Human resource management practices, employee engagement and organizational citizenship behaviours (ocb) in selected firms in Uganda

Abstract

The purpose of this study was to investigate the relationship between human resource (HR) practices, employee engagement and organizational citizenship behaviours (OCB) in selected firms in Uganda. Adopting a pragmatic philosophy with a quantitative methods strategy using quantitative cross-sectional survey design (N = 210) the researcher examined the relationship between nine antecedents, employee engagement and one outcome – OCB. Self-administered questionnaire of four scales were administered to sampled employees of soft drink and sugar firms Kampala, Mukono and Buikwe districts of Uganda. Hypotheses were tested through correlation and hierarchical regression. All the nine antecedent variables studied were significantly related to employee engagement and employee engagement was significantly related to OCB. The hierarchical regression analysis results shows that five antecedent variables demonstrated a significant relation with OCB - role clarity, collaboration, job security, compensation fairness and development. This research has validated the organizational citizenship behaviour model, extended the engagement model and social exchange theory and established that all the nine antecedents studied were related to engagement but only five were significantly related to OCB. Key words: Employee engagement, antecedents, OCB, HR practices, employee development, job security, compensation fairness, collaboration, Uganda.