.6 Data Collection Methods.......................................................................................................26
3.6.1 Questionnaire Survey Method............................................................................................26
3.6.2 Face to Face Interviews methodology................................................................................26
3.7 Data collection Instruments...................................................................................................27
3.7.1 Questionnaire Survey.........................................................................................................27
3.7.2 Interview guide...................................................................................................................27
3.8 Validity and dependableness.................................................................................................27
3.8.1 Validity of the analysis Instrument....................................................................................27
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3.8.2 Reliability of the Instruments.............................................................................................28
3.9. Procedure of data collection.................................................................................................29
3.10 Data Analysis......................................................................................................................29
3.10.1 Qualitative Data Analysis.................................................................................................30
3.10.2 Quantitative Data Analysis...............................................................................................30
3.11. Measurement of Variables.................................................................................................30
3.12 Ethical Considerations.........................................................................................................31
CHAPTER FOUR.....................................................................................................................33
DATA PRESENTATION, ANALYSIS AND INTERPRETATION....................................33
4.1 Introduction...........................................................................................................................33
4.2 Response rate.........................................................................................................................33
4.3 Findings on background characteristics................................................................................33
4.3.1 Gender characteristics of the respondents..........................................................................34
4.3.2: Age of the respondents......................................................................................................34
4.3.3: Education level of respondents.........................................................................................35
4.3.4: Marital Status of respondents............................................................................................36
4.4 How Employee forecasting influence employee performance..............................................34
4.5. How manpower inventory management planning influence employee performance..........38
4.7: Employee Performance........................................................................................................46
CHAPTER FIVE.......................................................................................................................49
SUMMMARY, DISCUSION, CONCLUSIONS AND RECOMMENDATIONS...............49
5.1 Introduction...........................................................................................................................49
5.2 Summary of key findings......................................................................................................50
5.2.1 How Employee forecasting influence employee performance...........................................50
5.2.2 How manpower inventory management planning influence employee performance........50
The results showed that the coefficient was .777** and p=0.000 < 0.05. Therefore, according to
the results there was a positive significant relationship between inventory management
planning. Therefore, the alternative hypothesis that was earlier stated in chapter one is upheld.
.....................................................................................................................................................50
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5.3 Discussion of findings...........................................................................................................50
5.4 Conclusion.............................................................................................................................53
5.5 Recommendations.................................................................................................................54
5.6 Limitations of the study.........................................................................................................55
5.7 Suggestions for further studies..............................................................................................56
REFERENCES..........................................................................................................................57
APPENDICES..............................................................................................................................i
APPENDIX ONE: QUESTIONNAIRES FOR RESPONDENTS...........................................i
APPENDIX TWO: INTERVIEW GUIDE FOR SENIOR EMPLOYEE .............................v
APPENDIX THREE: PLAGIARISM REPORT....................................................................vi
LIST OF TABLES
viii
Table 3.1: Sample population, Methods and Techniques...........................................................16
Table 3.2: Results of content validity for research tools.............................................................19
Table 4.3: Response Rate............................................................................................................22
Table 4.4: Marital Status of respondents.....................................................................................24
Table 4.5: How Employee forecasting influence employee performance..................................34
Table 4.6: Correlation Matrix for employee forecasting influence employee performance.......36
Table 4.7: The relationship between manpower inventory management planning and employee
performance.................................................................................................................................37
Table 4.8: Correlation Matrix for manpower inventory management planning and employee
performance.................................................................................................................................40
Table 4.9: Multiple Regression Analysis for human resource planning and employee
performance.................................................................................................................................41
Table 4.10: Employee Performance............................................................................................42
LIST OF FIGURES
ix
Figure 1: Conceptual framework showing relationship between Human Resource Planning and
employee performance..................................................................................................................7
Figure 4.2: Gender of respondents..............................................................................................23
Figure 4.3: Age of the Respondents............................................................................................23
Figure 4.4: Highest Level of Education the Respondents...........................................................24
x
LIST OF ACROYMNS
HR: Human Resource
MBO: Management by Objectives
NRM: National Resistance Movement
OST: Organizational Support Theory
POS: Perceived Organizational Support
UK: United Kingdom
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ABSTRACT
The review zeroed in on Human resource planning and employee performance a case study of
NRM Secretariat. The study was guided by two research objectives namely; To examine how
Employee forecasting influence employee performance at the NRM Secretariat and To examine
how manpower inventory management planning influence employee performance at the NRM
secretariat. The study adopted a case study design where both quantitative and qualitative
approaches were used.
In this study, out of the 72 questionnaires administered, 65 were returned correctly filled
representing 90%. Out of the 20 respondents that were targeted for interviews, only 10 were
actually interviewed implying a response rate of 63%. The data was collected using
questionnaires and interviews, quantitative analysis was done using Pearson correlation
coefficients and qualitative analysis was done using content and thematic analysis.
Findings revealed that the coefficient was .688** and p =0.000 < 0.05. Therefore, according to
the results there was a significant positive relationship between forecasting and employee
performance. Therefore, the alternative hypothesis that was earlier stated in chapter one is
upheld. The results showed that the coefficient was .777** and p=0.000 < 0.05. Therefore,
according to the results there was a positive significant relationship between inventory
management planning. Therefore, the alternative hypothesis that was earlier stated in chapter
one is upheld.
It was recommended that there is a need for management to provide equal training
opportunities for both academic and non-academic. The improvement for a employee training
policy is recommended as well the need for training needs assessment and awareness creation
on the available training opportunities in the organization. Human Resource professionals need
to know if different skills are becoming critical for existing positions, how jobs are changing
and which entirely new professions are emerging. The study recommends that the management,
in liaison with the human resource function, should adopt the use of a multiplicity of
advertising platforms to include print media, online recruitment and use of social media. In
addition, organization should prefer an internal employee whenever a vacancy opens up since
these have more knowledge on how the system works and had frequently performed those
activities. This will reduce on costs of external sourcing and the efficiency of the new
employee in meeting the already set standards.
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CHAPTER ONE
INTRODUCTION
1.1 Introduction
Human resource planning aims to meet human resource requirements. It helps mobilize
recruited resources for productive activities. Human resource development is an important
process aimed at linking business strategy with its operations. It ensures that people are
available to provide the continued smooth operation of an organization and determines the
future needs of manpower in terms of the number and kind (Gupta, 2005).
Human resource development is a long term activity that enables an organization to manage
future commitments to achieve its goals. This is a way to hire the right people for the right job
with the right experience to achieve the company`s goals. Achieving a company's goals
depends solely on talent planning, as human skills play an important role in achieving those
goals. To reach a goal, the goal must be achievable, measurable, and have a time frame for it.
The talent plan shows how many people with what qualifications and experience are needed to
perform this task in a particular time period. Once the process is underway, things need to be
followed up and reviewed regularly to get things going in the right direction and reach the
goals of the organization (Mondy and Noe, 2006).
Human resource planning in this study is the independent variable while employee
performance is the dependent variable. Human resource planning will be measured in terms of
employee forecasting and manpower inventory management while employee performance will
be measured in form of meeting targets, service delivery efficiency and commitment levels as
shown in the conceptual framework (figure 1). This chapter entails the background of the
study, problem statement, purpose of the study, research objectives, research questions,
hypothesis, scope of the study, operational definition of terms, concepts and conceptual
framework and thesis structure.
1.2 Background to the study
The background of the study is explained historically, theoretically, conceptually and
contextually.
1.2.1 Historical background of study
Employee performance dates back to the 18th century (Armstrong, 2009), and the initial
perception of performance evaluation was that the emperor hired an "empire appraiser" to
judge employee performance (AD 22165). It was in Royal family. In the 16th century, Ignatius
Loyola established a system for officially evaluating Jesuit members. However, the first formal
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surveillance method arose from the efforts of Frederick Taylor and his cohort before World
War I.
During the 1920s, the rating of US military officials became broad, stretching out not
exclusively to the United Kingdom, yet additionally to parts of the manufacturing plant based
American framework. The Merit Rating began in the United States and the United Kingdom
during the 1950s and 1960s and was periodically renamed to Performance Rating. The
executives by Objectives (MBO) showed up during the 1960s and 1970s, and in lined up with
this, assessment techniques, for example, the Behavior Anchor Evaluation Scale were tried. A
modified form of performance assessment in view of results, which started during the 1970s
and proceeds right up 'til now. The term performance the board was first utilized during the
1970s. It just turned into a reported interaction in the last part of the 1980s (Armstrong, 2009).
With regards to Uganda, the aftereffects of a concentrate by (Lutwamao, Roos and Dolamo,
2013) showed that the performance of NRM Secretariat employee was somewhat impaired.
However, there was ambiguity in the performance. Contains the loopholes mentioned.
Deficiencies in performance goal setting and performance management planning are rarely
implemented. Despite the fact that many employees have job descriptions, performance
indicators and criteria are not well defined and are not known to all employees and managers.
Performance assessment programs are not always upheld. There are limited career
advancement opportunities, incompetent performance feedback, and insignificant reward
mechanisms. With this in mind, researchers have sought to extend the body of knowledge to
include more information related to employee performance.
Human Resource Planning dates back to the 1940s where it was used for employee allocation
and development of career structures during the times of skills shortage. However, its arrival as
a field with a strong conceptual foundation was also due to the work of Bartholomew (1967) in
the Cambridge organization, Morgan in Cambridge, and Smith (1971) in the civil service sector
of the United Kingdom (UK). Labor planning was increasingly criticized in the 1980s for being
normative, over-centralized, and lacking flexibility and labor planning in the human resource
management process. When organizational success was achieved, the ambitious role of human
resources development became even more pronounced with the increased capacity of
employees (Abdullah, 2009).
In Africa, globalization and information based economies are widely known, and how viable
the ideas, speculations, standards and practices learned in scholastic human asset the board are
in the Third World and agricultural nations. It's hard to say for sure. This is because the concept
of a Third World country becomes irrelevant because the country is no longer homogeneous
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and therefore difficult to compare (Ebong, Mwosi, Mutesigensi, Eton and Ogwel, 2018). While
public and government offices share normal qualities of administration, associations are not
homogeneous on the grounds that unadulterated privately owned businesses can learn quicker
and adjust to new difficulties in human asset the executives. It is additionally critical to be
cautious (Itika, 2011). Intensifying competition requires innovation in HR practices. Being
innovative is important to human resources because it helps organizations develop employee
retention measures and, as a result, reduce the costs associated with hiring new employees. This
innovation has contributed significantly to lower turnover rates for various companies,
allowing them to focus on their customers' needs and resulting in overall financial success
(Jury, 2016).
1.2.1 Theoretical background
The study was guided by the Perceived Organization Support theory advanced by Eisenberger
in 1986 and holds that in order to meet socio-emotional needs and to assess the benefits of
increased work effort, employees form a general perception concerning the extent to which the
organization values their contributions and care about their well-being. Such Perceived
Organizational Support (POS) would increase employees’ felt obligation to help the
organization reach its objectives, their affective commitment to the organization and their
expectation that improved performance would be rewarded (Eisenberger, Huntington & Sowa,
1986).
Organizational support theory explains how POS develops and yields positive consequences for
employees and organizations. The theory states that employees view their organization as
having a disposition to view them favorably or unfavorably as reflected in the treatment it
provides them (Eisenberger, Huntington, Hutchison & Sowa, 1986). POS provides employees
with a simple way to understand their valuation by the organization and may vary from the
view that the organization regards them very positively to the opposite extreme of disdaining
them and wanting to get rid of them given the first opportunity.
According to organizational support theory, employees value POS partly because it meets their
needs for approval, esteem and affiliation, plus provides comfort during times of stress.
Therefore, when favorable supervision and HR practices lead to high POS, employees are more
satisfied with their jobs, feel more closely connected with the organization, are more compelled
to view organizational goals as their own and are more loyal and committed to the
organization. In addition to meeting the employee needs as indicated above, POS signals to
employees that the organization is ready to provide aid with one’s job when needed and to
reward increased performance. As a result, based on the norm of reciprocity (for instance, the
moral obligation to respond favorably to positive treatment; Gouldner, 1960), employees with
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high POS are more inclined to care about and further organizational goals. Thus, POS leads to
increased employee performance and lessened absenteeism. The organizational Theory is
actually used as a technique of the human resource planning process; it basically provides
insight into the ways that people, teams and organizational units behave based on the
organizational type that the company functions within (Mangano, 2010). In this study it is
believed that implementing proper HRP at the NRM secretariat would help employees perceive
that the organization is addressing the problem.
1.2.3 Conceptual Background
The main constructs to be defined in this section are independent variable which human
resource planning, and this has sub variables including, employee forecasting and inventory
management. The Dependent variable for the study is employee performance. All these are
defined differently by various scholars
According to Barnes and Adam (2018), Human Resource Planning is the forecasting of
employee ing needs determining the steps needed to fulfill those needs in personal
management.
Ivancevich (2010) defines human resource planning as both a process and a set of plans. It is
how organizations assess the future of demand and supply for human resource. In addition, an
effective human resource plan also provides mechanisms to eliminate any gap that may exist
between supply and demand. In case of surplus of employees, there should be restricted hiring,
reduced hours, early retirement and layoff or downsizing and incase of shortage of employees,
recruitment and selection should be done (Mondy, 2010).
Human resource employee forecasting is a process of determining what needs to done now and
in the future; determining the human resource in terms of numbers and competencies that are
needed to do the work now and, in the future, (Kets de Vries, 2005). It is also a process of
assessing the human resource in terms of numbers and competencies that are already in the
organization (Irwin, 2009).
According to Mone and London (2018), employee performance is defined as the job related activities
expected of a worker and how well those activities were executed. HR leaders in many companies
evaluate each employee's performance annually or quarterly to identify opportunities for
improvement. According to Pradhan and Jena (2017), employee performance includes explicit actions
that include responsibility for basic tasks that are part of a job description that employees complete
within a specified time. To achieve high performance efficiency, employees are supported with
sufficient knowledge of their roles and responsibilities, can handle multiple job assignments, have
multitasking skills, and have little or no supervision (Pradhan and Jena, 2017). In addition, employee
4
performance includes activities that plan, organize, and manage daily operations based on technical
capabilities and management decisions.
1.2.4 Contextual background
National Resistance Movement Secretariat is a mass organization operating within a political
system that enhances people’s participation in the political, social, and economic development
of the country. In executing its activities, the party needs to plan for human resources that will
enable the organization achieve its goal. It is in this regard that the organization must carry out
a regular and effective human resource planning process hence need for the study.
The NRM secretariat as a government department has diverse mandates and functions (Tapcott,
2007). The Department's mission is carried out by a number of departmental unit and regional
offices. Service is delivered to community through a network of regional/district offices and
service points. According to Mandela (2007) the secretariat strives to become the leading state
Department in Uganda’s government in terms of providing service through successful
stakeholder relationships, collective and collaborative solution finding, empowerment,
flexibility and creativity. She added that the secretariat aims at transforming itself from a
reactive to a proactive department and to be recognized for being a successful service provider
and employee commitment in providing excellent service. Quality service is therefore an
imperative to gain and sustain competitive advantage (Kreitner and Kinicki, 2007).
Despite the above, the NRM secretariat is still faced with inefficient employee productivity that
has continued to tarnish the image of the secretariat in service delivery (Mapisa, 2007).
Employee experiences an increased workload leading to low morale, high levels of stress and
therefore absenteeism. This leads to poor completion of task and assignment, extra workload,
late submission of reports, inability to meet targets, increase in fatigue, high stress intensity,
and decrease in the organizations ability to meet set goals. Therefore the study seeks to analyze
the influence of human resource planning on employee productivity case study of NRM
secretariat.
1.3 Statement of the problem
The success of an organization depends very much on the efficiency and effective use of a skilled and
trained productive Human resource. Therefore, a Human resource plan is also needed to identify areas
of overemployee ing or underemployee ing (Irfansyah, 2020). These practices are important for hiring
qualified, experienced, competent and dedicated people to help companies achieve their performance
goals and objectives. Human resource planning addresses employment and selection requirements,
employee training needs, and compensation management issues that can help ensure that an
organization's performance goals are met (OAG Report, 2018).
Despite the above, the Secretariat of the National Resistance Movement recently failed to meet the
requirements of performance standards. For example, daily monitor 2nd, 2018).
5
This slows down tasks and task performance, delays additional workloads, reports, fails to reach goals,
increases fatigue, increases stress levels, and the organization's ability to reach set goals. This leads to
poor completion of task and assignment, extra workload, late submission of reports, inability to meet
targets, increase in fatigue, high stress intensity, and decrease in the organizations ability to meet set
goals (Annual Performance Report, 2018). Against this background that the study analysed the
influence of human resource planning on employee productivity case study of NRM secretariat.
1.4 Purpose of the study

