Department of Management and Administration Sciences

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Browsing Department of Management and Administration Sciences by Author "Eyamu, Samuel"

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    Human resources training and development, value creation, and employee performance in the public service
    (Cogent Business & Management, 2026-08-27) Wanyama, Seperia Bwadene; Eyamu, Samuel; Muganga, Christopher; Ndanyi, Davis Malowa; Sansa, Agnes
    This study examines the relationship between human resource training and development (HRTD), involving training (HRT) and employee development (EMD), and employee performance in Uganda’s public service, focusing on the mediating role of human resource value creation (HRVC), comprising perceived HR strategic role and HR service quality. Using an explanatory quantitative survey, data were collected from 416 respondents across three ministries and seven local governments. Established measurement scales demonstrated strong reliability (Cronbach’s α = 0.820–0.885), while exploratory and confirmatory factor analyses supported construct reliability and validity. Data were analysed using descriptive statistics, Pearson correlations, hierarchical regression, and PROCESS bootstrapping. The findings indicate that training, employee development, perceived HR strategic role, and HR service quality are positively associated with employee performance. HRTD dimensions were also significantly associated with HRVC dimensions. Furthermore, perceived HR strategic role and HR service quality partially mediated the relationship between HRTD and employee performance. Drawing on Human Capital Theory, the Harvard HRM model, and the Resource-Based View, the study demonstrates how HRTD contributes to employee performance through HR value creation. The findings underscore the importance of strategic, value-driven HRTD systems that strengthen employee capabilities, HR service quality, and public sector performance.45
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    Revisiting the human resource architecture : contextual influences on Human Capital Allocation
    (South African Journal of Business Management, 2025-08-12) Eyamu, Samuel
    Purpose: This study investigates how both internal and external contextual factors influence the differentiation of human resource (HR) systems within manufacturing firms. Specifically, it examines the influence of competitive strategy, union density, management employee cooperation, environmental dynamism and technological opportunities on the strategic value and uniqueness of human capital. Design/methodology/approach: The study draws on quantitative data collected from 200 medium- and large-sized manufacturing establishments in Australia. It employs a range of statistical techniques, including analysis of variance (ANOVA), analysis of covariance (ANCOVA) and independent samples t tests, to analyse the relationships between contextual factors and human capital allocations. Findings/results: The findings reveal that contextual factors, including differentiation strategy, collaborative management-employee relations and technological prospects, exert a considerable influence on the strategic value and uniqueness of human capital. Union density influenced only the strategic value of human capital, while environmental dynamism and cost leadership strategy had negligible effects on human capital allocations. Practical implications: The results provide empirical knowledge by urging organisations to customise and modify their HR frameworks by evolving contextual variables, thereby augmenting organisational flexibility and the proficient administration of heterogeneous human capital. Originality/value: The study extends the HR architecture framework by incorporating contextual variables, offering a more comprehensive understanding of HR system design. It provides valuable insights for HR professionals, policymakers and scholars.