ONBOARDING AND EMPLOYEE PERFORMANCE IN UGANDA.

A CASE OF

NATIONAL ANIMAL GENETIC RESOURCES CENTRE AND DATA

BANK, UGANDA

GREGORY KABUKOLE

A RESEARCH REPORT SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENTS FOR CERTIFICATE OF COMPETENCE IN HR ANALYTICS AND

EVIDENCE BASED POLICY MAKING & EVALUATION JOINTLY OFFERED BY

MINISTRY OF PUBLIC SERVICE RESOURCE TEAM, UGANDA

ANDINTERNATIONAL MANAGEMENT INSTITUTE-NEW DELHI

DECEMBER, 2023
 DECLARATION

I, Gregory Kabukole, declare that “onboarding and employee performance in Uganda. A

case of National Animal Genetic Resources Centre and Data Bank, Uganda” is my own

work and that all the sources that I have used have been indicated and acknowledged by

means of complete references.

Signed by: …………………………………Kabukole Gregory

This 30th day of November 2023

ii
 APPROVAL
This is to declare that this dissertation entitled, “onboarding and employee performance in

Uganda. A case of National Animal Genetic Resources Centre and Data Bank, Uganda”

has been submitted for examination with our approval as Institute supervisors.

Signed……………………………….. Date: …………………………2023

Signed……………………………….. Date: …………….……………2023

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 ACKNOWLEDGEMENTS

To the Almighty God for the gift of life and enormous blessings.

To my supervisors and facilitators, especially Mr Akra Ayias H, Mr Bua Leku Victor, Dr

Prerna Lal and Mr Wasagami James, for the tireless support provided throughout the

duration of the study.

To all the participants in this study, and the NAGRC&DB staff for their cooperation when

I was collecting data.

To the Ministry of Public Service for all the financial support provided that enabled me

undertake to complete this study.

To God be the honour and glory!

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 TABLE OF CONTENTS
DECLARATION..................................................................................................................ii
APPROVAL........................................................................................................................iii
ACKNOWLEDGEMENTS................................................................................................iv
LIST OF TABLES............................................................................................................viii
ABBREVIATIONS.............................................................................................................ix
EXECUTIVE SUMMARY..................................................................................................x
1.0 INTRODUCTION/ BACKGROUND........................................................................1
1.1 Introduction....................................................................................................................1
1.2 Background to the Study............................................................................................1
1.2.1 Historical Background.................................................................................................1
1.2.2 Conceptual Background..............................................................................................4
1.2.3 Contextual Background...............................................................................................5
1.2.4 Theoretical Background......................................................................................9
1.3 Statement of the problem..............................................................................................11
1.4 Purpose of the study.....................................................................................................12
1.5 Objectives of the study............................................................................................12
1.6 Research questions..................................................................................................12
1.7 Conceptual framework.............................................................................................12
1.8 Significance of the Study..........................................................................................13
1.9 Scope statement............................................................................................................14
2.0 APPROACH / METHODOLOGY...............................................................................15
2.1 Research Design.......................................................................................................15
2.2 Study Population, Sample Frame and Sample Size..................................................15
2.5 Sampling techniques and procedure....................................................................17
2.5.1 Census...........................................................................................................17
2.5.2 Purposive sampling.......................................................................................17
2.4 Data Collection....................................................................................................17
2.4.1 Document and Desk Review of existing Literature......................................18
2.4.2 Questionnaires..............................................................................................18

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 2.4.3 Focus Group Discussion/ Consultative Meeting..........................................18
2.4.4 Key Informant Interviews (KII’s)......................................................................19
2.5 Data Validation and quality assurance.....................................................................19
2.5.1 Validity..............................................................................................................19
2.5.2 Reliability..........................................................................................................20
2.6 Data Analysis and presentation................................................................................20
2.6.1 Data Analysis.....................................................................................................20
2.6.1.1 Qualitative Data Analysis...............................................................................21
2.6.1.2 Quantitative Data Analysis.............................................................................21
2.6.1.3 Ethical Considerations........................................................................................22
2.6.2 Data Presentation and Interpretation.................................................................22
2.6.2.1 Introduction........................................................................................................22
2.6.2.2 Response Rate.....................................................................................................22
2.6.2.3 Demographic characteristics of the participants.................................................23
2.6.3 Empirical Findings................................................................................................23
2.6.3.1 Descriptive statistics on employee performance............................................24
2.6.3.2 Qualitative analysis on employee performance..................................................25
2.6.3.3 Descriptive statistics on self-efficacy.............................................................25
2.6.3.4 Qualitative analysis on self-efficacy...................................................................26
2.6.3.5 Descriptive statistics on role clarity................................................................27
2.6.3.6 Qualitative analysis on role clarity.................................................................28
2.6.3.7 Descriptive statistics of social integration......................................................29
2.6.3.8 Qualitative analysis on social integration.......................................................30
2.6.4 Zero Order Correlation analysis........................................................................31
4.5 Summary...................................................................................................................33
3.0 SUMMARY, OBSERVATIONS, CONCLUSION AND RECOMMENDATIONS. .34
3.1 Introduction..............................................................................................................34
3.2 Summary of the research findings............................................................................34
3.2.1 Relationship between self-efficacy and employee performance at NAGRC&DB
....................................................................................................................................34

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 3.2.2 Relationship between role clarity and employee performance at NAGRC&DB
....................................................................................................................................34
3.2.3 Relationship between social integration and employee performance at
NAGRC&DB..............................................................................................................34
3.3 Observations.............................................................................................................35
3.3.1 Relationship between self-efficacy and employee performance at NAGRC&DB
....................................................................................................................................35
3.3.2 Relationship between role clarity and employee performance at NAGRC&DB
....................................................................................................................................35
3.3.3 Relationship between social integration and employee performance at
NAGRC&DB..............................................................................................................35
3.4 Conclusions..............................................................................................................36
3.4.1 Relationship between self-efficacy and employee performance at NAGRC&DB
....................................................................................................................................36
3.4.2 Relationship between role clarity and employee performance at NAGRC&DB
....................................................................................................................................36
3.4.3 Relationship between social integration and employee performance at
NAGRC&DB..............................................................................................................36
3.5 Recommendations....................................................................................................37
3.6 Further research........................................................................................................38
3.7 Contribution of the study..........................................................................................38
3.8 Study limitations.......................................................................................................39
REFERENCES...................................................................................................................40
APPENDIXES.......................................................................................................................i
Appendix A: Letter to the Respondents................................................................................i
Appendix B: Employee Onboarding Questionnaire:.............................................................i
APPENDIX F: FGD GUIDE FOR KEY INFORMANTS..................................................vi

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LIST OF TABLES

Table 2.1: Distribution of the study population and sampling techniques 15

Table 2.2: Content validity Index Results 17

Table 2.3: Cronbach Reliability Coefficient test 18

Table 2.4: Distribution of the Response Rate 20

Table 2.5: Demographic Characteristics 21

Table 2.6: Test for Normality 21

Table 2.7: Skewness and Kurtosis Tests for Normality 22

Table 2.8: Employee Induction/onboarding at NAGRC&DB 22

Table 2.9: Employee Self-efficacy at NAGRC&DB 28

Table 2.10: Employee Role Clarity at NAGRC&DB 30

Table 2.11: Employee Social Integration at NAGRC&DB 32

Table 2.12: Multiple Regression Model Summary 34

Table 2.13: ANOVA Table 35

Table 2.14: Correlation Analysis: Justification of induction/onboarding of staff 35

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ABBREVIATIONS

AI Artificial Insemination

COVID Corona Virus Disease

EAC East African Community

FGD Focus Group Discussion

FY Financial Year

GoU Government of Uganda

HR Manual Human Resource Manual

MDGs Millennium Development Goals

M&E Social integration & Evaluation

MoPS Ministry of Public Service

NAGRC&DB National Animal Genetic Resources Centre and Data Bank

NDP National Development Plan

ROI Return on Investment

SDGs Sustainable Development Goals

SE Supported Employee

SPSS Statistical Package for Social Scientists

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 EXECUTIVE SUMMARY

The purpose of this study was to assess the Justification of Induction/ Onboarding of Staff; A

Case Study of the National Animal Genetic Resources Centre and Data Bank. The theme of

this study was considered significant because the findings of this study may benefit the

government of Uganda, specifically the public service to identify appropriate strategies to

improve onboarding initiatives for improved human resource productivity, engagement and

retention. The study was anchored on the theory of “organizational socialisation” advanced

by Van Mannen and Schein (1979). The study had three objectives, which it sought to

address. The three objectives were; to assess the relationship between self-efficacy and

employee performance at NAGRC&DB, to assess the relationship between role clarity and

employee performance at NAGRC&DB and to examine the relationship between social

integration and employee performance at NAGRC&DB. To deliver answers to the above

objectives, the study adopted a cross-sectional survey design where both quantitative and

qualitative data were collected from 24 respondents. The questionnaires and the Focus Group

Discussions were used as methods of data collection. The validity and reliability tests were

carried out and the dataset passed with over 70%. Thirty questionnaires were administered

with a response rate of 100%, and 4 interview guides were administered to the sampled

respondents with a response rate of 100%. Given the nature of research objectives,

correlation analysis was performed to test associations between the study variables. The

general outcome of the study show that onboarding positively correlated with the employee

performance at NAGRC&DB which conceded with previous studies. Other specific

outcomes based on the objectives of the study were: self-efficacy had a significant positive

relationship with employee performance at NAGRC&DB, role clarity had a significant

positive relationship with employee performance at NAGRC&DB and social integration had

a moderate significant positive relationship with employee performance at NAGRC&DB.

