Career Development and Employee Performance to Uganda Police Force, Vippu Nsambya, Kampala District

TABLE OF CONTENTS

DECLARATION.I

APPROVAL

DEDICATION

ACKNOWLEDGEMENT iv

TABLE OF CONTENTS v

ABBREVIATIONS ix

CHAPTER ONE a

INTRODUCTION 1

1.0 Introduction 1

1.1 Background 1

1.1.1 Historical perspective 1

1.1.2 Theoretical perspective 3

1.1,3 Conceptual perspective 3

1.1.4 Contextual perspective 4

1.2 Statement of the problem 4

1.3 Purpose and objectives of the study s

1.3.1 Purpose of study s

1.3.2 Objectives of study

1.4 Research questions 5

1.5 Hypothesis 6

1.6 Scope of the study 6

1.6.1 Geographical scope 6

1.6.2 Content scope 6

1.6.3 Time scope 6

1.7 Significance of the study 6

1.8 Conceptual framework 7

CHAPTER TWO 9

LITERATURE REVIEW 9

2.0 Introduction 9

2.1 Theoretical review 9

2.2 Conceptual review 10

V

2.2.1 Training.10

2.2.2 Refresher courses 10

2.2.3 Promotions 11

2.2.4 Factors affecting performance 11

2.3 Related literature 14

CHAPTERTHREE 16

METHODOLOGY 16

3.0 Introduction 16

3.1 Research design 16

3.2 Study population 16

3.3 Sample size 16

3.4 Sample strategies 16

3.4.1 Sample selection 16

3.4.2 Sampling procedures 17

3.5 Source of data 17

3.5.1 Primary data 17

3.5.2 Secondary data 17

3.6 Validity and reliability of research 17

3.7 Data collection methods 17

3.7.1 Survey 17

3.7.2 Interviews 17

3.8 Data analysis and ethical consideration 18

3.8.1 Data analysis 18

3.8.2 Ethical consideration 18

CHAPTER FOUR 19

ANALYSIS, PRESENTATION, AND DISCUSSION OF FINDINGS 19

4.0 Introduction 19

4.1 Response rate 19

Figure 4.1 shows the response rate in VIPPU Nsambya 19

4.2 Findings on personal data 20

4.2.1 Findings on Gender of respondents 20

Table 4.2. 1: Findings on Gender of the respondents 20

Figure 4.2.1: Presents gender of the respondents 20

4.2.2: Findings on Age of respondents in years 21

VI

Table 4.2. 2: Age range of respondents 21

Figure 4.2.2: Presents Age range of respondents 21

4.2.3: Findings on Level of respondents’ qualification 22

Table 4.2.3: Level of respondents’ qualification 22

4.2.4: Findings on Marital status of the respondents 23

4.3.3 Findings on seniority 31

Table 4.3.3): Shows findings on seniority of respo dents 32

Figure 4.3.3): Presents findings on seniority of respondents 33

4.3.4 Findings on promotions 33

Table 4.3.4): Shows findings on promotions of respondents 34

Figure 4.3.4): Presents findings on ranks held by respondents 35

4.4 Findings affecting employee performance 35

4.4.1 Findings on nature of job role affects employee performance 36

Table 4.4.1 presents findings onflexibility of job role as factor affects employee performance 36

4.4.2 Findings on promotion approaches affects employee performance 37

Table 4.4.2 Presents findings on promotion app . thea affect performance 37

4.4.3 Findings on recruitment approaches affects employee performance 38

Table 4.4.3 presents findings on recruitment approaches affects performance 38

4.4.4 Findings on commitment of employees affect employee performance 38

Table 4.4.4 Shows the findings on commitment of employees affect performance 38

4.4.5 Findings on training methods affects employee performance 39

Table 4.4.5: presents findings on training methods affect performance 39

4.4.6 Findings on organizational leadership affect employee performance 40

Table 4.4.6: Shows findings on organizational leai’ership affect performance 40

4.5 Relationship between career development and employee performance 40

CHAPTER FIVE 42

INTERPRETATION, CONCLUSION, AND RECOMMENDATION 42

5.0 Introduction 42

5.1 interpretation on the major findings of the study 42

5.1.1 Career development 42

5.1.la) Training as career development 42

5.1.lb) Refresher courses as career development 42

5.1.lc) Promotions as career development 42

5.1.2 Factor affecting employee performance 43