Human Resource Planning and Employee Performance at Vision For Africa International (VFAI-Uganda)

Abstract

The study examined the influence of human resource planning on employee performance at Vision for Africa International. Three research objectives guided the study and were; examine the influence of employee forecasting, motivational strategies and resourcing strategy in human resource planning on employee performance VFAI. A cross sectional survey design with both qualitative and quantitative approaches was used. The findings revealed a positive significant relationship between the independent variable human resource planning attributes (employee forecasting, motivational strategies and resourcing strategies) and employee performance in a regression analysis where changes in employee forecasting (r2 = .528) would lead to 52.8% chance change in employee performance. Similarly, changes in motivational (r2 = .442) implies that 44.2% variation in employee performance can be explained by the changes in the motivational strategy in human resource planning and changes in resourcing strategy in human resource planning (r2 = 57.2) could explain up to 57.2% variation in employee performance. It was concluded that the organization did not periodically carry out employee forecasting and its employee forecasting process largely looks at qualifications and tends to neglect other employee attributes, financial rewards were emphasized, employees were not provided with incentives and prefers internal recruitment. It is therefore recommended that the organization enlists the services of a human resource consultant to draw proper and practical functional employee forecasts to ensure right number of employees, advice on other appropriate, affordable and worthy financial and non-financial rewards, and design appropriate processes for employee resourcing to achieve suitable employee requirements.