To examine the influence of Human Resource Planning on employee performance at the
National Resistance Movement Secretariat
1.5 Specific goals of the study.
i. To examine how Employee forecasting influence employee performance at the NRM
secretariat
ii. To examine how manpower inventory management planning influence employee
performance at the NRM secretariat
1.6 Research questions
i. To what extent does employee forecast influence employee performance?
ii. What is the influence manpower inventory management on employee performance?
1.7 Hypothesis of the study
i. Employee forecasting significantly influence employee performance
ii. Manpower inventory management significantly influences employee performance
1.8 Conceptual Framework
The conceptual framework presents the dependent variable and independent variable. The
independent variable was human resource planning through its dimensions of Employee
forecasting and Manpower Inventory Management while the dependent variable was employee
performance through its dimensions of meeting targets, service delivery, and efficiency and
commitment levels.
Employee forecasting was looked at in terms of skills and competencies of employees, plan for
the required number of employees in the right place and the right time while inventory
management was looked at in terms of the present and future potential of the personnel and
their information required within the organization.
Independent Variable (IV) Dependent Variable (DV)
Human Resource Planning Employee Performance
Employee forecasting
 Skills and competencies
 Required numbers  Meeting target,
 Turnover rates  Service delivery efficiency
 Timeliness of service delivery
6
Manpower Inventory Management
 Present personnel
Source: Self conceptualized as guided by Armstrong 2010.
Figure 1: Conceptual framework showing relationship between Human Resource
Planning and employee performance
According to Armstrong (2010), Human resource planning provides the basis for plans to
improve retention rates forecast changes to existing resources through internal promotion,
effect of changing conditions of work and absenteeism, sources of supply from within the
organization, sources of supply outside the organization in the national and local labor markets
(Arthur et al,2006). Human Resource Inventory focuses on the past performance and future
potential and the objective is to keep management up to date about the possibilities for filling a
position from within. This inventory should indicate which individuals in the organization
would be appropriate for filling a position if it becomes available.
1.9 Significance of the study
 The study will benefit the entire NRM secretariat and its employees as it will study the
influence of human resource planning on employee performance
 It will also widen and increase the knowledge of the researcher and act as a source of
reference material to those intending members of the national resistance movement
secretariat
 To scholars and researchers, the findings of the study are expected to contribute to the
existing literature about human resource planning and its influence on employee
performance
 The study will benefit the researcher in partial fulfilment of the requirements for the
award of masters in management studies at UMI.
1.10 Scope of the study
1.10.1 Geographical scope
The study was carried out in Kampala city taking a case study of the NRM secretariat
headquarters with a population of 72 employees; the NRM secretariat headquarters is located at
plot 10 Kyandondo road, Wandegeya, Kampala Uganda
1.10.2 Content scope
The study focused on the influence of human resource planning on employee performance.
Data will be collected using questionnaires
1.10.3 Time scope
7
The study considered a period from 2018-2022. This period was selected to enable the
researcher come up with coherent information from the respondents as it enabled respondents
to give responses that are typical of their opinion from the observations made over this period.
1.11 Definition of terms
The following terms are defined in the specific sense in which they were used in this research
study.
Human Resource planning is a process of guiding activities related to the human resources
management (Mursi, 2013). It generally, refers to how the management makes decisions on
how the human resource needs in an organization can be employee ed minimum costs.
Employee performance: Is the timely, effective and efficient completion of mutually agreed
tasks by the employee as set out by the employer. It also involves the record of outcomes
achieved, for each job function, during a specified period of time (Aliya, &Hina, 2015).
Demand Forecasting; this is the process of estimating the future numbers of people required
and the likely skills and competences they will need
Forecasting manpower demand Armstrong (2012) defined forecasting manpower demand as
the process of estimating the future numbers of people required and the likely skills and
competencies they will need
Human Resource Inventory; this consists of data about the characteristics of organization
members
Manpower inventory management planning takes consideration of the planning for the
selections, recruitment and ensuring that the organization reacts to its internal and external
environment which it has now and continues to have in future.
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter reviews literature based on the objectives of the study, to examine how employee
forecasting influence employee performance and to examine how manpower inventory
management planning influence employee performance at the NRM secretariat using secondary
data sources like textbooks, journals, websites, magazines, newspapers and unpublished
information.
2.2 Theoretical Framework
This study was supported by the Organizational Support Theory (OST) by Eisenberger,
Huntington, Hutchinson, and Sowa (1986), which holds that in order to meet social emotional
needs to assess the benefits of increased work effort, employees form a general perception
concerning the extent to which the organization values their contributions and cares about their
8
wellbeing. Such Perceived Organizational Support (POS) would increase employees` felt
obligation to help the organization reach its objectives, their affective commitment to the
organization, their expectations that improved performance would be rewarded. Behavioral
outcomes of POS would include increases in role and extra role performance and decreases
stress and withdrawal behaviors, such as absenteeism and turnover. (Neves and Eisenberger,
2014) argued that individuals who perceive greater support from their employing organizations
would be more likely to feel obliged to “repay” the organization in terms of increased
commitment to it. One of the sources of POS relevant to this study is the human resource
management practices, which assume that systematic organization wide policies and
procedures directed toward employees, or human resource (HR) practices, should make an
important positive or negative contribution to POS because they are specifically oriented
toward employees. Beneficial HR practices that represent investment in human capital and
show awareness of employee contributions have been proposed to promote POS (Allen et al.,
2003). In fact, POS has been found to be associated with personnel practices such as
employment security, autonomy, training, participation in decision making, compensation and
promotion opportunities (Kurtessis et al., 2017). The benefits of certain HR practices should
increase POS to the extent that they are due to the voluntary and intentional behavior of the
organization. This theory supported this study because it suggests key concepts of employee
retention and retention that may result from the organizational support provided by superiors
through promotion recommendations and improved salary levels.
The Perceptual Organization Support (POS) hypothesis, presented by Eisenberger (1986),
connects with Rhoades representatives' view of how associations esteem their commitments
and care about their prosperity. To meet social and feelings and survey the advantages of
expanded work endeavors, representatives structure an overall discernment to the degree that
associations esteem their commitments and care about their prosperity. .. As per POS
hypothesis, workers accept that an association thinks often about and values its commitment to
its prosperity. This has been found to altogether affect specialist execution and better
conveyance of clinical benefits.
Research on apparent authoritative help started with the perception that supervisors' advantage
in specialists decides their obligation to accomplishing hierarchical objectives. For any labor
force, associations act as a significant wellspring of socio-close to home assets like regard,
care, and actual advantages like wages and health advantages (Blau1968). Being profoundly
esteemed by your association helps meet the mindfulness, notoriety, and support needs of your
representatives. A positive assessment by the association is additionally a sign that expanded
9
endeavors have been perceived and compensated. Accordingly, workers have a positive interest
by they way they are treated by their organization (Eisenberger, 2002, Blau, 1994).
Recognized organizational support theory assumes that favorable employee compensation
indicates that the organization attaches great importance to employee contributions. This
establishes an important element of POS theory. Performance management, training, and
compensation management are specifically claimed to indicate an investment in an
organization's employees, understood by employees as a sign of organizational awareness and
appreciation, and lead to development and sound performance improvement. According to
Eisenberger et al. (1986), because managers are responsible for managing and providing
implementation support, mandatory compensation related to job performance was expected to
primarily impact an organization's performance (Tetrick, Shore, & Miles,1994).
The theory has got the following weaknesses and strengths of the theory
Perceived authoritative help speculations assisted with investigating the elements of human
asset the board and their commitment to upgrading the center capabilities of the association.
We proposed that human asset the board rehearses in performance the executives, preparing,
and pay the executives would further develop representative association in accomplishing
objectives. By connecting representative perspectives on different human asset the executives
rehearses with the arrangement of medical care administrations. A few references look to give
direction on how an association can work with an elevated degree of appropriate human asset
the board rehearses by executing it for better conveyance of clinical benefits inside the
association. is. Shortcomings and qualities of seen authoritative help hypothesis POS loathe
and first open door since it gives a simple method for understanding how workers are esteemed
by the association and believes the association to be exceptionally sure about them. It changes
from the contrary limit of needing to dispose of them.
According to organizational support theory, employees value POS partly because it meets their
needs for approval, esteem and affiliation, plus provides comfort during times of stress.
Therefore, when favorable supervision and HR practices lead to high POS, employees are more
satisfied with their jobs, feel more closely connected with the organization, are more compelled
to view organizational goals as their own and are more loyal and committed to the
organization. In addition to meeting the employee needs as indicated above, POS signals to
employees that the organization is ready to provide aid with one`s job when needed and to
reward increased performance. Higher level managers enhance POS when they provide
supportive policies and HR practices, whereas supervisors enhance POS through helpful and
considerate actions. Though research consistently shows these factors are strongly related to
10
POS, little has been written specifically for managers, HR professionals and supervisors
concerning ways to enhance POS (Eisenberger & Stinglhamber, 2011)
The weaknesses of the theory include the following; conversely, emphasizing the
nondiscretionary nature of negative treatment by the organization can reduce losses in POS.
That is, if an employee is not clearly informed about the factors that give the organization
fewer options than the desired treatment, it can be assumed that the organization has chosen to
take advantage of them. For example, if an employee does not receive the usual salary increase
due to financial constraints of the organization, the employee may believe that the organization
has made a voluntary decision to increase profits at its own expense.
2.3 Human Resources planning and employee performance