The general conclusion was that onboarding positively correlated with employee performance

at NAGRC&DB. The study recommended that NAGRC&DB management should engage

staff much more effective in onboarding initiatives and programs of staff..................................

1.0 INTRODUCTION/ BACKGROUND

1.1 Introduction

Successful onboarding is a key part of any talent management strategy. With the high cost of

recruiting, business leaders must understand that effectively integrating new recruits into the

organization is an important step to ensure their success. Understanding who owns the

onboarding process as a whole and who controls various steps in the process is vital to

onboarding success and sustainability over time. Simply writing down a formal plan will not

help new employees succeed. The key is to engage important respondents and new

employees in interactions that help them understand one another and how they interact over

time. Used in conjunction with HRM best practices, effective onboarding will result in a

faster learning curve for new hires, improved communication, and a more productive and

engaged workforce.

The study therefore assessed the relationship between onboarding and employee performance

in Uganda, taking a case study of the National Animal Genetic Resources Centre and Data

Bank. Onboarding of Staff being the independent variable (IV) while employee performance

was the dependent variable (DV). This Section presents the study background, problem and

study purpose. In addition, objectives and research questions are laid. The framework,

justification, scope and concepts are laid.

1.2 Background to the Study

This section examines the historical, conceptual, contextual and theoretical frame works of

the subject under study as illustrated below:

1.2.1 Historical Background

The word “onboarding” is a relatively new term. Organizational researchers have been

investigating “new employee orientation programs” and “socialization techniques” for

decades. Onboarding appears to be a process more focused on the integration of new senior-

level managers or executives into the company. The ultimate goal of onboarding is to

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prepare managers to succeed in their job as quickly as possible. There are two key

performance indicators of successful onboarding, namely: time to productivity, and,

engagement and retention.

Typically, onboarding includes the initial orientation process and the ensuing three-to-six

months (or however long it takes to get the new manager “up to speed” in a particular

company or discipline; Lee, 2006).

Onboarding may be considered within the larger context of socializing the newcomer to the

organization. Historically, socialization is a term that has been used to describe the process in

which an individual acquires the attitudes, behaviors, and knowledge needed to successful

participate as a new organizational member (Van Mannen & Schein, 1979).

In 1979, professors John Van Maanen and Edgar H. Schein began to delve into the concept of

“organizational socialization”, what would become employee onboarding.

Established in the 1970s, onboarding is the process of introducing new employees to the

expectations, behaviours and culture of an organization. While this definition of onboarding

is accurate, the question, “What is onboarding?” requires a more detailed answer. When

successful, onboarding creates a better employee experience and the foundation for loyal

employees. This will undoubtedly have a positive impact on a company’s bottom line. The

stronger that loyalty, the more likely for that employee to stick around for the long haul.

But the real impact of employee onboarding is profoundly bigger. In fact, it starts before Day

1 and continues throughout the employee’s last experience at a company. In essence,

onboarding encompasses the entire employee journey, from beginning to end.

Onboarding today often includes both the traditional induction elements and the

socialisation components. In the last two decades, socialisation and the use of various tactics

have become more and more important in onboarding (Kowtha, 2018) – expanding

traditional compliance-oriented onboarding processes accordingly (Benzinger, 2016; Chao

et al., 1994). This means key informational aspects are also combined with key activities

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to support employees’ development of interpersonal connections in order to also introduce

them to information networks. These more formal activities are usually complemented by

informal activities that usually include meetings and social activities involving the various

actors within the organisation that the new hire will work with. This frequently includes

internal representatives such as the supervisors, team members, senior management

representatives, human resource professionals, mentors, as well as external respondents such as

major clients and customers (Bhakta and Medina, 2021; Stewart et al., 2021).

It has been estimated that 93% of all organizations use some form of new employee

orientation training to help new employees become comfortable with their new surroundings

(Anderson, Cunningham-Snell, & Haigh, 1996).

In 2005, nearly 60% of companies did not implement or did not plan to implement an

onboarding initiative. This number has decreased dramatically in 2006 – only 24% of

companies now do not implement or do not plan to implement a formal onboarding process

(Aberdeen Group, 2006).

During the COVID 19 pandemic, onboarding changed out of necessity, forcing most

companies to pivot in order to maintain some continuity throughout the chaos. In fact, based

on data from Software Advice, 82% of employees who worked in an office transitioned to

working from home when the pandemic began in early 2020.

Click’s Director of Digital Transformation Danielle Balow echoes the need for change. “The

onboarding playing field isn’t like it was before Covid. Today, we have to throw the rule

book out the window and re-envision what it needs to look like. Now more than ever,

employee onboarding and employee experience must change in order to be effective.”

But as HR continued to fight a good fight, the struggle to retain employees was only

magnified. In fact, 37% of companies admit remote onboarding has been a struggle

throughout the pandemic.

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Earlier this year, Forbes reported that one in five employees who jumped ship during The

Great Resignation have since regretted their move. Recent new hires say the underlying cause

was a poor onboarding experience that skipped critical subject matter: 71% – key respondents

to build relationships with, 53% – the organization’s core values, 54% – how to leverage tech

tools for their job and 46% – detailed HR benefits information.

As the pandemic ushered in the Great Resignation, a mass exodus of employees who

voluntarily resigned from their jobs began. It only perpetuated the havoc and bedlam,

creating a very real threat: the Valley of Uncertainty™.

Coined by Click, the valley represents a worrisome time as candidates transition from

recruitment into the day-to-day business as an employee. It’s also when they’re at the highest

risk of leaving an organization. Combined with a lack of investment from leadership, the

outlook can be dismal.

1.2.2 Conceptual Background

The major concepts in the study were onboarding and employee performance. For a concise

understanding of terms used in this study, important terms here are operationally defined.

Onboarding is the process for welcoming newly recruited employees and supporting them to

adjust to their new roles and working environments (Kowtha, 2018). Holt-Lunstad and Uchino

(2015) defined onboarding as the process of introducing a newly hired employee into an

organization. Also known as organizational socialization, onboarding is an important part of

helping employees understand their new position and job requirements. The concept of

onboarding was studied from three concepts to include: self-efficacy, role clarity and social

integration.

self-efficacy is an individual's belief in their capacity to act in the ways necessary to reach

specific goals (Kowtha, 2018). The concept of self-efficacy was studied from the dimensions

to include: performance accomplishments and vicarious experience conceived to have a

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relationship with employee performance as illustrated in the conceptual framework (Figure

1.1).

Holt-Lunstad and Uchino (2015) defined role clarity as the ability to know what an employee

needs to deliver and what is expected out of him. Role Clarity is not limited to the job

description. It comprises of responsibilities & authorities along with the content of task, work

method, operational priorities and time frame. The concept of role clarity was studied from

the dimensions to include: mapping employee competencies and document employee roles

perceived to have a relationship with employee performance as illustrated in the conceptual

framework (Figure 1.1)

Social integration is a multidimensional construct that can be defined as the extent to which

individuals participate in a variety of social relationships, including engagement in social

activities or relationships and a sense of communality and identification with one's social

roles (Brissette, 2023). The concept of social integration was studied from two dimension to

include: processes, strategies and methods perceived to have a relationship with employee

performance as illustrated in the conceptual framework (Figure 1.1)

Employee performance is the independent variable. Employee performance is defined as how

well a person executes their job duties and responsibilities (Jacinta,2022). Many

organisations assess their employees' performance on an annual or quarterly basis to define

certain areas that need improvement and to encourage further success in areas that are

meeting or exceeding expectations. The concept of employee performance was studied from

the dimensions to include: customer satisfaction, team productivity and effectiveness

1.2.3 Contextual Background

Globally, the world as we know it today is diverse, dynamic and confronted with un

precedented and complex trends to comprehend and cope with, namely; pandemics (notably

COVID-19), war, poverty, neglect, climate change and uncertainty perhaps deserve to be

mentioned among some of the challenges that face mankind today. While there are explicit

5
and well-structured global, continental, regional and national frameworks including the

United Nations (UN) Sustainable Developmental Goals (SDGs) 2030), Africa’s Agenda

2063, the East African Community (EAC) Agenda 2050 and Uganda’s vision 2040, a lot

more needs to be done to turn the situation around.

In the case of Uganda, the National Development Program (NDP) III which is anchored on

Vision 2040, explicitly under programme No. 16 on Public Sector Transformation,

emphasizes centrality of human capital development in effective service delivery. The

situation on the ground is, however, quite different as human capital development function, is

still not centrally placed, and funded to realize the government agenda in transforming the

lives of the citizens. Yet, human capital development is pivotal to public service

transformation and delivery of efficient and effective services amidst the complex and

uncertain environment.

According to the Public Service Training Policy February, 2006, all Government officials are

required to undergo induction into their new jobs in order to orientate them to the culture of

the Public Service as well as the challenges of their new jobs/responsibilities. The policy

stipulates other forms of staff induction to include;

Performance improvement training; whereby every public official is required to undergo at

least one performance improvement training programme once in every three years. Such

courses are of short duration targeted towards improving general or specific aspects of a

given job/organisation.

