Nkumba

Permanent URI for this collectionhttp://hdl.handle.net/20.500.12280/2402

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    Effects of cost on the quality of MBA programmes in Ugandan Universities
    (Nkumba University, 2009) Mande, W.M
    The current study set out to assess the effect of cost on the quality of Master of Business Administration [MBA] programmes in Ugandan Universities using a hypothesized model. The research was carried out in six universities of Makerere, the Islamic University in Uganda, Nkumba, Ndejje, Makerere Business School and Uganda Martyrs University. A purposely designed questionnaire was distributed to 100 students in the six universities. The findings showed that: one, there were significant differences [F (5, 44) = 3.606, P<0.01] among the universities as far as the cost of the MBA was concerned; two, 19% of students’ academic work was influenced by cost; three, the academic work alone explained 32% of the quality of the MBA; four, in order to prove whether quality of the MBA is a function of cost or q = f (c), a path analysis was done. The hypothesized model revealed that 68% of the quality of the MBA was dependent on cost. So a quality MBA requires substantial financial input. Given the above resultant statistic, this study recommended that all universities in Uganda carry out appropriate costing of all academic programmes in order to have quality. The second recommendation was student loan scheme be introduced by government to enable students with financial hardship to borrow money and complete their courses.
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    Employer branding and talent retention: perceptions of employees in higher education institutions in Uganda
    (Emerald Publishing Limited, 2018-05-17) Matongolo, Asuman; Kasekende, Francis; Mafabi, Sam
    Purpose – The purpose of this paper is to examine, empirically the relationship between employer branding attributes of reward strategy, people orientedness and; leadership and development on talent retention in institutions of higher learning in Uganda. Design/methodology/approach – In a cross-sectional study, data were obtained form 218 respondents from two public universities. Confirmatory factor analysis (CFA) and structural equation modeling were employed to analyze the data. Findings – The paper has two major findings: first, CFA maintained three dimensions o f employer branding, namely; reward strategy, people orientedness and; leadership and development; and second, only reward strategy and people orientedness emerged as significant predictors of talent retention. Originality/value – The results suggest that institutions of higher learning that embrace reward people orientedness strategies a s measures for employer branding succeed in retaining their employees for longer. Keywords Un iversi ti es, Uga nda, Talent retention, Em pl oyer bran di ng , P eo pl e o ri ente dness, Reward strategy Paper type Research paper
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    Organisational climate and training application in the banking industry
    (2016-10) Buyoya, Christine
    This study examined the contribution of organisational climate on training application in the Burundi banking industry, based on a case study of Ecobank. The study examined three organisational climate dimensions that is; supervisor support, team support and reward support how each influenced employees’ ability to apply the knowledge and skills gained from a successfully conducted training. Analytical cross-sectional survey research design was employed to collect quantitative data using a structured questionnaire and interview guide from a sample size of 123 respondents who included both management and staff. The study findings revealed that organisational climate significantly related with training application in the banking sector (r=o.807, p=0.000) with reward support as the strongest predictor, followed by team support and supervisor support emerged as the lowest predictor. In conclusion, the study established that rewards, team support and supervisor support significantly influenced trainee’s application of the trained skills and knowledge at the workplace. The study recommends that ssupervisors need to provide support for training at work and also provide guidance on effective utilisation of skills and knowledge learned, on top of the other practices already adopted. This way, they will be contributing to a more supportive organisational climate that is crucial for fostering training application of the employees. In addition, organisations need to come up with policies that reward staff who demonstrate successful application of knowledge and skills learned in task accomplishment. Staff working together need to undergo the same training if team members are to support each other in memorising the training content and applying the learned competencies. However, the degree of team support should be regulated not to result into group cohesiveness and the negative results.