2.3.1 Human Resource planning
Human resource planning is surrounded by three basic level practices which can increase the
organizational performance: To increase the knowledge, skills and abilities among employees,
to enhance their empowerment like giving them employment security and organize some
participation programs for employees and to give them motivation through both incentive
means like giving them compensation and benefits, and also through internal promotion like
promoting them with their job status (Yongme et al., 2015).
Ulrich and Brockbank (2005) argue that Human Resources (HR) must provide value to their
organizations as viewed by investors, line managers and employees, and that this value results
in competence advantage. To help organizations remain competitive, human resource
management must refine its role and organizational contributions. Research demonstrates that
effective international human resource management (HRM) is positively related to financial
performance in the United States. The success of a business or an organization is directly
linked to the performance of those who work for that business. Under achievement can be a
result of workplace failure because hiring the wrong people or failing to anticipate fluctuations
in hiring needs can be costly, it is important that conscious efforts are put into human resource
planning (Biles, 2010).
2.3.2 Employee Performance
Employee performance shows the employee's commitment to meeting the institutional
objectives. According to (Aliya, Maiya, Farah and Hina, 2015) employee performance is the art
of achieving the desired results within defined limits of time, accuracy and completeness.
(Sultan et al., 2012) agree contending that employee performance refers to their ability to meet
agreed tasks measured against predetermined standards of accuracy, completeness, cost and
11
speed. This study will measure employee performance according to employee’s ability to meet
agreed standards of innovation, attitude towards work, timely completion of tasks and quality
of output. According to the researcher, institutions like NRM Secretariat can control and
manage the factors influencing the performance of the individual employee whether formally
or informally and training is one of the several ways in which this can be done.
2.4 Forecasting and employee performance
Human resource is a process of determining what needs to be done now and in future,
determining the human resource in terms of numbers and competences that needed to do work
and in the future (Marura, 2018), it also means assessing the human resource in terms of
numbers and competence that are already in the organization, determining the gap between the
human resource that are currently in the organization and those that will be needed in the
future.
A demand forecast is a systematic assessment of the types, quantity and quality of employees
that will be required to operationalize organization overtime by quality of employees what is
meant is their knowledge, skills, attitude and competence (Radel, 2019). A key component of
HRP is forecasting the number and type of people needed to meet organizational objectives.
Since it’s an open system that we exist in, a variety of organizational factors including
competitive strategy, technology, structure and productivity can influence the demand for
labor.
Noe (2017) mentioned other factors that influence forecasting demand for personnel which
include budget constraint, turnover due to resignations, contract terminations, transfers and
relocations, retirement, new technology in the field, decisions to upgrade the quality of services
provided and minority hiring goals. Failure to anticipate future manpower needs leads to last
minute decision making which is not always advisable for managers in organizations. It is
proper that managers take their time to forecast future manpower needs which helps to save
money and time in future. Noe (2017) explained that when it comes to the human resource
planning context, a mathematical formula is used to project future demands of human resources
based on an established relationship between an organization’s employment level and some
measurable factors of output such as revenue, sales or production level.
The second phase of human resource planning, forecasting demand and supply, involves using
any number of sophisticated statistical procedures based on analysis and projections. Such
forecasting techniques are beyond the scope of this discussion. At a more practical level,
forecasting demand involves determining the numbers and kinds of personnel that an
organization will need at some point in the future. Most managers consider several factors
12
when forecasting future personnel needs. The demand for the organization’s product or service
is paramount. Thus, in a business, markets and sales figures are projected first. Then, the
personnel needed to serve the projected capacity is estimated. Other factors typically
considered when forecasting the demand for personnel include budget constraints; turnover due
to resignations, terminations, transfers, and retirement; new technology in the field; decisions to
upgrade the quality of services provided; and minority hiring goals (Noe, 2017).
According to Tibamwenda (2010) forecasting determines the human resource needs that are in
the organization or will be in an organization in terms of number of employees, their
knowledge, skills, attitude and competence and determining the gap in terms of employees that
the organization needs or will need in the future. Therefore, to cover the human resource gap,
plans have to be made to meet future human resource needs; a demand forecast has to be made.
To identify the sources of the human resource that are needed to cover the human resource gap
in future, a supply forecast has to be done (Antunes & Nunes, 2018). Forecasting uses
information from the past and present to identify expected future conditions. Projections for the
future are, of course, subject to error. Changes in the conditions on which the projections are
based might even completely invalidate them, which is the chance forecasters take. Usually,
though, experienced people are able to forecast with enough accuracy to benefit organizational
long-range planning (Wahshi, 2016).
Forecasting human resources involves estimating future human resources needs based on the
strategic goals of the organization (Ulfertsm et al., 2019). The main task of HRP is to support
an organization in its quest for the best people. Insight into the right quantity and quality of
human resources needed to achieve the desired competitive advantage is provided by the
forecasts of human resources demand and supply (Ruse & Jansen, 2008). For this to occur, the
forecasts of human resources demand and supply should be considered as integral to the
organization’s business and functional planning processes.
A study on the effect of employee resourcing ways on the performance of banks in Kenya
established that, employee resourcing ways have a major positive effect on performance of the
said banks (Ngui, 2015). Additionally, the study findings indicated that, there's a positive
relationship between strategic employee resourcing and employee performance in banks. Ngui
(2015) counseled that banks need to develop and document ways for HRP thus enhance
employee and firm performance. Further, Le (2015) assessed the effect of placement practices
on worker performance in technology sector. Per the study findings, there will be a powerful
association between performance on one hand and job data, coaching and steerage on the
opposite. It’s noted in an examination of relationship between human resource planning
13
practices and organizations performance that the study on constant aspect has influenced from
delving into individual practices and their impact on firm performance to find out the whole
human resource planning system in the organization and its outcome on workers performance
(Al-Zahrani and Almazari, 2014).
Akhigbe (2013) argues that forecasting enhances performance as it can help quantify the jobs
necessary for producing a given number of goods, or offering a given amount of services,
determine what employee -mix is desirable in the future, assess appropriate employee ing
levels in different parts of the organization so as to avoid unnecessary costs, prevent shortage
of people where and when they are needed most, and monitor compliance with legal
requirements with regard to reservation of jobs (Akhigbe, 2013).
2.5 Manpower inventory management and employee performance
The human resource inventory consists of information about the characteristics of
organizational members. It focuses on past performance and future potential and aims to keep
management informed of opportunities to fill positions within the company. This inventory
should show who in your organization is suitable to fill a position when it becomes available.
According to Ssozi (2018), inventory management of human resources needs to be linked to the
organization's overall strategy. Evaluate employee ing needs in advance, keeping in mind
organizational goals, operational plans, and fluctuations in demand. Therefore, human resource
management must be future oriented, system oriented, and goal oriented. According to him, it
reduces uncertainty, develops talent, improves labor relations, leverages talent, and manages
talent. Predict labor needs, effectively manage change, achieve business goals, empower
employees, and use talent effectively. Personnel management leads to employee motivation,
better interpersonal relationships, and increased productivity.
According to Ssozi (2018) Manpower inventory management must be linked to the overall
strategy of the organization. It evaluates human resource requirements in advance keeping the
organizational objectives, operation schedules, and demand fluctuation in the background.
Thus, Manpower inventory management should be future–oriented, system–oriented, and goal
directed. According to him it reduces uncertainty, develops human resource, improves labour
relations, utilizes human resource and controls human resource. Forecasting human resource
requirements, effective management of change, realizing organizational goals, promoting
employees and effective utilization of human resource.
Manpower inventory management leads to employee Motivation and Better human relation
which lead to higher productivity. According Wajiga and Ndaghu (2017) Manpower inventory
management involves is not only putting right men or right job, but it only or also comprises of
14
motivation programmes, for instance, incentives plans to be framed for further participation
and employment of employees in a concern. Therefore, all types of incentives plans became an
integral part of employee ing function. This in turn to leads to better employee performance.
The authors further argue that Manpower inventory management strengthens Human relations
through effective control, clear communication, effective supervision, and leadership in a
concern and enhances employee productivity as a result of minimum wastage of time, money,
efforts and energies (Wajiga and Ndaghu, 2017).
To understand human resource planning practices, the organization must consider how these
practices are affected by the internal and external environments of institutions. There are many
factors that affect the organization's human resources planning practices. These factors can be
divided into two categories, Internal and external factors. The external factor is the overall
factor that affects the planning of human resources outside the boundaries of organizations and
cannot be controlled by organizations (Barnes & Adam, (2018). Key external factors include
government policies where government policies affect the organization in terms of labor policy
and policy towards maintaining specific functions of different communities and other
government policies. The level of economic development determines the level of human
resource development in the country and thus the provision of human resources in the future
Recruitment is the process of finding candidates, reviewing applicant credentials, screening