Professional development training; whereby public officials are required to undertake

identified short or long-term training programmes at different levels within their career

(mandatory career training). Such training can be of a full or part time nature. Quality

assurance for professional development training is the responsibility of parent ministries.

Pre-retirement raining; the m inistry responsible for the Public Service plans and

coordinates the implementation of pre-retirement training programmes to prepare public

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officials for life after active public service.

Employee orientation training basics include showing new workers how to perform their jobs

safely and efficiently. Orientation is the perfect time to begin soft skills training, and to

introduce employees to the organisation. Employee orientation if well-handled can greatly

improve worker satisfaction and employee retention.

Effective new employee training leads to both professional and personal growth, which, in

turn, leads to increased productivity and to helping organizations achieve their long-term

goals.

In accordance with the NAGRC&DB HR Manual July, 2017, NAGRC&DB conducts

employee orientation training programmes for newly recruited staff to equip them with skills

and knowledge to enable them to effectively perform their roles and responsibilities. This is

aimed at initiating staff to perform their jobs safely and efficiently. Orientation is the perfect

time to begin soft skills training, and to introduce employees to the organisation.

Employee orientation training is aimed at enhancing the performance of newly recruited staff

to deliver better, adequate and timely public services at the least cost possible to Ugandans.

The training addresses the values, norms and ethics that are the foundation for employees’

conduct and behavior while at work and in their relationships outside office. The training is

also aimed at re-defining the role of managerial staff, helping participants to develop a

positive attitude, and initiate staff to performance management, social integration , evaluation

and supervision skills.

These initiatives are aimed at improved productivity, and, engagement and retention. The

impact (ROI) of successful onboarding cannot be underestimated. Needless to mention

research has indicated that successful onboarding shortens the productivity curve of new

recruits in addition to increasing employee engagement and reduction in employee turnover.

A number of studies allude to this fact. One study at Texas Instruments showed that

employees whose orientation process was carefully attended to reached “full productivity”

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two months earlier than those whose orientation process was not (Ganzel, 1998) thus

shortening the productivity curve of new recruits. Another study, Ganzel, 1998, indicates that

employees who participated in a structured onboarding program were 69% more likely to

stay with their company after three years than those who did not go through a program thus

leading to increase employee engagement. Ganzel cited another study at Ernst & Young that

reported new employees who participated in a carefully designed orientation were twice as

likely to remain with the company longer than two years. Similarly, companies who invested

the most time and resources in onboarding enjoyed the highest levels of employee

engagement (Hewitt, 2003). Finally, Hunter Douglas found that by upgrading their

onboarding process, they were able to reduce their turnover from a staggering 70% at six

months, to 16% (Hammonds, 2005). At Designer Blinds, an Omaha based manufacture of

window blinds, upgrading the onboarding process played a central role in reducing turnover

from 200% annually to under 8% (Lee, 2006).

To the contrary however, according to research, it is estimated that 64% of new executives

hired from outside the company will fail at their new jobs. In contrast, the percentage for

those who are promoted is 38% (Ciampa & Watkins, 1999).

According to Bradt, Check, and Pedraza (2006), 40% of leaders going into new

organizational roles fail during their first 18 months. New leaders need four months to

become fully function in their jobs. However, that doesn’t necessarily mean fully productive.

It takes a mid-senior manager an average of 6.2 months to reach a break-even point-the point

at which a new leader’s contribution to the organization begins to surpass the company’s

costs of bringing the person on board (Wells, 2005). 90% of new employees make their

decision to stay at a company within the first six months on the job (Aberdeen Group, 2006).

First impressions are important. New employees decide within the first 30 days whether they

feel welcome in the organization (Friedman, 2006). The estimated organizational costs of a

failed executive-level hire could be as high as $2.7 million (Bossert, R., 2004). With the

8
recent skyrocketing salaries of hiring new CEO’s, this figure is sure to rise.

Research has therefore shown that attitudes and beliefs that newcomers develop toward their

organization generally form very early and can remain relatively stable, highlighting the

importance of instilling positive attitudes early in an employee’s relation with a company

(Bauer & Green, 1994; Wanous, 1976).

1.2.4 Theoretical Background

There are various theories, models or frameworks associated with the justification of

induction/ onboarding of staff. According to Van Maanen, J., & Schein, E. H. (1979), toward

a theory of organizational socialization stipulates that, at heart, organizational socialization is

the jejune phase used by social scientists to refer to the process by which one is taught and

learns “the ropes” of a particular organizational role. The theory contents that, in its most

general sense, organizational socialization is then the process by which an individual acquires

the social knowledge and skills necessary to assume an organizational role. Across the roles,

the process may appear in many forms ranging from a relatively quick, self-guided, trial and

error process to a far more elaborate one requiring a length preparation period of education

and training followed by an equally drawn-out period of official apprenticeship. At any rate

given a particular role, organizational socialization refers to minimally, though, not

maximally so, to the fashion in which an individual is taught and learns what behaviors and

perspective are customary and desirable within the work setting as well what ones are not.

In so far as the individual is concerned, the results of an organizational socialization process

include, for instance, readiness to select certain events for attention over others, a stylized

stance towards one’s routine activities and some ideas as to how one’s behavior responses to

recurrent situations are viewed by others, and so forth. In short socialization entails the

learning of cultural perspective that can be brought to bear on both common place and usual

matters going on in the work place. To come to know an organizational situation and act

within it implies that a person has developed some commonsensical behaviors, principles and

9
understandings, or in shorthand notation, a perspective for interpreting one’s experiences in a

given sphere of the work world. It provides the individual with an ordered view of the work

life that runs ahead and guides experience, orders and shapes personal relationships in the

work setting, and provides the ground rules under which everyday contact to be managed.

Once developed a perspective provides a person with the conventional wisdom that governs a

particular context as to the typical features of everyday life.

To illustrate this highly contingent and contextual process, consider the following

hypothetical, but completely plausible exchange between an experienced patrolman and a

colleague in a police department. When asked about what happened to him on a given shift

the veteran officer might well respond by saying, “we didn’t do any police work, just wrote a

couple of movers bought a body, a standup, you know.” The raw recruit could hardly know

such things of description given clearly resumes a special kind of knowledge shared by

experienced organizational members as to the typical features of their given work and such

knowledge is used when going about talking about their job. The rookie must learn of these

understandings and eventually come to make use of them in an entire matter of fact way if he

is to continue as a member of the organization. At root, this is the cultural material with

which organizational socialization is concerned.

Consider also that what maybe adjustive for the individual maybe adaptive for the

organization. Situations in which the careless assignment of an eager and talented new comer

to an indifferent, disgruntled, or abrasively cantankerous supervisor may represent such a

case wherein the adjustive solution seized upon by the new member is to leave the

organization as soon as employment elsewhere has been secured. Socialization practices must

not therefore be taken for granted or, worse, ignored on the basis that all cultural learning is

fundamentally functional. The sieve that is history operates often capricious and accidental

ways and there is little reason to believe that all aspects that are all manufactured and passed

10
on by members of an organization to other incoming members necessarily useful at either the

individual or collective levels.

We must note also that the problems of organizational socialization refer to any and all

passages undergone by members of an organization. From beginning to end, a person’s career

within an organization represents potential series of transitions from one position to another.

Of course, the intensity, importance and visibility of a given passage will vary across a

person’s career. It is probably most obvious (both to the individual and to the others on the

scene) when a person first enters the organization the outsider to the insider passage. It is

perhaps least import when an experienced member of the organization under goes a simple

change of assignment, shift, or job location. Nevertheless, a period of socialization

accompanies each passage. From this stand point organizational socialization is ubiquitous,

persistent and forever problematic.

Van Maanen & Schein’s theory of organizational socialization therefore perfectly applies to

this study due its appreciation of justification of induction/onboarding of staff.

1.3 Statement of the problem

Employee performance is a crucial aspect in allowing organisations to optimise their

processes and improve efficiency and productivity in the workplace (Asa, 2023). Employee

performance services such as customer satisfaction, team productivity and effectiveness are

significant to improving Onboarding. National Animal Genetic Resources Centre and Data

Bank has put in place various policies to improve Onboarding which include; performance

accomplishments, vicarious experience, mapping employee competencies, document

employee roles, processes, strategies and methods (NAGRC&DB Corporate Plan, 2021-

2024). Despite the above efforts, National Animal Genetic Resources Centre and Data Bank

still faces challenges in terms of poor customer satisfaction, poor team productivity and

ineffectiveness. This could probably be a result of poor self-efficacy, role clarity and poor

social integration of the staff (NAGRC&DB performance report, 2021-2024). Many

11
unfinished NAGRC&DB set targets are still observed and increasing. For instance, the

NAGRC & DB performance reports for FY 2019 and 2020 indicate that there were 20929

and 21104 un responded too client complaints on Animal Genetics respectively. A further

look at the Animal Genetic Resources Centre and Data utility shows that the response time to

customer satisfaction issues (complaints, requests and compliments) is very low. NAGRC &

DB call Centre database report for 2020 shows that the overall average response time to

customer satisfaction issues was at 113 hrs against a target of 8 hours stipulated in the

NAGRC & DB 2020/2021 contract (NAGRC & DB performance report, 2021-2024).

Consequently, this leads to a drop in the NAGRC&DB’s reputation, fewer sales and lower

revenue collections and dissatisfaction among customers. It is against this background that

the study assessed the relationship between Onboarding and employee performance at

National Animal Genetic Resources Centre and Data Bank.

1.4 Purpose of the study

The study assessed the relationship between onboarding and employee performance taking a

case study of the National Animal Genetic Resources Centre and Data Bank, Uganda.

1.5 Objectives of the study

i. To assess the relationship between self-efficacy and employee performance at

NAGRC&DB.

ii. To assess the relationship between role clarity and employee performance at

NAGRC&DB.

iii. To examine the relationship between social integration and employee performance at

NAGRC&DB

1.6 Research questions

i. What is the relationship between self-efficacy and employee performance at NAGRC&DB.

ii. What is the relationship between role clarity and employee performance at NAGRC&DB.

iii. How does social integration relate with employee performance at NAGRC&DB

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1.7 Conceptual framework

The Conceptual Framework summarized the structural plan of the study and gave a dialogue

of the key areas of focus. It sought to provide the depth and important link between the study

variables (i.e onboarding as the independent variable and employee performance as the

dependent variable)

Onboarding (IV) employee performance (DV)

Self-efficacy
-performance accomplishments
-vicarious experience

Role clarity -customer satisfaction

-mapping employee -team productivity
competencies
-document employee roles -effectiveness

Social integration
-processes
-strategies and methods

Source: Adapted from Aghajani and Torabi (2019) and modified by the researcher

Figure 1. 1: Conceptual framework

The Conceptual framework explains the relationship between onboarding and employee

performance. Onboarding was operationalized as self-efficacy, role clarity and social

integration as the key parameters while employee performance was measured in terms of

customer satisfaction, team productivity and effectiveness. The framework depicts the

assumption that sound onboarding is associated with better employee performance while poor

onboarding is associated with poor employee performance (Arikunto, 2011).

1.8 Significance of the Study

The study was aimed at providing information to guide stakeholder engagement in designing

policy on the onboarding of staff at the National Animal Genetic Resources Centre and Data

13
Bank. Specifically, the study findings were intended to generate the following implications

for the civil service, policy makers and other researchers:

For the civil service; results of the study could provide insights to onboarding strategy,

highlighting the essential components of onboarding which include: self-efficacy, role clarity

and social integration.

For policy makers; results of the study may help policy makers offer clear guidance on

developing explicit and relevant policies to provide direction on the onboarding of staff. This

would further guide the socialization and integration processes of recruits implemented by

Human Resources.

Other Researchers; little is still known about the success of explicit strategies towards the

onboarding of staff. Therefore, the results of this study may be used as orientation data for

other scholars and may divulge useful concepts to enrich linked studies.

1.9 Scope statement

This section covered the contextual, geographical and time scope of the study. In context; the

study presents the relationship between Onboarding and employee performance putting

emphasis on employee self- efficacy, employee role clarity and employee social integration.

Geographically; the study was conducted at the National Animal Genetic Resources Centre

and Data Bank, Entebbe, a semi-autonomous agency of the Ministry of Agriculture, Animal

Industry and Fisheries.

The time scope of the study covered a period between 2001 during the inception of the Centre

to the present day namely, 2023. But in order to capture data on the background concerning

the inception of onboarding initiatives worldwide, review of literature was extended to 2005

in order to cover at least the last two decades.

14
2.0 APPROACH / METHODOLOGY

2.1 Research Design

This study adopted a cross-sectional design employing both qualitative and quantitative in

data collection and analysis. The cross-sectional survey design was appropriate because it is

accommodative, user friendly and cost effective in terms of money and time. The cross-

section survey was used as it saves time and money and given the purpose as well as the

research questions to be used, it was hoped that the data collected would be adequate enough

to answer the research questions. The use of qualitative and quantitative methods on the other

hand were employed to ensure high internal and external validity of the findings of the study.

2.2 Study Population, Sample Frame and Sample Size

In order to achieve the study objectives as highlighted in section one, the participants were

selected from among the NAGRC&DB staff namely; officers (newly recruited staff) and

program officers and unit heads as direct beneficiaries/participants and Board members and

Heads of department as indirect beneficiaries/participants.

The researcher purposively selected from officers (newly recruited staff) to participate in the

study because these were expected to have undergone induction training therefore stood a

better chance of providing useful information. The program officers and unit heads were

targeted to provide data about evaluation of the induction training programs upon which data

was analysed. Finally, the Board members and heads of department (Policy makers and

implementers) were selected to be part of the study to validate data about induction training

programs.

Basing on the hypothesis that there is a significant relationship between conducting a

successful induction/onboarding of staff and employee self-efficacy, role clarity and

employee social integration, the study interacted with one (01) Board member, three (03)

heads of department, held a FGD with (10) selected program officers and unit heads and

conducted an interview questionnaire guide with the (20) officers (newly recruited staff) and

15
analysed the baseline data collected. The target population included; Board members, heads

of department, officers (newly recruited staff), program officers and unit heads from selected

programs/units (Cattle, Poultry, Piggery, Fish, Goats, ICT, Stores, Procurement, Accounts &

HR) at NAGRC&DB, with specific attention to the two newly recruited staff and one unit

head per program/unit. The sample population of 34 of the participants was drawn from

newly recruited staff, program officers and unit heads, one board member and three heads of

department (Production, Breeding and Finance & Administration). The study targeted 20

officers (newly recruited staff) who were administered with the questionnaires because the

investigator could reach these staff easily and a bigger number could mean more financial

stress because of the after month of COVID-19 financial constraints on institutions. The

study also targeted (10) selected program officers and unit heads to take part in the Focus

Group Discussions (FGD) because of their critical role in conducting staff induction

programs namely; direct beneficiaries/participants and supervisors. Key Informant Interviews

(KII’s) were conducted for board members and heads of department as policy makers and

implementers. In addition to that, the study believed that the above selected categories were

well placed to provide the data required in this study by the virtue of their positions. Thus, the

total study population was 34. The distribution of the participants is laid below:

Table 2.1: Distribution of the study population and sampling techniques

Category of Participants Population Sample size Technique

Officers (newly recruited staff) 25 24 Simple random sampling
Program officers and unit heads 10 10 Purposive sampling
Heads of Department 03 03 Purposive sampling
Board member 01 01 Purposive sampling
Total 39 38
Source: NAGRC&DB Records (2023), Modified by the researcher.

16
2.5 Sampling techniques and procedure

2.5.1 Census

The researcher used Census technique because it’s a versatile tool in the process of education

and examination of the consequences of education on individuals' life chances (Arikunto,

2011). Upon getting the list of names of the officers (newly recruited staff), these officers

were stratified along those lines and each given a number. A census sample of the first 02 per

unit was selected had a focus group discussion with the researcher.

2.5.2 Purposive sampling

The elements selected for the sample were purposively selected on the judgement of the

Researcher so as to obtain a representative sample by using a sound judgement. The

Researcher sought this method to save time and money. The Researcher purposively selected

program officers and unit heads to obtain a representative sample for conducting the FGDs.

Program officers and unit heads were purposively selected on the assumption that they were

the very people (supervisors) from whom the information about the officers (newly recruited

staff) participating in the induction training was obtained. Finally, in order to validate the

information obtained from the participating team in this study area, the Heads of department

and Chairperson Board of Directors was purposively selected.

2.4 Data Collection

A substantial amount of time was spent, collecting data using multidisciplinary techniques

involving highly consultative and participatory approaches to include; Key Informant

Interviews, structured questionnaires, Focus Group Discussions (FGDs)/consultative

meetings and a comprehensive literature review from the various respondents that include

individual staff (newly recruited staff), program officers and unit heads, heads of department

and board members. The data collection tools were tailored to capture the relevant data and

information necessary for the subject under study. The following methods were used to

collect the necessary data:

17
2.4.1 Document and Desk Review of existing Literature

Literature review is a way of collecting data by reviewing existing documents. Documents

may be hard copy or electronic and may include reports, performance ratings, meeting

minutes, newsletters etc. The Researcher conducted a preliminary review of existing

secondary and relevant documentation. The review enabled the Researcher to gain an in-

depth understanding of the current situation in conducting induction/onboarding of staff at

NAGRC&DB. The Researcher identified additional essential information required for the

study. This review enabled the Researcher to obtain a full understanding of the subject under

study. This method was less costly, more accurate and covered long span of time.

2.4.2 Questionnaires

The researcher used a list of carefully structured closed ended questionnaire to elicit reliable

responses current aspects of the study from participants. This method is rather cheaper and

less time consuming, and able to cover larger participants’, guaranteed privacy and

anonymity and large samples of data was collected which enabled the researcher generalize

the findings to the entire unit of analysis in Uganda (Arikunto, 2011). Once initial contact

had been made with each respondent, the Researcher followed a guide that assisted in

gathering the necessary quantitative and qualitative information to assess the efficiency and

effectiveness of the current aspects for justification of induction/onboarding of staff at

NAGRC&DB. The question had three themes relating to implementation of successful

inductions/onboarding of staff namely; employee self-efficacy, role clarity and employee

social integration. The questionnaire survey was administered onto the officers (newly

recruited staff) and program officers/unit heads.