potential employees, and selecting employees for an organization. Effective recruitment results
into hiring employees who are skilled, experienced, and good fits with the corporate culture.
Recruitment methods should ensure engaged competent, productive employees who are loyal
to your organization (Ilyas & Mahmood, 2018). Employee Selection is the process of putting
right men on right job. It is a procedure of matching organizational requirements with the skills
and qualifications of people and effective selection can be done only when there is effective
matching.
Internal recruitment; this is the practice of choosing amongst current company workers to fill a
position that falls vacant over time. The vacancy could sometimes be advertised throughout a
company; and this could be on the company's monthly or quarterly job-sheet. Most institutions
of higher learning use this practice. The practice is evoked occasionally when a company's
employee has been rendered redundant in their current post, and oftentimes it's a way used to
promote a certain company employee sideways other than up the firm (Kakar, et al, 2017).
Internal recruitment is often resorted to as a way of saving money that could be spent through
advertisements and also to cut on training costs that an outside employee would need to
15
become familiar with the system. Considerable savings can be made since individuals with
inside knowledge of how a business operates will need shorter periods of training and time for
'fitting in, the organization is unlikely to be greatly 'disrupted' by someone who is used to
working with others in the organization.
Recruitment and selection have a comprehensive significant contribution towards employee
performance. Therefore, firms that duly practice these practices effectively and efficiently
positively obtain and maintain high level of employee performance. This was further
supported by Slavkovic, & Simic, (2018) who said that recruitment and selection once are
adopted by any organization effectively and efficiently, normally enable the organization to
obtain a great quality of work done by its employees. In addition, Slavkovic, & Simic, (2018)
posited that the major significance of recruitment and selection is to complement the firm’s
culture and employee ’s behaviour in always achieving organization’s goals. Amin et al.,
(2014) stressed that the degree of recruitment and selection have an effect on performance at
the employee level in African countries. Employee performance defined as a multi-faceted
and complex idea, thus recruitment and selection outcomes are used as mediating factors in
improving employee performance.
Manpower planning takes consideration of the planning for the selections, recruitment and at
ensuring that can organization reacts to its internal and external environment which it has now
and continues to have in future. The members and qualified people who will be required to
enable the undertaken to achieve output in terms of good and service within whatever to.
Constraint of efficiency may be imposing on it. It’s also aims at matching on continuous basis.
The characteristic of the labour available to the characteristic of the labour required can by
devising appropriate politics and programmes. Chung et al, (2018) exampling that the aim of
man power planning or the aim of developing manpower plan is to achieve corporate objective
through the development of strategies designed to maximize the contribution of manpower.
16
Chung et al, (2018) argued that the main function of the personnel officers starts with employee
planning of the organization. He examined that as the marketing officer plans on how to handle
the marketing employee and products to increase sales so the personnel officer plans to see
that the organization has the rightful employees. He stresses that employee ing the organization
adequately should not just be one day unsystematic and initiative activities. It is a duty that
should be given adequate timing so that the organization can have the best if possible. Planning
in general is futuristic and manpower planning is expected to cover all the future human
resources requirement of the organization. Such planning is expected to cover long and short
terms plans virtually all business enterprise always place or attach much importance on
manpower planning to ensure that the firm thrives and maintains maximum and sustainable
growth. Without adequate manpower planning in business establishment, there is little the
business would achieve. This is because the competent and capable work force would not be
hired or recruited, and placed where there could display their talent, knowledge and experience.
Manpower requirement in most instances is one of the areas that entrepreneurs always consider
in their planning
2.6 Summary of literature
The review of literature reveals that human resource planning has a strong influence on the
performance of employees in the organization. Having required number and qualified
personnel in organization helps to achieve firm’s success as it improves employee productivity.
Earlier scholars conducted their study on human resource planning with other variables like job
satisfaction (Karin Andreassi, Lawter, Brockerhoff and Rutigliano, 2014) and competitive
advantage (Anitha, 2014) in western countries but none has ever been conducted employee
performance in Uganda.
The study thus will fulfill these gaps. Further, studies concerning human resource planning and
employee performance will be conducted at the NRM secretariat (Sheehan, 2014) and
production sector (Marura, 2018) however; this study shows that human resource planning also
strengthens human relations through effective control, clear communication, effective
supervision and leadership which enhances employee productivity as a result of minimum
wastage of time, money, efforts and energies.
17
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This chapter presents the methods that were used to complete the study. They include the study
design, study population, sample size and selection, sampling techniques and procedures, data
collection methods, data collection instruments, validity and reliability, procedures of data
collection, data analysis and measurement of variables.
3.2 Research Design
The study adopted a cross-sectional survey design. A cross sectional design involves the
researcher measuring the participant’s outcome and exposures at the same time. It was adopted
because the study was done for a specific period of time and it allowed an in-depth
investigation of the problem and also enabled a one-time study, (Sekaran and Bougie, (2016).
The study used both quantitative and qualitative approaches. Qualitative data was collected by
administering open ended questions while quantitative data was collected using closed ended
questions.
The quantitative data reflected the statistical data on how human resource planning influences
employee performance the NRM secretariat. Qualitative method enabled the researcher to
categorize data and find patterns between categories (Creswell, 2014). Using qualitative
method, the researcher made observations, interview, and review different document in order to
build a holistic and narrative description of the findings.
3.3 Study Population
Amin (2005) defined a study population as the total number of defined objects, people and
events identified for a study. The NRM secretariat headquarters has a population of 76
employees from which a sample was drown.
3.4. Sample Size determination
According to Amin (2005) a sample is a collection of some elements of a population. The
researcher using Krejcie and Morgan (1970) table of sample determination as cited in Amin,
(2005), selected 2 secretary generals, 14 human resource employee , 24 accounts and finance
employee members and 28 research and development employee members as given in table 3.1
Table 3.1: Sample population, Methods and Techniques
Category Population Size Sampling technique