2.4.3 Focus Group Discussion/ Consultative Meeting

As Malunda, Atwebembere and Namubiru (2021) put it, the Focus Group Discussion (FGD)

is appropriate for qualitatively getting a ‘group story’ about Justification of Induction/

Onboarding of Staff at the National Animal Genetic Resources Centre and Data Bank. Focus

18
group discussions/consultative meetings were used for collecting qualitative data from the

respondents. This method was considered because it gave an opportunity for the researcher

and the respondents to seek some clarifications to better understand each other (Malunda, et

al., 2021). One FGD/consultative meeting was held each consisting of participants who were

drawn from a purposively selected sample. The group comprised of the program officers/unit

heads as target beneficiaries. The researcher visited the focus group to get first-hand

information. In addition, the Researcher was required to document the process and outcomes

to the extent possible in order to develop a concise story of the study.

2.4.4 Key Informant Interviews (KII’s)

The Researchers conducted Key Informant Interviews (KII’s)with various respondents. Based

on the outcomes of the document review, the Researcher developed an interview guide and

held a series of one-on-one interviews. The semi-structured interview guides, key informant

interviews were conducted in English. The Key informants included board members and

heads of department as policy makers and implementers.

2.5 Data Validation and quality assurance

Data quality control was ascertained during the data collection exercise as follows: first, the

research instruments were pre-tested to ensure their reliability and relevance. The validity and

reliability of the research instruments are important considerations when conducting research.

2.5.1 Validity

In this study, the researcher used judgement by consulting with experts to ensure relevance,

wording and clarity of questions in the instrument and their relevant comments on all items

found unsuitable were removed.

Variables All items Valid items CVI

Employee performance 6 5 0.833
Self-efficacy 5 4 0.800
Role clarity 6 5 0.833
Social integration 6 5 0.833

19
 Total 23 19 0.826
Table 2.2 above reveals that all the items on each variable (Induction/onboarding of staff,

employee self-efficacy, role clarity and employee social integration) > 0.7 when the CVI

coefficient test was computed. The computation reveal that all the items were valid. The CVI

was computed by dividing the all valid items by the all items in the questionnaire.

CVI = Number of items declared valid X100

Total number of items

The CVI score was 82.6

2.5.2 Reliability

The reliability of the test (instrument) was estimated by examining the consistency of the

responses targeted for the study. The study employed the coefficient alpha, also known as the

Cronbach Alpha.

Variables All items Items

Employee performance 6 5
Self-efficacy 5 4
Role clarity 6 5
Social integration 6 5
Total 23 19
In this study, all the items on each variable (employee performance, self-efficacy, role clarity

and social integration) were > 0.7 when the test was computed.

Cronbach’ Alpha Cronbach’s Alpha based on standardised Number of items

items
1.00 x 100 .98 19
Source: Primary data

Table 2.3, Cronbach Reliability Coefficient Test. The reliability statistics table, reveals that

the score of .98 reflecting reliability of the tools implied that the tools used were dependable.

2.6 Data Analysis and presentation

2.6.1 Data Analysis

Both qualitative and quantitative data analysis was conducted to enrich the justification of

induction/ onboarding of staff at the National Animal Genetic Resources Centre and Data
20
Bank. The combined approach involving both methods helped to reject the biases and

eliminated the breaches of both approaches creating broader perspectives for the study.

The Data Analysis task consisted the following phases:

Data Specification
Data Collection
Data Cleaning
Data Analysis
Data
Interpretation

Data Visualization

2.6.1.1 Qualitative Data Analysis

Qualitative data was sorted and clustered into themes. The researcher made an assessment

and scrutiny of the competence of information in answering the research questions through

coding of data, and categorization of the responses provided. The researcher then explored

the diverse value propositions, thoughts and feelings relating to the variables being

investigated. While scrutinizing qualitative data, summaries were made to help in relating to

the different themes. Codes were then tagged to the data collected for purposes of allocating

identified themes or topics from the data compiled in the study. The content analysis was

used during analysis of non-quantitative data obtained from interviews.

2.6.1.2 Quantitative Data Analysis

Quantitative data was analyzed in order to establish significant data that would aid the

research process. Quantitative data was descriptively analysed, and where necessary, present

in form of frequency distribution table, % and graphical forms (pie charts). These aimed at

enabling quick reading and understanding of the data. Thereafter statistical data was

conducted by use of Regression analysis to measure the relationship between

induction/onboarding of staff and employee self-efficacy, role clarity and employee social

21
integration. Here the researcher investigated the justification of induction/onboarding of staff

at the National Animal Genetic Resources Centre and Data Bank.

2.6.1.3 Ethical Considerations

While conducting this study, effort was made to comply with the academic research ethical

considerations. This study was undertaken while taking care of the generally accepted levels

of ethics and conduct namely; informed consent, voluntary participation, identification,

disclosure, understanding, and right to privacy, anonymity and confidentiality. The

Individuals’ rights as well as Institutions’ rights were accordingly respected. The researcher

equivocally sought consent of all the participants and assured them of confidentiality.

Furthermore, facts provided by participants were treated with utmost confidentiality.

Interaction with participants was done politely and consciously.

2.6.2 Data Presentation and Interpretation

2.6.2.1 Introduction

This section presents the analysis and interpretation to the results obtained from the twenty-

four (24) participants who completed the questionnaires. It consists of different sections

namely the response rate while the second has participants’ demographics and findings are

computed using statistics (descriptive/inferential). The results provided are in line with the

three objectives.

2.6.2.2 Response Rate

To note, all the 24 questionnaires administered were collected which, makes a 100% response

rate. All 04 Key Informant Interviews (KII’s) were collected which, makes a 100% response

rate, while out of the 10 participants targeted in FGD, only 7 were engaged making 70%

response rate which was greater than 70% deemed representative of an investigation

(Sekaran, 2019). The high response rate was dependant on the active and participatory

engagement of the researcher in the field during data collection.

Table 2.4: Response rate

22
 Instrument Target Actual Response Rate
Responses Responses (%)
Questionnaire 24 24 100
Focus group discussion/ 10 7 70
consultative meeting
Key Informant Interviews (KII’s) 04 04 100
Total 38 34 89.5%
Source: Primary source (2023)
Table 2.4 presents the response rate. Table 2.4 shows that 24 (100%) of the participants that

responded to the questionnaires were utilized for the quantitative analysis. Those who

participated in the FGD were 10 and only 7 were engaged making 70% of the sampled

population. Thus, the study attained a reasonable and acceptable sample to collect adequate

and vital information to investigate the relationship between onboarding and employee

performance taking a case study of the National Animal Genetic Resources Centre and Data

Bank (Sekaran, 2019).

2.6.2.3 Demographic characteristics of the participants

The demographic information of interest to the study was only the sex of the respondents.

Variable Category Freq Percent (%)

Sex Males 17 70.8
Females 7 29.2
Total 24 100%
Source: Primary source (2023)

Table 2.5 indicates that most of the participants were male taking the highest portion of

17(70.8%) and 7(29.2%) were female participants. The result can be interpreted that the

views of both female and male respondents were represented in this study. The results also

suggest that the two categories (females and males) in this study were fully represented and

catered for.

2.6.3 Empirical Findings

This section presents the empirical findings of the study according to the objectives. The

empirical findings are analysed using descriptive statistics, qualitative analysis and inferential

statistics for the respective findings. For all descriptive findings in this section, item statements

23
were administered to respondents to establish the extent to which they agreed with them. The

responses were measured on a three-point Likert scale ranging from (1=Agree, 2=Disagree and

3=Not sure). Descriptive data was analysed using frequencies and percentages. It was then

collaborated with qualitative data using narrative and thematic analysis before inferential

statistics. Firstly, this section presents findings on employee performance at National Animal

Genetic Resources Centre and Data Bank followed by the objective-by-objective findings.

2.6.3.1 Descriptive statistics on employee performance

The researcher tracked the sentiments of participants on the state of employee performance at

the National Animal Genetic Resources Centre and Data Bank which was measured by

customer satisfaction, team productivity and effectiveness. The researcher captured the

responses and presented them in the frequency Table 2.6.

Table 2.6: Employee performance

Statement A D N/A
Work makes the best use of my abilities 20(83%) 4 (17%) 0 (0%)

I have the tools and resources I need to do my job 19(79%) 5(21%) 0 (0%)
My supervisor actively listen to my issues and suggestions 19(79%) 0(0%) 5(21%)
I am absolutely clear with what is expected of me in my job. 3(13%) 21 (87%) 0(0%)
In my job, I am satisfied with how often I take part in 2(8%) 22(92%) 0(0%)
problem
solving.
My job gives me strong sense of satisfaction. 3(13%) 21(87%) 0(0%)
I am are enthusiastic about my job 2(8%) 22(92%) 0 (0%)

Source: Primary source (2023)

Table 2.6 presents the opinions of the respondents on employee performance in National

Animal Genetic Resources Centre and Data Bank. The results in Table 2.6 indicate that

majority 20(83%) conceded that work makes the best use of their abilities. They also

conceded that they have the tools and resources they need to do their jobs. This was

interpreted to mean that perhaps team productivity is practiced at National Animal Genetic

Resources Centre and Data Bank for which employee performance is scored.

24
Results show that their supervisors actively listen to their issues and suggestions suggesting

that team productivity and effectiveness are perhaps being encouraged at NAGRC&DB.

There was significance evidence from Table 2.6 that majority 21(87%) disagreed that they

were absolutely clear with what is expected of them in their jobs. This was interpreted to

mean that customer satisfaction, team productivity and effectiveness was wanting at

NAGRC&DB for which employee performance was underscored. Results also showed that

majority 22(92%) disagreed that in their jobs, they are satisfied with how often they take part

in problem solving. They refuted that their jobs give them strong sense of satisfaction.