Secretary general 2 2 Purposive sampling
Human resource department 15 14 Purposive sampling
Accounts and finance 30 28 Simple random sampling
18
Research and development 50 44 Simple random sampling
Total 97 88
Source: Population NRM secretariat headquarters
3.5. Sampling Techniques and Procedure
Sampling is the process of selecting participants from a given population (Oso & Onen, 2008).
The study adopted convenience, simple random and purposive sampling to pick the participants
for this study.
3.5.1. A purposive sampling technique
Purposive sampling was used and this is the sampling design based on the judgment of the
researcher as to who provided the best information to succeed for the objectives study. The
person conducting the research focused on those people with the same opinion to have the
required information and be willing of sharing it. One of the advantages of purposive sampling
is its convenience and cost effectiveness (Buchanan, 2017). It saves time as one only focuses
on respondents that are believed to have the information required about the study variables.
Purposive sampling was used on the Secretary Generals and Human Resource Department.
This was because they hold specific positions of responsibility that expose them to issues
related to the subject under investigation.
3.5.2 Simple random sampling
Simple Random Sampling is the sampling design where each member of the population has an
equal chance of being selected as subject (Etikan, 2017). The researcher will use this method
because it eliminates bias as members of the sample are selected randomly hence facilitates
generalization of the study findings. This technique was used to choose employee from other
departments because of their mass population as it involved giving a chance to all to be part of
the study.
3.6 Data Collection Methods
The researcher used both primary and secondary data collection methods. Primary data was
collected directly from the field using questionnaires and interviews while secondary data was
collected from published journals, textbooks, thesis, and NRM Secretariat reports.
3.6.1 Questionnaire Survey Method
This includes designing and administering questionnaire to the employee at the NRM
Secretariat. The questionnaires were administered by the researcher to respondents. This also
helped the researcher to establish rapport with the respondents while introducing the survey,
provided clarification sought by the respondent on the spot, and make it possible to collect the
questionnaires immediately after they are completed Cooper & Schindler (2018). This was less
expensive, time saving and the questionnaires were filled at the respondent’s convenience
19
3.6.2 Face to Face Interviews methodology
Face to face interviews were used to gather data from the technocrats, NRM secretariat top
management and employee (key informants) for the researcher to establish a good rapport with
respondents. This type of interview enabled the researcher to obtain in-depth information
through probing. Open ended questions were used so that other new themes/valuable question
that emerges from the dialogue between interviewer and interviewee are thoroughly discussed
and responses received as suggested by Amin (2005). In this study, the probing tactic were
used extensively in obtaining a deep explanation of the issue at hand.
3.7 Data collection Instruments
3.7.1 Questionnaire Survey
A self-structured questionnaire (SSQs) was used to collect quantitative and qualitative data
from NRM Secretariat Employee . SSQs was used for this category of respondents to save on
time because the number is big to interview and because they can read and write English and
thus fill in the questionnaires by themselves without any assistance as Amin (2005) suggested.
The questionnaires with closed ended questions employing the five-point Likert scales were
used in primary data collection. Few open-ended questions were included in the questionnaire
to ensure response clarity and consistency. The questionnaires were structured making it easy
to codify and tabulate responses to be obtained.
3.7.2 Interview guide
An interview guide is a list of structured questions (Amin, 2005). It involves the interviewer
probing for information interviewee. This was used to gather qualitative data about Human
resource planning and employee performance. These interviews were administered personally
by the researcher to the respondents and after the interview; data was edited, analyzed and
compiled. Interview schedule were used to help the interviewer to ask questions or make
comments intended to lead the respondent towards giving data to meet the study objectives.
3.8 Validity and dependableness
This study ensured the validity and reliability of the instruments used. The following sub
section explains how this was achieved.
3.8.1 Validity of the analysis Instrument
Sekaran & Bougie, (2016) defined Validity as the accuracy and meaningfulness of inferences
which are based on research results. The researcher conducted a repeated review of the
instrument by carrying out a field pre-test. The content validity index (CVI) is an indication of
the degree to which the instrument corresponds to the concept it is designed to measure.
According to Amin (2005) the formula for establishing the CVI is given as below;
Formula: - CVI = Number of items declared as relevant = 0.7
20
Total number of items
Table 3.2: Results of content validity for research tools
Dimensions No of Items Relevant CVI
Employee forecasting 06 05 0.833
Manpower Inventory Management 08 07 0.875
Employee performance 07 06 0.857
Table 3.2 presents the average all 0.861 and (0.833, 0.875 & 0.857 respectively) on all three
variables had a CVIs that were above 0.7, imply that the tool was validity since it was
appropriately answering / measuring the objectives and conceptualization of the study.
According to Mugenda & Mugenda (2003), the tool can be considered valid where the CVI
value is 0.7 and above as is the case for all the four variables provided above.
3.8.2 Reliability of the Instruments
Reliability is essentially concerned with ‘error in measurement’ i.e. how consistently or
dependably does a measurement scale measure what it is supposed to be measuring (Bannigan
& Watson, 2018). According to Amin (2005), reliability is dependability, trustworthiness or the
degree to which an instrument yields consistent results after repeated trials. Reliabiliy was
ensured using Cronbach’s Alpha in SPSS and a benchmark of 0.7 was used such that any
insrument that falls below 0.7 was not reliable hence making some changes. The reliability of
instruments was established using Cronbach Alpha Coefficient which tests internal reliability
and the average reliability test result for research was 0.843 which is recommended as given
below in 3.3.
Table 3.1: Reliability test results of research instruments.
Study variables Cronbach’s Alpha
Employee forecasting 0.745
Manpower Inventory Management 0.986
Employee performance 0.876
Average Cronbach Alpha coefficient for variables 0.843
Credibility of the qualitative data was determined using the refutational analysis which
involved exploring and explaining contradictions between individual studies Use of
comprehensive data, constant testing and comparison of data, As well as the use of
inclusive of deviant cases. These techniques can help support the data sourcing, data
validation and data presentation process of the research, as well as support the claim of
reliability in terms of form and context.
21
3.9. Procedure of data collection
An introductory was obtained from the Course Coordinator, Uganda Management Institute
which was used to enhance the researcher’s introduction to the target respondents. The
researcher requested for cordial cooperation from the respondents during the process of
administering the research instruments. The respondents were given some ample time to
respond appropriately.
3.10 Data Analysis
Statistical Package for Social Sciences (SPSS) was used in the analysis of data after
categorizing through the emerging patterns. The data gathered was coded by categorizing the
responses to specific questions and the patterns observed similarity of the answers. Tables and
figures were used to group cases in main classifications to get their frequencies.
3.10.1 Qualitative Data Analysis
According to Gay (1996), the process of Qualitative data analysis involves making sense/
meaning out of the text and images. The study applied a “Thematic Data Analysis”. Here the
researcher prepared data for analysis were participant’s voice recording were transcribed into
verbatim so as to generate a tertiary document (Yin, 2009). The researcher read through the
data to validate accuracy of the information and familiarize or obtain a general sense of
information, code the data using predetermined codes were paragraphs were also labeled with
terms or descriptive label, themes were also generated based on/ aligned to the research
objectives, integrate themes and finally interpreting the meanings of the themes by comparing
findings with past literature/ theoretical information so as to enhance effective data presentation
(Creswell, 2008).
3.10.2 Quantitative Data Analysis
Under quantitative analysis, the researcher edited the data by cross checking with the
respondents where there were omissions right at the time of collecting the questionnaires.
Thereafter, data was coded by assigning numerals to the items of the questionnaires such that
specific answers are placed in one cell in a given category, and entered into SPSS (Amin,
2005). Data was analyzed by generating descriptive statistics, i.e., frequencies, and computing
composite variables that were used in running the Pearson’s Correlation Coefficient and
regression analysis to determine the relationship between independent variable and dependent
variable. A positive correlation coefficient will imply a positive relationship while a negative
correlation coefficient implies a negative relationship between human resource planning and
Employee Performance at the NRM Secretariat.
3.11. Measurement of Variables
The variables of the study are to be measured as follow;
22
Human Resource Planning in this study is the independent variable while employee
performance is the dependent variable. Human Resource Planning was measured in terms of
employee forecasting and manpower inventory management while employee performance was
be measured in form of Meeting target, Service delivery efficiency and Commitment levels as
shown in the conceptual framework. For this study, the researcher used the nominal and ordinal
scales of ranking. This later was channeled into observable and measurable elements to enable
development of an index of concept using a five – Likert scale namely; 5- strongly agree, 4-
Agree, 3- Not sure, 2- Disagree, 1- strongly disagree as used to measure both the independent
(IV) and dependent (DV) variable.
3.12 Ethical Considerations
Ethical consideration is an accumulation of values and principal that addresses questions of
what is good or bad in human affair. According to Mugenda and Mugenda (2003), the
researcher should not take the study as a personal gain with negative effects on others; they
must be people of integrity. In an effort to avoid plagiarism and fraud, the researcher
acknowledged all the work of others which was reviewed in relation to this study.
The researcher respected respondents, privacy of the subject and their information by taking
care of their personal identity and protecting them from any danger in relation to information
given. In addition, respondents were allowed a right to leave questions unanswered for which
they did not wish to offer requisite information and also they were not be subjected to pressure.
To ensure confidentiality, the respondents were informed upfront that the information given
was solely to be used for academic purpose and data obtained on private matter were treated in
confidence (Amin, 2005).
Voluntary participation: The research participants were informed that their participation in the
study was not be rewarded in any way, it was entirely be on voluntary basis. All the research
participants were informed of their rights to refuse to be interviewed, or to withdraw at any
point for any reason, without any prejudice or explanation.
Informed consent: Before starting the study, the researcher was provided with accurate and
complete information to research regarding the purpose of the study. Participants agreed before
the interviews, and no respondent was forced to fill in the research form.
23
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction
This chapter presents the findings, analysis and interpretations to the findings. The findings are
presented according to the objectives of the study. Namely, to examine how Employee
forecasting influence employee performance at the NRM Secretariat and to examine how
manpower inventory management planning influence employee performance at the NRM
Secretariat.
4.2 Response rate
All the 72 copies of the questionnaire and 20 copies of the interview guide which were
administered to the respondents were returned for analysis. This translated to 70% return rate of
copies of the questionnaire. Edwin (2019) posits that a response rate of more than 70 percent is
suitable enough for a study as shown in Table 4.4 below.
24
Table 4.3: Response Rate
Instrument Target Actual Response Response rate (%)
Questionnaire 72 65 90
Interviews 16 10 63
Source: Primary Data (2022)
From table 4.4 above, out of the 72 questionnaires administered, 65 were returned correctly
filled representing 90%. Out of the 20 respondents that were targeted for interviews, only 10
were actually interviewed implying a response rate of 63%. The overall response rates were
considered good enough since it was over and above the 50% as recommended by Amin
(2005).
4.3 Findings on background characteristics
An orderly presentation and interpretation of the demographic profile of the report sample is
very important because it enables the researcher to obtain the overall mental and physical
picture of the sample (McCombes, 2020). Thus, the demographic characteristics (education
level, sex, among others) for the 65 respondents were examined, presented and used later in the
report to make systematic conclusions.
4.3.1 Gender characteristics of the respondents
The gender characteristics of respondents were investigated for this study, and findings are
presented in Figure 4.2 below.
Female
41%
Male
59%

Figure 4.2: Gender of respondents
Figure 4.2 shows that the majority of the respondents were male 59% and female were 41%.
This may be attributed to the nature of NRM Secretariat’s working force where in most
institutions the males contribute a bigger percentage of workers as compared to the females. It
is also important to note that although there were gender disparities in favor of the males, it is
evident that the study was ultimately gender representative since 41% for females is also a
significant representation of the sample and the population at large. Therefore, the results
25
revealed that views of both female and male employees in NRM Secretariat were represented
in this study.
4.3.2: Age of the respondents
The study looked at age distribution of the respondents by age using frequency distribution.
The results obtained on the item are presented in Figure 4.3 below.
Over 35 years 20-25 years

13% 8%
25-30yrs
22%
30-35yrs
57%

Figure 4.3: Age of the Respondents
From the Figure 4.3 above, the majority of respondents who took part in the study were
between 30-35yrs making a total percentage of 57%, 22% were between the age of 25-30yrs,
those between Over 35 years were 13% and 20-25 years were 8%. This indicated that all
categories of respondents in reference to different age groups were represented in this study.
4.3.3: Education level of respondents

The respondents were also asked to indicate their education levels which is illustrated in the
Figure 4.4 below.
70
60
50
40
Percentage
30
20
10
0
Certificate Degree Diploma Master
26
Figure 4.4: Highest Level of Education the Respondents
Findings in the Figure 4.4 above indicates that majority of the respondents were degree holders
making a total percentage of 65%, Master’s degree were 14%), diploma holders were 15%, and
certificate holders were 06%). These results indicate that the respondents had good
qualifications and the right skills and knowledge to deliver. Besides, the respondents were able
to understand, read, interpret the questionnaire and gave relevant responses.
4.3.4: Marital Status of respondents
The respondents were also asked to indicate their marital status which is illustrated in the table
below;
Table 4.4: Marital Status of respondents
Marital status Frequency Percentage

Married 33 51
Not married 32 49
Total 65 100
The majority of the respondents were married 51%, whereas 49% of the respondents were not
married. This indicated that all categories of respondents in reference to marital status were
represented in this study.
27
4.4 How Employee forecasting influence employee performance
The items on Employee forecasting were structured basing on the objectives of the study. Items
were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 = Disagree, 3
= Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analyzed basing on
six items which are statistically tabulated and presented in the table below with the frequencies
and percentages according to the responses collected.
Table 4.5: How Employee forecasting influence employee performance
Items SD D NS A SA Mean Std.
Dev
Effective forecasting enables the 00% 00% 5% 80% 15% 4.00 1.24
organization to overcome the deficit of (00) (00) (03) (52) (10)
employees, then increasing its
performance.
Effective forecasting enables the 00% 00% 2% 11% 87% 4.63 1 1.17
organization to gain economies on its (00) (00) (1) (7) (57)
recruitment function.
Forecasting involves developing and 00% 00% 3% 11% 86% 4.50 .854
implementing programs to improve (00) (00) (2) (7) (56)
employee performance to boost your
organization’s level of productivity
Forecasting helps to have the right 8.2% 12% 12% 41% 28% 3.80 1.65
number and the right kinds of people, in (5) (7) (7) (25) (17)
the right position
Forecasting enhances performance as it 00% 3% 3% 38% 55% 3.79 1.20
can help quantify the jobs necessary for (00) (2) (2) (25) (36)
producing a given number of goods, or
offering a given amount of services
Forecasting helps in estimating the future 02% 02% 02% 42% 44% 3.85 1.12
numbers of people required and the likely (01) (01) (01) (27) (35)
skills and competencies they will need
Source: Primary Data, (2022)
As to whether effective forecasting enables the organization to overcome the deficit of
employees, then increasing its performance, majority of the respondent 80% agreed
cumulatively, 10% strongly disagreed, 05% were Not sure and none of the respondents
34
disagreed with the statement. The mean = 4.00 indicated that the majority of the respondents
agreed that effective forecasting enables the organization to overcome the deficit of employees,
then increasing its performance. The findings are supported by the key informant revealed that:
“Forecasting the number and type of people needed to meet organizational objectives.
Since it’s an open system that we exist in, a variety of organizational factors including
competitive strategy, technology, structure and productivity can influence the demand
for labor” (KII, 17th /01/ 2022).
On whether the effective forecasting enables the organization to gain economies on its
recruitment function, majority of the respondents strongly agreed with the statement, 11% of
the respondents agreed with the statement, 02% were not sure, and none of the respondents
disagreed with the statement. The mean = 4.63 indicated that effective forecasting enables the
organization to gain economies on its recruitment function,.
With respect to whether forecasting involves developing and implementing programs to
improve employee performance to boost your organization’s level of productivity, majority of
the respondents 86% strongly agreed with the statement, 11% of the respondents agreed, 03%
were not sure. The mean = 4.15 which corresponded to agreed indicated that forecasting
involves developing and implementing programs to improve employee performance to boost
your organization’s level of productivity. The key informants revealed that;
“Forecasting helps to develop their vision and strategic objectives. Planning of human
resource help us to identify gaps in different departments, help us know the succession
plan for those who are going to resign, or those who" are finishing their employment
contracts so that we prepare their benefits, planning helps to identify who is going for
training and who is going to fill the gap (KII, 17th /01/ 2022).
As to whether forecasting helps to have the right number and the right kinds of people, in the
right position, 8.2% strongly disagreed, 11.5% disagreed, 11.5% not sure, 41% agreed and
27.9% strongly agreed The mean = 3.80 meant that the respondents the respondents agreed that
forecasting helps to have the right number and the right kinds of people, in the right position.
The findings are supported by the key informants who assert that:
“Supply forecasting measures the number of people likely to be available from within
and outside the organization. Reasons may be labor wastage and retirement,
absenteeism, internal movements and promotions and changes in hours and other
conditions of works. The forecast will be based on will be based on; Analysis of existing
human resources in terms of numbers in each occupation, skills and potential, Forecast
35
losses to excising resources through analysis of labor wastage, Forecast changes to
existing resources through internal promotion, Effect of changing coalitions of works
and absent schism, source of supply from outside of the organization in the national and
local labor market ” (KII, 17th /01/ 2022).
With respect to whether forecasting enhances performance as it can help quantify the jobs
necessary for producing a given number of goods, or offering a given amount of services, none
of the respondents disagreed with the statement, 03% were not sure, 38% of the respondents
agreed, and 55% of the respondents strongly agreed with the statement. The mean = 3.79 which
corresponded to agreed indicated the majority of the respondents agreed with the statement.
With respect to whether forecasting helps in estimating the future numbers of people required
and the likely skills and competencies they will need, 02% of the respondents strongly
disagreed with the statement respectively, 02% were not sure, 42% of the respondents agreed,
and 44% of the respondents strongly agreed with the statement respectively. The mean = 3.85
which corresponded to agreed indicated the majority of the respondents agreed with the
statement. The findings are supported by the key informants who revealed that:
“Forecasting uses information from the past and present to identify expected future
conditions. Projections for the future are, of course, subject to error. Changes in the
conditions on which the projections are based might even completely invalidate them,
which is the chance forecasters take” (KII, 17th /01/ 2022).
Hypothesis Testing One
Table 4.6: Correlation Matrix for employee forecasting influence employee performance
Employee forecasting Employee performance
Employee Pearson Correlation 1 .688**
forecasting Sig. (2-tailed) .000
N 65 65
Employee Pearson Correlation .688** 1
performance Sig. (2-tailed) .000
N 65 65
**. Correlation is significant at the 0.01 level (2-tailed). Source: Primary Data (2022)
Table 4.7 reveals Pearson correlation coefficient of .688** obtained with an associated p value
of 0.00. The results indicated an existence of a strong positive relationship between employee
forecasting and employee performance. The p value being less than 0.05 implied that the
association between employee forecasting and employee performance was statistically
36
significant. Therefore, the alternative hypothesis that was earlier stated in chapter one is
upheld. This implies that employee forecasting determines the human resource needs that are in
the organization or will be in an organization in terms of number of employees, their
knowledge, skills, attitude and competence and determining the gap in terms of employees that
the organization needs or will need in the future.
4.5. How manpower inventory management planning influence employee performance
The (9) items on supplier management were structured basing on the objectives of the study.
Items were measured on a five-point Likert scale where code 1 = strongly Disagree, 2 =
Disagree, 3 = Not sure, 4 = Agree and 5 = strongly Agree. The items are statistically tabulated
and presented in the table 4.7 below with the frequencies and percentages according to the
responses collected.
Table 4.7: The relationship between manpower inventory management planning and
employee performance
Items SD D N A SA Mean Std.
Dev
Manpower inventory management leads to 00% 00 00% 87% 12% 4.26 5.64
employee motivation and better human (00) % (00) (57) (08)
relation which lead to higher productivity (00)
Manpower planning helps management of 00% 00 03% 55% 12% 4.18 1.43
your organization to move from the current (00) % (02) (85) (08)
manpower position to the desired manpower (00)
position
Manpower planning involves forecasting your 03 03% 55% 09% 3.89 1.24
organization's future human resource needs 00% % (02) (85) (06)
and how they should be met (00) (02)
Employees have a clear understanding of the 11% 09 20% 60% 00% 3.89 4.27
development of human resources plans (07) % (13) (39) (00)
(06)
Human resources planning at the organization 03% 12 26% 46% 12% 3.17 1.32
aims to achieve adaptation with the changes (02) % (30) (08)
in the external environment. (08) (17)
There is clarity in the objectives and plans of 03% 09 23% 52% 12% 3.44 1.21
the human resources in the organization (02) % (15) (34) (08)
37
(06)
Manpower inventory evaluates human 03% 06 17% 69% 05% 3.79 1.32
resource requirements in advance keeping the (02) % (11) (45) (03)
organizational objectives, operation (04)
schedules, and demand fluctuation in the
background
Manpower inventory planning increases the 00% 00 22% 69% 09% 3.85 1.21
organizational information base that is (00) % (14) (45) (06)
advantageous to human resources department (00)
and other departments.
Source: Primary Data, (2022)
With respect to whether Manpower inventory management leads to employee motivation and
better human relation which lead to higher productivity, majority of the respondents 87%
agreed with the statement, 12% strongly agreed with the statement and none of the respondents
either strongly disagreed, disagreed or was not sure of the statement. The mean = 4.26 which
corresponded to agreed indicated the majority of the respondents agreed that manpower
inventory management leads to employee motivation and better human relation which lead to
higher productivity. The findings are supported by the key informant observed that:
Our training needs are usually determined by the client demands where identify
training gaps for potential employees to enable them fit in the new and unique job
assignment. This has meant that we train selected employee with good qualification in
customer care and office operations to meet the clients’ expectations. We however also
rely on the results of the annual appraisal to identify training needs where employee
that performed poorly are sent for refresher training based on identified performance
gaps” (KII, 17th /01/ 2022).
Another key informant indicated that;
“Promotions are one of the motivations we benefit from our reward system at the
organization. Many of the hard working employees have been promoted to different
levels due to their commitment to work for the organization.”
Responses to the question as to whether manpower planning helps management of your
organization to move from the current manpower position to the desired manpower position,
none of the respondents either strongly disagreed, or disagreed with the statement, 03% were
not sure, majority of the respondents 87% agreed with the statement and 08% strongly agreed.
38
The mean = 4.18 indicated that manpower planning helps management of NRM Secretariat to
move from the current manpower position to the desired manpower position.
As to whether Manpower planning involves forecasting your organization's future human

resource needs and how they should be met, none of the respondents strongly disagreed with
statement, 03% of the respondent disagreed, 03%% were not sure, majority of the respondents
85% agreed with the statement and 09% strongly agreed. The mean = 4.89 indicated that the
majority of the respondents agreed with the statement. This was corroborated with interview
results where one respondent said:
“Supply forecasting measures the number of people likely to be available from within
and outside the organization. Reasons may be labor wastage and retirement,
absenteeism, internal movements and promotions and changes in hours and other
conditions of works. The forecast will be based on will be based on; Analysis of existing
human resources in terms of numbers in each occupation, skills and potential, Forecast
losses to excising resources through analysis of labor wastage, Forecast changes to
existing resources through internal promotion, Effect of changing coalitions of works
and absent schism, source of supply from outside of the organization in the national and
local labor market” (KII, 17th /01/ 2022).
Responses to the question as to whether employees have a clear understanding of the
development of human resources plans, 11% strongly disagreed, 09% disagreed, 20% not sure,
60% agreed and none of the respondents strongly agreed with the statement. The mean = 3.89
indicated that the majority of the respondents agreed that employees have a clear understanding
of the development of human resources plans. This was similar to the interview results where a
respondent mentioned;’’
“At NRM secretariat we have the following human resource management practices: We
have recruitment and selection, human resource planning, training and development,
motivation and compensation management. We have policy for each of the management
practice. These practices influence the performance positively. For example when we
motivate our employee s whether intrinsically or extrinsically the morale of work for
our employee s increase and their productivity increases” ” (KII, 17th /01/ 2022).
With respect to whether Human resources planning at the organization aims to achieve
adaptation with the changes in the external environment, 03% strongly disagreed, 12%
disagreed, 26% were not sure, 46% agreed and 12% of the respondents strongly agreed with the
39
statement. The mean = 3.17 indicated that the majority of the respondents agreed with the
statement.
As to whether there is clarity in the objectives and plans of the human resources in the
organization, 03% strongly disagreed with the statement, 09% disagreed, 23% were not sure,
majority of the respondents 52% agreed with the statement and 12% strongly agreed. The mean
= 3.6 meant that the majority of respondents agreed with the statement.
With respect to whether manpower inventory evaluates human resource requirements in

advance keeping the organizational objectives, operation schedules, and demand fluctuation in
the background, 03% of the respondents strongly disagreed, 06% disagreed with the statement,
17% were not sure, majority of the respondents 69% agreed with the with the statement, and
05% strongly agreed. The mean = 3.79 which corresponded to agreed indicated the majority of
the respondents agreed manpower inventory evaluates human resource requirements in advance
keeping the organizational objectives, operation schedules, and demand fluctuation in the
background. The findings are supported by the key informants who assert that:
Responses to the question as to whether manpower inventory planning increases the
organizational information base that is advantageous to human resources department and other
departments, none of the respondents strongly disagreed with the statement, 22% were not sure,
majority of the respondents 69% agreed with the statement, and 09% strongly agreed with the
statement. The mean = 3.85 indicated that the majority of the respondents agreed that
manpower inventory planning increases the organizational information base that is
advantageous to human resources department and other departments.
Hypothesis Testing Two
Table 4.8: Correlation Matrix for manpower inventory management planning and employee
performance
Manpower Employee
Inventory
performance
Management
manpower inventory Pearson Correlation 1 .777**

management Sig. (2-tailed) .000
N 65 65
Employee performance Pearson Correlation .777** 1
40
Sig. (2-tailed) .000
N 65 65
**. Correlation is significant at the 0.01 level (2-tailed)