Results also show that majority 22(92%) refuted that they were enthusiastic about their jobs

meaning that customer satisfaction, team productivity and effectiveness was inadequate at

NAGRC&DB for which employee performance was underscored.

2.6.3.2 Qualitative analysis on employee performance

The following were some of the qualitative responses obtained on employee performance and

their interpretation.

Concerning the item of how whether they are absolutely clear with what is expected of them

in their jobs, a participant coded as NGRC-01 had this to say:

“I am confident and clear of what is expected of me in my job.” I have capacity to satisfy our

customers and carry out team productivity”

The above statement seems to reveal that some participants were positively responding and

adopting well and were fairly gaining confidence in satisfying customers and carrying out

team productivity.

2.6.3.3 Descriptive statistics on self-efficacy

Research objective one sought to assess the relationship between self-efficacy and employee

performance at NAGRC&DB. The study looked at five quantitative questions on which the

participants rated themselves to assess the relationship between self-efficacy and employee

25
performance at NAGRC&DB. The researcher captured the appropriate sentiments as

presented in Table 2.7.

Table 2.7: Self-efficacy at NAGRC&DB

Statement A D N/A
The supported employees have higher self-esteem 24(100%) 0 (0%) 0 (0%)
The supported employees demonstrate that they can perform the 19(79%) 0(0%) 5(21%)
assigned tasks
The supported employees can perform the assigned tasks within 19(79%) 5(21% 0 (0%)
the expected allotted time )
The supported employees exhibit innovative ideas at work 20(83%) 4(17% 0 (0%)
)
The supported employees demonstrate a high degree of efficiency 24(100%) 0 (0%) 0 (0%)
at their jobs
Source: Primary source (2023)

The results in Table 2.7 indicate that the supported employees have higher self-esteem

24(100%). Results also show that the supported employees demonstrate that they can perform

the assigned tasks. The majority 19(79%) of the respondents also conceded that the supported

employees can perform the assigned tasks within the expected allotted time. The above

results were interpreted to mean that performance accomplishments result into customer

satisfaction, team productivity and effectiveness for which employee performance is scored at

NAGRC&DB.

Results show that the supported employees exhibit innovative ideas at work and demonstrate

a high degree of efficiency at their jobs. These results were conceived to mean that vicarious

experience and performance accomplishments result into customer satisfaction, team

productivity and effectiveness for which employee performance is scored at NAGRC&DB.

2.6.3.4 Qualitative analysis on self-efficacy

The significance of this section is at increasing the overall understanding of the quality,

characteristics and meanings of the researched worked on employee self-efficacy. The

following were some of the responses obtained on employee self-efficacy and their

interpretation.

26
Concerning the item of how they feel about their new role and responsibilities, a participant

coded as NGRC-12 had this to say:

“… I am confident we are heading for better times; I’m getting comfortable in my role and

interacting with other staff/departments. It’s much better”

The above statement seems to reveal that some participants were positively responding and

adopting well and were fairly gaining confidence in their new roles and responsibilities as a

result of induction/onboarding.

2.6.3.5 Descriptive statistics on role clarity

The research objective two sought to assess the relationship between role clarity and

employee performance at NAGRC&DB. Six quantitative questions were used and the

participants rated themselves as revealed in Table 2.8.

Table 2.8: Distribution of employee role clarity

Statement A D N/A
The supported employee is absolutely clear with what is expected of 19(79%) 0(0% 5(21%)
them by his/her job. )
The supported employee has received training which he/she needs to 24(100%) 0(0% 0 (0%)
do the job efficiently. )
The supported employee has all the materials and equipment to do 20(83%) 0(0% 4(17%)
his/her job effectively. )
The supported employee skills and qualifications are adequately 24(100%) 0(0% 0(0%)
utilized )
Co-workers/supervisors are willing to train the individual on work 24(100%) 0(0% 0 (0%)
tasks )
Co-workers indicate they consider the supported employee to be a 24(100%) 0(0% 0 (0%)
team player )
Source: Primary source (2023).
Table 2.8 shows that the supported employee is absolutely clear with what is expected of

them by his/her job. Results show that the supported employee has received training which

he/she needs to do the job efficiently 24(100%). Results from Table 2.8 showed that the

supported employee has all the materials and equipment to do his/her job effectively. The

above results were interpreted to mean that mapping employee competencies result into

customer satisfaction, team productivity and effectiveness for which employee performance

is scored.

27
Results also showed that the supported employee skills and qualifications are adequately

utilized. This is achieved by Co-workers/supervisors willing to train the individual on work

tasks and considering the supported employee to be a team player. The above results were

interpreted to mean that mapping employee competencies result into customer satisfaction,

team productivity and effectiveness for which employee performance is scored.

2.6.3.6 Qualitative analysis on role clarity

This sub-section like its predecessors increases the overall understanding of the quality,

characteristics and meanings of the researched worked on employee role clarity. The

following responses were obtained on employee role clarity and thereafter interpreted

respectively.

As regards to what the respondents liked least about the induction/onboarding process, a

participant coded as NGRC-05 had this to say:

“… My role was new in the organisation as there was no incumbent. I expected a lot of

interaction with senior management especially on what they expected from me and the skill I

would be offering. I also expected clarity on information flow/communication on regular

flow of programs, projects or a schedule with program officers to ease generation of content

that is crucial in my role. This is something I would like improved upon’’

As regards to what the respondents’ expectations were for their future with the organisation, a

participant coded as NGRC-06 had this to say:

“…I need to be more involved in different programs for better execution of my work. Have

our organogram cater for senior officer roles especially as master degree holders as this is

done in other government institutions/agencies”

As regards to what the respondents would have liked to share about the induction/onboarding

experience, a participant coded as NGRC-07 had this to say:

28
“…NAGRC&DB should be intentional on the induction process; it does not really exist. We

would receive some weekly training on breeding, the (Animal Breeding) Act, from only one

senior officer, which helped me understand the breeding technologies concepts better. This

was an individual initiative of this particular officer, otherwise there is need for

improvement”

The above declarations reveal that most participants believed that the organisation had no

onboarding strategy to guide the strengthening of employee role clarity for improved

productivity, engagement and retention. In addition, there is need to provide clear

expectations about the employee’s responsibilities and provide multiple opportunities for

discussion and feedback.

2.6.3.7 Descriptive statistics of social integration

The research objective three sought to examine the relationship between social integration

and employee performance at NAGRC&DB. The items on the level of responses were

attained from employee social integration and six quantitative questions were used to assess

the sentiments of the participants.

Table 2.9: Employee social integration at NAGRC&DB

Statement A D NC
The supported employee is more satisfied with social interactions 12(50%) 0(0%) 12(50%)
with co-workers
The supported employee is present more often in specific physical 24(100%) 0(0%) 0 (0%)
settings that co-workers frequent
Co-workers indicate they like to work with the supported employee 24(100%) 0(0%) 0 (0%)
supported employee
The supported employee willing to freely attend company social 24(100%) 0(0%) 0 (0%)
events
The supported employee interacts with co-workers/supervisors 12(50%) 0(0%) 12(50%)
about nonwork-related topics during completion of work tasks
The supported employee is more satisfied with friendship network 12(50%) 0(0%) 12(50%)
with Co-workers/supervisors
Source: Primary source (2023)
The results in Table 2.9 indicate a proportion of the respondents (50%) agreed that the

supported employees were more satisfied with social interactions with co-workers while

another (50%) preferred being non-committal to the statement. Similarly, the same number of

29
respondents (50%) agreed to the statements that; the supported employees interact with co-

workers/supervisors about nonwork-related topics during completion of work tasks, and that,

the supported employees were more satisfied with friendship networks with

co-workers/supervisors, while another (50%) preferred being non-committal to the

statements. The results in Table 2.9 however indicate that all the respondents (100%) agreed

to the statements that; the supported employees were present more often in specific physical

settings that co-workers were frequenting, and that, supported employees were willing to

freely attend company social events. Lastly, results from Table 2.9 also established that all

respondents (100%) agreed that co-workers indicated that they like to work with the

supported employees.

From this analysis, an interpretation can be made that majority of the supervisors were in

affirmative that there was improved employee social integration during induction/onboarding

of staff at NAGRC&DB. It is believed that high quality relationships with colleagues at work

lead to higher levels of performance and job satisfaction.

2.6.3.8 Qualitative analysis on social integration

This sub-section like its predecessors increases the overall understanding of the quality,

characteristics and meanings of the researched worked on employee social integration. The

following responses were obtained on employee social integration and thereafter interpreted

respectively.

As regards to whether the respondents felt integrated into the team and organisational culture

by the induction/onboarding process, a participant NGRC-12 had this to say:

“…Somewhat”

While another participant NGRC-11 had this to say:

“…Being a new staff, I was not used to everyone but at the end of the

induction I had quite a number of friends”

30
As regards to whether the induction/onboarding process helped the respondents to understand

the organisational culture and values, a participant NGRC-09 had this to say:

“…No”

Concerning description of any challenges faced during the induction/onboarding process, one

participant coded as NGRC-13 had this to say:

“…Resistance from some departments, it took a while for some to warm-up to

me. Some would not explain the procedures/processes of how things are done,

so this would delay work and get frustrating”

As regards to whether the respondents had anything else to share about the

induction/onboarding process, a participant NGRC-10 had this to say:

“…Provide more time and resources and involve family members of the

inductees for better assimilation into the (NAGRC&DB) family”

The above statements seem to reveal that most participants alluded to the fact that there was

inadequate social integration during the induction/onboarding process. Employee social

integration involves an appreciation of organisational values, norms and ethics that are the

foundation for employees’ conduct and behavior while at work as well as providing

collaborative work opportunities, strengthening new employee work relationships, providing

social network opportunities and increasing employee engagement in the organization.