Table 4.8 reveals Pearson correlation coefficient of .777** obtained with an associated p value
of 0.00. The results indicated an existence of a strong positive relationship between manpower
inventory management and employee performance. The p value being less than 0.05 implied
that the association between manpower inventory management and employee performance was
statistically significant. Therefore, the alternative hypothesis that was earlier stated in chapter
one is upheld. From the correlation results, manpower inventory management and employee
performance along with other associated variables.
Table 4.9: Multiple Regression Analysis for human resource planning and employee
performance
Standardize
Unstandardize d
Model Variables d Coefficients Coefficients
Std.
Beta Error Beta T Sig.
(Constant) 12.90
81.607 6.326 .000
0
Employee forecasting .224 .074 .218 3.041 .003
1 Manpower Inventory
.065 .142 .031 .456 .000
Management
.687
a
R
R .420
41
Square
Adjusted
R .139
Square
F 13.6
statistic 57
.000
b
Sig.
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Employee forecasting and Manpower Inventory Management
Table 4.12 indicates that human resource planning and employee performance R=.687
indicating a strong association between the two variables. R square of.150 implies that a human
resource planning predicts/explains the variance in employee performance by 42%. This
suggests that holding other factors constant, one unit of improvement in human resource
planning would result into an improvement in employee performance by a magnitude of 0.42
units.
The F-ratio is 13.657 which is above the F-critical of 2.60 for this test when using an alpha of
0.05 correspondingly, the observed P-value of 0.000 is well below the bench mark sig. = 0.05,
therefore the hypothesis is true there is significant relationship between human resource
planning and employee performance. The full model is statistically significant (F = 13.657, df
= 236, sig.= .000). F-Statistics is 13.657, given the strength of the correlation, the model is
statistically significant (p=0.000 < .05). Basing on the p value of 0.000 which is less than 0.05
indicated that there was a significant positive relationship between human resource planning
and employee performance at the NRM secretariat.
4.7: Employee Performance

The (5) items on employee performance was structured basing on the objectives of the study.
Items were measured on a five-point Likert scale where code 1 = strongly Disagree, 2 =
Disagree, 3 = Not sure, 4 = Agree and 5 = strongly Agree. The items are statistically tabulated
and presented in the table 4.10 below with the frequencies and percentages according to the
responses collected.
Table 4.10: Employee Performance
42
Items SD D N A SA Mean Std.
Dev
My performance is recognized fairly in 14% 6% 24% 39% 31% 3.24 1.24
this organization (9) (4) (5) (24) (19)
Participate in goal setting and 1% 23% 8% 33% 34% 3.15 .854
performance expectations (1) (14) (5) (20) (21)
Goals set for performance evaluation 6% 7% 9% 45% 26% 3.63 1 1.17

are mutually decided (4) (5) (6) (30) (16)
I am motivated to do my best when 8% 11% 11% 41% 27% 3.80 1.65
working for this organization (5) (7) (7) (25) (17)
My organization addresses life 3% 11% 9% 36% 39% 3.85 1.12

problems that get in the way of (2) (7) (6) (22) (24)
employees performance
As to whether my performance is recognized fairly in this organization, 14% of the respondents
strongly agreed with the statement, 24% were not sure, 39% of the respondents agreed with the
statement and 31% strongly agreed. The mean = 3.6 meant that the majority of respondents
agreed with the statement.
On the question participate in goal setting and performance expectations, majority of the
respondents 33% agreed with the statement, 34% of the respondents strongly agreed, % were
not sure and 23% of the respondents disagreed with the statement. The mean = 3.6 meant that
the majority of respondents agreed with the statement.
On sub component goals set for performance evaluation are mutually decided, majority of the
respondents 45% agreed with the statement, 26% strongly disagreed 9% were not sure and 7%
of the respondents disagreed with the statement. The mean = 3.6 meant that the majority of
respondents agreed with the statement.
Regarding whether I am motivated to do my best when working for this organization, 41% of
the respondents agreed with the statement, 27% strongly agreed, 11% of the respondents were
not sure and 8% of the respondent disagreed with the statement respectively. The mean = 3.80
meant that the majority of respondents agreed with the statement. The findings are supported
by the key informants who indicated that:
43
“I always pay my employees on time, although most of them are not contented with our
pay, but I tell them, that if anybody is not comfortable with the salary he or she
receives, the door is open, they are free to leave for greener pastures, because there is
no amount of money that is enough to satisfy one’s needs”.
On the question my organization addresses life problems that get in the way of employees
performance, 39% of the respondents strongly agreed with the statement, 36% of the
respondent agreed with the statement, 9% of the respondents were not sure, and 11% of the
respondents strongly disagreed with the statement. The mean = 3.85 meant that the majority of
respondents agreed with the statement. The findings are supported by the key informants who
indicated that:
“There is need for the organization to improve the working conditions notably,
streamline the allowances to employee when it comes to travel allowance while on
leave, this is not being provided.”
44
CHAPTER FIVE
SUMMMARY, DISCUSION, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This study investigated human resource planning and employee performance, taking NRM
Secretariat as a case study. This chapter presents a summary, discussion of findings,
conclusions and recommendations made by the study, and all these are in line with the research
objectives.
5.2 Summary of key findings
5.2.1 How Employee forecasting influence employee performance
The results showed that the coefficient was .688** and p =0.000 < 0.05. Therefore, according
to the results there was a significant positive relationship between forecasting and employee
performance. Therefore, the alternative hypothesis that was earlier stated in chapter one is
upheld.
5.2.2 How manpower inventory management planning influence employee performance
The results showed that the coefficient was .777** and p=0.000 < 0.05. Therefore, according to
the results there was a positive significant relationship between inventory management
planning. Therefore, the alternative hypothesis that was earlier stated in chapter one is upheld.
5.3 Discussion of findings
The study results revealed that there was a significant positive relationship between forecasting
and employee performance. The study findings are in agreement with (Marura, 2018) who
indicated that Human resource is a process of determining what needs to be done now and in
future, determining the human resource in terms of numbers and competences that needed to do
work and in the future. it also means assessing the human resource in terms of numbers and
competence that are already in the organization, determining the gap between the human
resource that are currently in the organization and those that will be needed in the future.
The study findings are also supported by (Noe, 2017) who noted that human resource planning,
forecasting demand and supply, involves using any number of sophisticated statistical
procedures based on analysis and projections. Such forecasting techniques are beyond the
scope of this discussion. At a more practical level, forecasting demand involves determining
the numbers and kinds of personnel that an organization will need at some point in the future.
Noe, (2017) further noted that most managers consider several factors when forecasting future
personnel needs. The demand for the organization’s product or service is paramount. Thus, in a
45
business, markets and sales figures are projected first. Then, the personnel needed to serve the
projected capacity is estimated.
The study findings are in congruence with Tibamwenda (2010) who indicated that forecasting
determines the human resource needs that are in the organization or will be in an organization
in terms of number of employees, their knowledge, skills, attitude and competence and
determining the gap in terms of employees that the organization needs or will need in the
future. Therefore, to cover the human resource gap, plans have to be made to meet future
human resource needs; a demand forecast has to be made. Antunes & Nunes, (2018) also
echoed that forecasting uses information from the past and present to identify expected future
conditions. Projections for the future are, of course, subject to error. Changes in the conditions
on which the projections are based might even completely invalidate them, which is the chance
forecasters take.
Findings are supported by Akhigbe (2013) who argues that forecasting enhances performance
as it can help quantify the jobs necessary for producing a given number of goods, or offering a
given amount of services, determine what employee -mix is desirable in the future, assess
appropriate employee ing levels in different parts of the organization so as to avoid
unnecessary costs, prevent shortage of people where and when they are needed most, and
monitor compliance with legal requirements with regard to reservation of jobs (Akhigbe,
2013).
The study findings are supported by Ssozi (2018) who asserts that manpower inventory
management must be linked to the overall strategy of the organization. It evaluates human
resource requirements in advance keeping the organizational objectives, operation schedules,
and demand fluctuation in the background. Thus, Manpower inventory management should be
future–oriented, system–oriented, and goal directed. According to him it reduces uncertainty,
develops human resource, improves labor relations, utilizes human resource and controls
human resource.
Study findings are agreement with Wajiga and Ndaghu, (2017) who revealed that manpower
inventory management leads to employee Motivation and Better human relation which lead to
higher productivity. Manpower inventory management involves is not only putting right men or
right job, but it only or also comprises of motivation programmes, for instance, incentives plans
to be framed for further participation and employment of employees in a concern. Therefore,
all types of incentives plans became an integral part of employee ing function. This in turn to
leads to better employee performance.
46
The study findings are further supported by Slavkovic, & Simic, (2018) who said that
recruitment and selection once are adopted by any organization effectively and efficiently,
normally enable the organization to obtain a great quality of work done by its employees. In
addition, Slavkovic, & Simic, (2018) posited that the major significance of recruitment and
selection is to complement the firm’s culture and employee ’s behavior in always achieving
organization’s goals. Amin et al., (2014) stressed that the degree of recruitment and selection
have an effect on performance at the employee level in African countries. Employee
performance defined as a multi-faceted and complex idea, thus recruitment and selection
outcomes are used as mediating factors in improving employee performance.
The study findings are in congruence with Chung et al, (2018) who indicated that manpower
planning takes consideration of the planning for the selections, recruitment and at ensuring that
can organization reacts to its internal and external environment which it has now and continues
to have in future. The members and qualified people who will be required to enable the
undertaken to achieve output in terms of good and service within whatever to. Constraint of
efficiency may be imposing on it. It’s also aims at matching on continuous basis. The
characteristic of the labor available to the characteristic of the labor required can by devising
appropriate politics and programmes. Chung et al, (2018) exampling that the aim of man power
planning or the aim of developing manpower plan is to achieve corporate objective through the
development of strategies designed to maximize the contribution of manpower.
5.4 Conclusion
Findings revealed that there was a positive significant relationship between forecasting
influence and employee performance, the coefficient was 0.688** and p =0.000. The study
concluded that the failure to use a multiplicity of platforms to advertise job openings and use of
a transparent selection process will continuously constrain employees in the organization. The
management of the organization will need to address the weaknesses in the recruitment
practices for enhanced employee commitment and employee commitment.
The study concluded that effective Human Resource Planning facilitated attractions and retains
skilled personnel, good financial and overall organization goal achievement. However,
whenever there is success there are challenges to overcome.
The study also concluded that the process of employee ing involves the analysis of employee
requirement and filing the various positions with the right person more so, that organization
47
should influence selection of personnel rather than the availability of a given individual to
determine the structure of the organization.
From the findings however, findings revealed that there was a positive significant relationship
between inventory management planning and employee performance, the coefficient was
0.777** and p =0.000. The study concluded that HR practitioners need to make sure that they
comply with Human resource practices such as employee compensation, employee training and
career development so as to motivate employees to work hard hence bringing higher
organizational performance.
The study concluded that employees need to make sure that they increase commitment
whenever the employers comply with HR practices to motivate them. They may use a feedback
mechanism to show their employer that they are satisfied or dissatisfied with their jobs. The
impact of manpower planning dwell on productively and effective inputs of competent human
capital in a system which would result to maximum output effective performance and
sustainability
The study concluded that manpower aims at ensuring that an organization reacts to its internal
and external recruitment, which it has and continues to have in future, the members and
qualities of people who will be required to enable business undertake to active output wither in
terms of goods and services. That manpower planning focuses on the determination of the
business and labor requirements. It focuses on selection and recruitment of the appropriate
labor force to fill the vacancies required in a business concerns
5.5 Recommendations
There is a need for management to provide equal training opportunities for both academic and
non-academic. The improvement for a employee training policy is recommended as well the
need for training needs assessment and awareness creation on the available training
opportunities at the Organization. The Management should source for funding to ensure that
the training and development function was strengthening as well as effective.
Human Resource professionals need to know if different skills are becoming critical for
existing positions, how jobs are changing and which entirely new professions are emerging.
With a combination of current, historical and predictive data, employers can see which abilities
are in high demand and how that may shift over time. If a critical talent segment is in short
supply or is more costly in certain locations, that information can help shape you are planning,
48
along with the company’s existing business strategy, operational plans and real estate
inventory.
5.5.2 How manpower inventory management planning influence employee performance.