2.6.4 Zero Order Correlation analysis

In order to address objectives one, two and three that required testing relationships between

the study variables, a Zero Order Correlation analysis was carried out on the study variables

(Self-efficacy, role clarity, social integration and employee performance). The results are

presented in the Table 9.

Table 9: Zero Order Correlation results

Variables 1 2 3 4 5 6 7 8 9 10
performance accomplishments (1) 1
vicarious experience (2) .182 1
Self-efficacy (3) .209 .655 1

31
 mapping employee competencies (4) .137 .422 .270 1
document employee roles (5) .324 .345 .245 1
Role clarity (6) .634 .601 .520 .442 1
processes (7) .293 .445 .467 .335 .420 1
strategies and methods (8) .160 .131 .137 .150 .265 .403 1
Social integration (9) .59
.543 .425 .594 .315 .444 .633 .610 1
8
Employee performance (10) .524* .21
.485 .039 .354 .130 .484** .074 .287** 1
* 3
*. Correlation is significant at the 0.05 level (2-tailed).
Source: Primary Data, 2023

Table 9 presents the Zero Order correlation results between the study variables (Self-efficacy,

role clarity, social integration and employee performance). Based on the outputs from Table

9, the pattern of correlations looks perfectly plausible. The results in Table 9 reveal that there

is a significant positive relationship between Self-efficacy and employee performance (r= 0.

.524**, ρ<0.05). These results were perceived to mean that a positive change in self-efficacy

in terms of performance accomplishments and vicarious experience leads to a significant

positive change in employee performance (customer satisfaction, team productivity and

effectiveness) at NAGRC&DB.

Digging deeper in the indicators of Self-efficacy, the performance accomplishments stands

out to be significantly related to employee performance (r=.485, ρ<0.05) followed by the

vicarious experience (r=.039, ρ<0.05) respectively. Excavating further into Matrix 9, the

results show that vicarious experience insignificantly related to employee performance. This

was interpreted to mean that a positive change in the self-efficacy of performance

accomplishments will lead to a significant positive change in employee performance

(customer satisfaction, team productivity and effectiveness), but a change in the vicarious

experience may moderately impact employee performance at NAGRC&DB

Moreover, the results also show that there is a significant positive relationship between Role

clarity and employee performance (r=.484**, ρ<0.05). The results demonstrate that mapping

employee competencies has the highest strength in the relationship (r=.354, ρ<0.05) followed

by document employee roles (r=.130, ρ<0.05). These results indicate that a positive change in

role clarity in terms of mapping employee competencies and document employee roles lead
32
to a significant positive change in employee performance (customer satisfaction, team

productivity and effectiveness) at NAGRC&DB.

The results also show that there is a weak significant positive relationship between social

integration and employee performance (r=.287**, ρ<0.05). These results indicate that a

positive change in social integration in terms of processes and strategies and methods lead to

a significant positive change in employee performance (customer satisfaction, team

productivity and effectiveness) at NAGRC&DB. The results demonstrate that strategies and

methods have the highest strength in the relationship (r=.213, ρ<0.05) followed by processes

(r=.074, ρ<0.05).

The results in Table 9 further reveal that, Self-efficacy, Role clarity and social integration

used as key concepts of onboarding were found to be statistically significant at 5% (0.05)

level of significance. This was interpreted to mean that all the outputs of the key concepts

were statistically significant.

Moreover, the results mean that with the other key concepts (self-efficacy, role clarity and

social integration) held constant, employee performance at NAGRC&DB would significantly

be enhanced with enhanced self-efficacy, role clarity and social integration. So, Self-efficacy

with the highest correlation coefficient of r=.524** significantly correlated with employee

performance at NAGRC&DB.

4.5 Summary

This chapter is comprehensive; the descriptive and inferential statistics were used as arsenals

to establish the relationship between self-efficacy, role clarity and social integration on

employee performance at NAGRC&DB. The results obtained revealed that, self-efficacy,

role clarity and social integration have a significant positive relationship with employee

performance at NAGRC&DB. The study results also revealed that each concept studied i.e.,

self-efficacy, role clarity and social integration has its significance with employee

performance at NAGRC&DB. Thus, the study results confirm the relevancy of Onboarding

33
on employee performance at NAGRC&DB and the implication this has for all the players in

Human Resource Management at NAGRC&DB.

3.0 SUMMARY, OBSERVATIONS, CONCLUSION AND RECOMMENDATIONS

3.1 Introduction

The study investigated the relationship between onboarding and employee performance

taking a case study of the National Animal Genetic Resources Centre and Data Bank,

Uganda. This section presents the summary of findings, observations of the study findings,

conclusions, and recommendations.

3.2 Summary of the research findings

The summary of the findings are presented as per the study objectives.

3.2.1 Relationship between self-efficacy and employee performance at NAGRC&DB

The study findings revealed that there was a significant positive relationship between self-

efficacy and employee performance at NAGRC&DB. In particular, the positive relationship

implied that a change in self-efficacy contributed to a significant change in employee

performance at NAGRC&DB whereby improvement in performance accomplishments and

vicarious experience caused improvement in employee performance and vice versa.

3.2.2 Relationship between role clarity and employee performance at NAGRC&DB

The findings revealed that there was a significant positive relationship between role clarity

and employee performance at NAGRC&DB. In particular, the positive relationship implied

that a change in role clarity contributed to a significant change in employee performance at

NAGRC&DB, whereby improvement in mapping employee competencies and document

employee roles caused improvement in employee performance and vice versa.

34
3.2.3 Relationship between social integration and employee performance at

NAGRC&DB

The findings revealed that there was a moderate significant positive relationship between

social integration and employee performance at NAGRC&DB. Preciously, the positive

relationship implied that a change in social integration contributed to a moderate significant

relationship in employee performance at NAGRC&DB, whereby improvement in processes,

strategies and methods caused improvement in employee performance and vice versa.

3.3 Observations

The overall purpose of the study was to assess the relationship between onboarding and

employee performance taking a case study of the National Animal Genetic Resources Centre

and Data Bank, Uganda. Based on the findings from both qualitative and quantitative results,

the overall study findings established a significant positive relationship between onboarding

and employee performance.

3.3.1 Relationship between self-efficacy and employee performance at NAGRC&DB

The findings indicated that there was a significant positive relationship between self-efficacy

and employee performance at NAGRC&DB. The finding is in line with Adeknule (2020) that

self-efficacy highly affects employee performance in an organization. Furthermore, Ntayi et

al (2010) was in agreement with the findings of this study in his study about self-efficacy and

employee performance; they established that when self-efficacy is done in form of

performance accomplishments and vicarious experience of employees, this can lead to

improvement in employee performance.

3.3.2 Relationship between role clarity and employee performance at NAGRC&DB

The study established that role clarity has a strong positive relationship with employee

performance. The finding is in line with Omar (2021) that role clarity highly impact on

employee performance in an organization. Furthermore, Omar and Yusuf (2021) were in

agreement with the findings of this study in their study about role clarity and employee

35
performance; they established that when role clarity is done in form of mapping employee

competencies, this can lead to improvement in employee performance.

3.3.3 Relationship between social integration and employee performance at

NAGRC&DB
The study established that social integration has a significant positive relationship with

employee performance. This was interpreted to mean that enhanced social integration

activities significantly enhance employee performance at NAGRC&DB. The administrative

arm of NAGRC&DB has ensured that social integration is implemented at NAGRC&DB.

The management has also ensured that employees understand the need for social integration

in employee performance. The above finding conceded with the findings of previous

scholars. For instance, Opio (2013) found a relationship between stakeholder social

integration and performance. His report established significant relationship between

stakeholder social integration and employee performance.

3.4 Conclusions

The primary conclusion from this study is that onboarding greatly relates with employee

performance at NAGRC&DB. The other specific deductions are drawn as per the study

objectives.

3.4.1 Relationship between self-efficacy and employee performance at NAGRC&DB

It was established that undertaking employee self-efficacy at NAGRC&DB has had a

significant positive relationship with employee performance. This means it is important to

ensure that NAGRC&DB employees are mentored in understanding of management integrity,

ethical values, management style and human resource management. The study concluded

therefore that self-efficacy had a significant positive relationship on employee performance at

NAGRC&DB.

36
3.4.2 Relationship between role clarity and employee performance at NAGRC&DB

It was established that undertaking role clarity at NAGRC&DB has had a significant positive

relationship with employee performance. This means it is important to ensure that

NAGRC&DB administration is mentored in understanding of process controls, procedures,

communication and report lines. The study concluded therefore that role clarity had a

significant positive relationship with employee performance at NAGRC&DB.

3.4.3 Relationship between social integration and employee performance at

NAGRC&DB

It was established that undertaking employee social integration at NAGRC&DB has had a

significant positive relationship with employee performance. This means it is important to

ensure that NAGRC&DB administration is mentored in understanding of social integration ,

evaluation, risk assessment and implementation. The study concluded therefore that social

integration had a moderate significant positive relationship with employee performance at

NAGRC&DB.

3.5 Recommendations

The study recommends that:

Effective onboarding of staff at NAGRC&DB should further be encouraged since it greatly

contributes to better employee self-efficacy. The study believes that by having effective

improvement in induction/onboarding of staff pathways in NAGRC&DB, there will be

improvement in employee self-efficacy.

In regard to study objective two, the study recommends that management of NAGRC&DB

should on effective onboarding of staff at NAGRC&DB further improve employee role

clarity. A comprehensive onboarding program should be developed in terms of coverage,

content and allowing for adequate time/duration, clear expectations about the employee’s

responsibilities, opportunities for employee engagement and feedback. The study believes

37
that by having the above effective induction/onboarding of staff pathways in NAGRC&DB,

there will be improvement in employee role clarity.

In terms of study objective three, the study recommends that management of NAGRC&DB

should improve effective onboarding of staff for improved employee social integration. An

onboarding strategy to guide the development of tools required for socialisation processes,

strategies, and methods notably; the onboarding handbook among others should be developed

for improved productivity, and, engagement and retention. The study believes that by having

the above improvement in induction/onboarding of staff employee social integration

pathways in NAGRC&DB, there will be improved employee social integration.

3.6 Further research

The study investigated the justification of induction/onboarding at NAGRC&DB. However,

the study did not cover all possible areas surrounding the variables of the study (Justification

of induction/onboarding of staff at NAGRC&DB). This was attributed to the time constraint

factor and financial dilemmas among others, which the researcher was facing. Ideally, the

researcher proposes areas for further research to be undertaken in the following areas: The

role of stakeholder participation and sustainability of induction/onboarding of staff in the

public service.

3.7 Contribution of the study

Based on the results in the predecessor Section, the study contributes to the justification of

induction/onboarding of staff model. The study has drawn on the researchers’ observations

from the perceptibly disregarded area of employee self-efficacy, effective employee role

clarity and employee social integration in an “academic-business oriented environment”. The

study has tried to fill the gaps in previous literature about the justification

induction/onboarding of staff on employee self-efficacy, effective employee role clarity and

employee social integration, drawing experience from NAGRC&DB. Therefore, this research

report gives an insight into the justification of induction/onboarding of staff by theoretical

38
investigation. Also, through conducting empirical analysis, the present research report shows

how justification induction/onboarding of staff impacts on employee self-efficacy, effective

employee role clarity and employee social integration.

Thus, basing on both the qualitative and the quantitative findings generated in the predecessor

Section, this investigation caters for a supposed requirement of formulating new mechanisms

of curbing mediocre induction/onboarding of staff in NAGRC&DB. The statistics further

provide NAGRC&DB management and staff with more useful knowledge in understanding

about employee self-efficacy, effective employee role clarity and employee social integration,

hence to say how to concern induction/onboarding and impact employee self-efficacy,

effective employee role clarity and employee social integration within the framework of

management and academia to help in improving induction/onboarding of staff.

3.8 Study limitations

The research limited the study to the National Animal Genetic Resources Centre and Data

Bank. Thus, outcomes can be generalized to other MDAs and LGs since every institution is

unique in a way. Future research should be held over a cross segment of MDAs and LGs

participation so as to come up with a conclusion on “Justification of Induction/Onboarding of

Staff at the National Animal Genetic Resources Centre and Data Bank”. The research was

also carried out in a limited time scope covering a period of only five decades. Therefore,

findings in the study may not apply to a context of, for instance, a century or more years ago.

39
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41
APPENDIXES
Appendix A: Letter to the Respondents

July 1, 2023

Dear Respondents: Board Members, Heads of Department, Program Officers/Unit heads and
Officer (Newly recruited staff), NAGRC&DB

The undersigned conducting research entitled “Justification of Induction/ Onboarding of

Staff; A Case Study of the National Animal Genetic Resources Centre and Data Bank”.

In view of this, I would like to ask your help by answering the questionnaires. Rest assured
that all your responses will be kept confidential.

Thank you very much for your cooperation.

Sincerely yours,

….…………………………………………
Kabukole Gregory

Noted:
(Signed)…………………………..……………
SUPERVISOR

Approved:…………………………………….
(Signed)

i
Appendix B: Employee Onboarding Questionnaire:
Instructions:
Please read each item carefully. Kindly fill up the following information in Sections A-F.
Put a check mark in the appropriate column that best describes your feeling, belief, and
judgment about the statement. Your responses will be kept confidentially. Please do not leave
any item unanswered.
Section A:
This section covers some brief personal details; you cannot be identified from your answers.
Gender
Question 1: Are you Male: or Female
Information about your profession/Organisation
Question 4: What is your profession:
……………………………………………………………
Question 5: What is your position in this Organisation:
…………………………………………
This section requires you to answer I agree, I neither agree nor disagree responses to the
statements below. Please choose one response only for each.

S/ Question agre disagree Not

N e Sure
Section B: Employee performance
Work makes the best use of my abilities
I have the tools and resources I need to do my job
My supervisor actively listen to my issues and suggestions
I am absolutely clear with what is expected of me in my job.
In my job, I am satisfied with how often I take part in problem
solving.
My job gives me strong sense of satisfaction.
I am enthusiastic about my job
Section C: Self-efficacy
1 The supported employee (SE) has higher self-esteem

2 The supported employee (SE) demonstrates can perform

the assigned tasks
3 The supported employee (SE) can perform the assigned
tasks within the expected allotted time

4 The supported employee (SE) exhibits innovative ideas

i
 S/ Question agre disagree Not
N e Sure
at work
5 The supported employee (SE) demonstrates a high
degree of efficiency in his/her job
Section D: Employee Role Clarity
6 The supported employee (SE) is absolutely clear with
what is expected of them by his/her job.
7 The supported employee (SE) has received training
which he/she needs to do the job efficiently.
8 The supported employee (SE) has all the materials and
equipment to do his/her job effectively.
9 The supported employee (SE) skills and qualifications
are adequately utilized
10 Co-workers/supervisors are willing to train the individual
on work tasks
11 Co-workers indicate they consider the supported
employee (SE) to be a team player
Section E: Employee social integration
12 The supported employee (SE) is more satisfied with
social interactions with co-workers
13 The supported employee (SE) is present more often in
specific physical settings that co-workers frequent
14 Co-workers indicate they like to work with the supported
employee supported employee (SE)
15 The supported employee (SE) willing to freely attend
company social events
16 The supported employee (SE) interacts with co-
workers/supervisors about nonwork-related topics
during completion of work tasks
17 The supported employee (SE) is more satisfied with
friendship network with Co-workers/supervisors

Section F:
This section provides for open-ended survey questions. Give and an opinion best describes
your feeling, belief, and judgment about each of the statement below.

Onboarding Questionnaire

ii
 1. What did you like most about the induction/onboarding process? What did
you like least?
……………………………………………………………………………………
……………………………………………………………………………………
2. What suggestions do you have for improving the induction/onboarding
process?
……………………………………………………………………………………
……………………………………………………………………………………
3. Can you describe any challenges you faced during the
induction/onboarding process?
……………………………………………………………………………………
……………………………………………………………………………………

4. How do you feel about your new role and responsibilities?

……………………………………………………………………………………
……………………………………………………………………………………
5. What are your expectations for your future with the Organisation?
……………………………………………………………………………………
……………………………………………………………………………………
6. Did the induction/onboarding process help you understand the
Organisational culture and values?
……………………………………………………………………………………
……………………………………………………………………………………
7. Were all of your questions and concerns addressed during the
induction/onboarding process?
……………………………………………………………………………………
……………………………………………………………………………………
8. Can you share any feedback on the training and resources provided during
induction/onboarding?
……………………………………………………………………………………
……………………………………………………………………………………
9. Did you feel integrated into the team and Organisational culture by the
end of your induction/onboarding?

iii
 ……………………………………………………………………………………
……………………………………………………………………………………
10. Is there anything else you would like to share about your
induction/onboarding experience?
……………………………………………………………………………………
……………………………………………………………………………………
Thank you for your active participation!

iv
v
APPENDIX F: FGD GUIDE FOR KEY INFORMANTS

This section provides for open-ended survey questions. Give and an opinion best describes
your feeling, belief, and judgment about each of the statement below.

Onboarding Questionnaire
1. Have you ever participated in inducting/onboarding the newly recruited
staff?
Yes: No:
If Yes, please proceed with the questions below.
2. What did you like most about the induction/onboarding process? What did
you like least?
……………………………………………………………………………………
……………………………………………………………………………………
……………………...................................................................................
3. What suggestions do you have for improving the induction/onboarding
process?
……………………………………………………………………………………
……………………………………………………………………………………
……………………...................................................................................
4. Can you describe any challenges you faced while inducting/onboarding the
newly recruited staff?
……………………………………………………………………………………
……………………………………………………………………………………
……………………...................................................................................
5. Were all of the set objectives and expectations achieved during the
induction/onboarding process?
……………………………………………………………………………………
……………………………………………………………………………………
6. Can you share any feedback on the training and resources provided during
induction/onboarding?

vi
 ……………………………………………………………………………………
……………………………………………………………………………………
…………………….................................................................................
7. Is there anything else you would like to share about the
induction/onboarding process?
……………………………………………………………………………………
……………………………………………………………………………………
……………………...................................................................................
Thank you for your active participation!

vii