To enhance employee commitment in the organization, the study recommends that the
management, in liaison with the human resource function, should adopt the use of a
multiplicity of advertising platforms to include print media, online recruitment and use of
social media to complement the radio announcement and use of existing employee .
The organization should adopt use of a free, transparent and fair employee selection procedure
where the best evaluated employee is considered based on established criteria and scoring
method. Displaying of the selection interview results on the company noticeboard or website or
social media or newspaper with wide circulation should be considered. Unsuccessful
candidates should be given feedback as well.
The study also recommends top management in most organizations to emphasis on the proper
inventory management techniques and measuring of efficiency deviations to identify
weaknesses in the process of managing inventories.
In addition, organization should prefer an internal employee whenever a vacancy opens up

since these have more knowledge on how the system works and had frequently performed
those activities. This will reduce on costs of external sourcing and the efficiency of the new
employee in meeting the already set standards.
5.6 Limitations of the study
The researcher anticipants’ bureaucratic constraints that may delay the collection of
information since such information are considered sensitive and confidential.
Some respondents withheld key information for personal reasons however they will be assured
of confidentiality on the information that they will submit to the research and used purposely
for academic.
The study encountered some limitations including uncooperative behavior of some respondents
where others were un-approachable coupled with reluctance by some of them to give
information. However, the researcher mitigated this by assuring the respondents that the study
was for academic intentions only and she showed them her organization identity card.
Furthermore, the researcher was limited by extraneous variables such as honesty of the
respondents. The researcher mitigated this by encouraging the respondents to be truthful since
the results of the study if released would help them understand how the company is fairing in
49
environmentally conscious strategic management. Some respondents were not able to respond
to the questionnaire in a timely manner hence limiting the researcher in the number of
questionnaires retrieved.
5.7 Suggestions for further studies
The researcher came up with the following areas for further research;
The study concentrated on the effectiveness of Human resources planning in NRM secretariat
further research is suggested to be done in other Governmental departments or authorities. But
also studies should focus on indicators of HRP effectiveness and strategies to overcome
challenges for improving HRP effectiveness.
The effect of Human resource planning on organizational performance within private sectors
To analyze the relationship between motivational strategies and employees’ work performance
50
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55
APPENDICES
APPENDIX ONE: QUESTIONNAIRES FOR RESPONDENTS
SECTION A: INTRODUCTION
Dear Respondent,
I am, Achen Chrisantha student of Uganda management institute undertaking a Masters in
management studies (HRM) of Uganda management institute. I am undertaking a research
titled human resource planning and employee performance a case study of NRM secretariat.
The questionnaire provides a set of structured questions seeking responses on the topic as
provided. Please be as objective as possible in filling this questionnaire. All responses
provided will remain confidential; and will be used purely for academic purposes.
SECTION B: BACKGROUND INFORMATION (TICK WHERE APPLICABLE)
Gender Tick
Male
Female
Age Groups of Respondents
Age group Tick
20- 25Years
25- 30Years
30- 35Years
Over 35Years
Level of Education Tick

Certificate
Diploma
Degree
Master
Others
Marital Status Tick
Married
Not married
SECTION C: EMPLOYEE FORECASTING AND EMPLOYEE PERFORMANCE
i
Please fill in appropriately, by ticking to rank the questions provided under each section,
according to the scores provided; (5, 4, 3, 2 and 1)
Statement SA A NS DA SD
5 4 3 2 1
Effective forecasting enables the organization to overcome the
deficit of employees, then increasing its performance.
Effective forecasting enables the organization to gain
economies on its recruitment function.
Forecasting involves developing and implementing programs to
improve employee performance to boost your organization’s
level of productivity
Forecasting helps to have the right number and the right kinds
of people, in the right position
Forecasting enhances performance as it can help quantify the
jobs necessary for producing a given number of goods, or
offering a given amount of services
Forecasting helps in estimating the future numbers of people
required and the likely skills and competencies they will need
KEY: SA: Strongly Agree, A: Agree, NS: Not sure, D: Disagree, SD: Strongly Disagree
SECTION D: MANPOWER INVENTORY MANAGEMENT PLANNING INFLUENCE

EMPLOYEE PERFORMANCE
Please fill in appropriately, by ticking to rank the questions provided under each section,
according to the scores provided; (5, 4, 3, 2 and 1)
ii
5 4 3 2 1
Manpower inventory management leads to employee
motivation and better human relation which lead to higher
productivity
Manpower planning helps management of your organization to
move from the current manpower position to the desired
manpower position
Manpower planning involves forecasting your organization's
future human resource needs and how they should be met
Employees have a clear understanding of the development of
human resources plans
Human resources planning at the organization aims to achieve
adaptation with the changes in the external environment.
There is clarity in the objectives and plans of the human
resources in the organization
Manpower inventory evaluates human resource requirements in
advance keeping the organizational objectives, operation
schedules, and demand fluctuation in the background
Manpower inventory planning increases the organizational
information base that is advantageous to human resources
department and other departments.
KEY: SA: Strongly Agree, A: Agree, NS: Not sure, D: Disagree, SD: Strongly Disagree
SECTION D: EMPLOYEE PERFORMANCE
iii
5 4 3 2 1
My performance is recognized fairly in this organization
Participate in goal setting and performance expectations
Goals set for performance evaluation are mutually decided
I am motivated to do my best when working for this
organization
My job tasks conforms to designated position
My organization addresses life problems that get in the way
of employees performance
Feedback is received on poor performance
Thanks for time and cooperation
APPENDIX TWO: INTERVIEW GUIDE FOR SENIOR EMPLOYEE

i. What human resource planning practices do you apply in your organization?
ii. Do you conduct human resource planning in your organization?
iii. If yes, to what extent does it influence employee performance?
iv. Do you conduct training and development in your organization: If yes, to what extent
does it influence employee performance?
v. Do you conduct compensation management in your organization: If yes, to what extent
does it influence employee performance?
iv
vi. Suggest at least four ways to improve human resource planning practices and enhancing
learning institutions’ performance.
THANK YOU
APPENDIX THREE: PLAGIARISM REPORT

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HUMAN RESOURCE PLANNING AND EMPLOYEE PERFORMANCE

A CASE STUDY OF NRM SECRETARIAT

A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS AND

SIGN ……………………………………. DATE………………………………..

1.2 Background to the study..........................................................................................................2

1.2.1 Historical background of study............................................................................................2

1.2.1 Theoretical background........................................................................................................4

1.2.3 Conceptual Background.......................................................................................................5

1.2.4 Contextual background........................................................................................................6

1.3 Statement of the problem........................................................................................................7

1.4 Purpose of the study................................................................................................................8

1.5 Specific goals of the study......................................................................................................8

1.6 Research questions..................................................................................................................8

1.7 Hypothesis of the study...........................................................................................................8

1.8 Conceptual Framework...........................................................................................................8

1.9 Significance of the study.........................................................................................................9

1.10 Scope of the study...............................................................................................................10

1.10.1 Geographical scope..........................................................................................................10

1.10.3 Time scope.......................................................................................................................10

1.11 Definition of terms..............................................................................................................10

CHAPTER TWO LITERATURE REVIEW.........................................................................12

2.2 Theoretical Framework.........................................................................................................12

2.3 Human Resources planning and employee performance......................................................15

2.3.1 Human Resource planning.................................................................................................15

2.3.2 Employee Performance......................................................................................................15

2.4 Forecasting and employee performance................................................................................16

2.5 Manpower inventory management and employee performance...........................................19

2.6 Summary of literature............................................................................................................22

CHAPTER THREE RESEARCH METHODOLOGY........................................................24

3.2 Research Design....................................................................................................................24

3.3 Study Population...................................................................................................................24

3.4. Sample Size determination...................................................................................................25

3.5. Sampling Techniques and Procedure...................................................................................25

3.5.1. A purposive sampling technique.......................................................................................25

3.5.2 Simple random sampling....................................................................................................26

3.6 Data Collection Methods.......................................................................................................26

3.6.1 Questionnaire Survey Method............................................................................................26

3.6.2 Face to Face Interviews methodology................................................................................26

3.7 Data collection Instruments...................................................................................................27

3.7.1 Questionnaire Survey.........................................................................................................27

3.7.2 Interview guide...................................................................................................................27

3.8 Validity and dependableness.................................................................................................27

3.8.1 Validity of the analysis Instrument....................................................................................27

3.9. Procedure of data collection.................................................................................................29

3.10 Data Analysis......................................................................................................................29

3.10.1 Qualitative Data Analysis.................................................................................................30

3.10.2 Quantitative Data Analysis...............................................................................................30

3.11. Measurement of Variables.................................................................................................30

3.12 Ethical Considerations.........................................................................................................31

DATA PRESENTATION, ANALYSIS AND INTERPRETATION....................................33

4.2 Response rate.........................................................................................................................33

4.3 Findings on background characteristics................................................................................33

4.3.1 Gender characteristics of the respondents..........................................................................34

4.3.2: Age of the respondents......................................................................................................34

4.3.3: Education level of respondents.........................................................................................35

4.3.4: Marital Status of respondents............................................................................................36

4.4 How Employee forecasting influence employee performance..............................................34

4.5. How manpower inventory management planning influence employee performance..........38

4.7: Employee Performance........................................................................................................46

SUMMMARY, DISCUSION, CONCLUSIONS AND RECOMMENDATIONS...............49

5.2 Summary of key findings......................................................................................................50

5.2.1 How Employee forecasting influence employee performance...........................................50

5.2.2 How manpower inventory management planning influence employee performance........50