Efficacy of inspirational motivation on the performance of public health workers in mid-north of Uganda

https://doi.org/10.35912/ahrmr.v1i2.509
Published: Sep 25, 2021

Abstract:

Purpose: This study sought to determine the efficacy of inspirational motivation on the performance of middle-level Public Health Workers (PHWs) in Lira District Local Government. Specifically, the study aimed to: determine the degree of inspirational motivation among ML-PHWs in Lira District; determine the level of performance among ML-PHWs in Lira District; and investigate the effect of inspirational motivation on the performance of ML-PHWs in Lira District.

Research methodology: The study adopted a cross-sectional survey design while incorporating both quantitative and qualitative methods. The study used stratified and simple random sampling procedures to select health facilities, supervisors and ML-PHWs; a total of 164 respondents were selected.

Results: The findings suggest that inspirational motivation has a significant effect on the performance of ML-PHWs ( p<0.01).

Limitations: This study only focused on one construct of transformational leadership style (inspirational motivation), yet there are several constructs of that style, which may affect the performance of PHWs.

Contribution: The findings of this study can be useful to public service managers wishing to enhance the performance of PHWs using limited resources.

Keywords:
1. Inspirational motivation
2. The performance of PHWs
3. Public health
4. Leaders
Authors:
1 . Emmanuel Komakech
Discipline of Business Management, Faculty of Business and Management Sciences, Lira University, Lira, Uganda
2 . Gilbert Obici
Discipline of Public Administration and management, Faculty of Business and Management Sciences, Lira University, Lira, Uganda
3 . David Mwesigwa
Discipline of Public Administration and management, Faculty of Business and Management Sciences, Lira University, Lira, Uganda
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How to Cite
Komakech, E., Obici, G., & Mwesigwa, D. (2021). Efficacy of inspirational motivation on the performance of public health workers in mid-north of Uganda. Annals of Human Resource Management Research, 1(2), 85–97. https://doi.org/10.35912/ahrmr.v1i2.509
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Issue & Section
Vol. 1 No. 2 (2021): September
Articles
References

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    Akeel, B. A. (2014). the role of transformation style of leadership in motivating public sector employees in Libya. Australian Journal of Basic and Applied Sciences, 7(2), 99-108.

    Bahendeke, S., Mutungi, G., Tugumisirize, F., Kamugisha, A., Nyangabyaki, C., Wesonga, R., Sseguya, W., Mubangizi, D., Nalunkuma, C., & Were, T.P. (2019). Healthcare delivery for paediatric and adolescent diabetes in low resource settings: type 1 diabetes clinics in Uganda. Global public health, 14 (12). 1869-83. Doi: 10.1080/17441692.2019.1611897

    Barasa, E. W. (2015). Setting healthcare priorities in hospitals: a review of empirical studies. Health Policy and Planning, 30 (3). 386-96.

    Barnabe, F., Guecini, J., and Di Perna, M. (2019). Assessing performance and value-creation capabilities in lean healthcare: insights from a case study. Public money & management, 39(7). 503-11. Doi: 10.1080/09540962.2019.1598197

    Baroudi, S., Tamim, R., and Hojeij, Z. (2020). A quantitative investigation of intrinsic and extrinsic factors influencing teachers' job satisfaction IN Lebanon. Leadership and policy in schools. Doi: 10.1080/15700763.2020.1734210

    Chanda, U., and Goyal, P. (2020). A Bayesian network model on the interlinkage between socially responsible HRM, employee satisfaction, employee commitment and organisational performance. Journal of management analytics. 7(1). 105-38. Doi: 10.1080/23270012.2019.1650670

    Cwalina, W., and Drzewiecka, M. (2019). Who are the political leaders we are looking for? Candidate positioning in terms of leadership style. A cross-cultural study in Goleman's typology. Journal of political marketing, 18(4). 344-359. Doi: 10.1080/15377857.2019.1678908

    Donkor, F., and Zhou, D. (2020). Organisational commitment influences on the relationship between transactional and laissez-faire leadership styles and employee performance in the Ghananian public sector environment. Journal of Psychology in Africa. 30(1). 30-36. 10.1080/14330237.2020.1712808

    Faiza , M., Longbao , W., Mohammad , N., and Qazi , A. S. (2019). The impact of transformational leadership on job performance and CSR as mediator in SMEs. Sustainability, 11(436). 1-14. Doi: 0.3390/su11020436.

    Haase, H., and Franco, M. (2020). Leadership and collective entrepreneurship: evidence from the health care sector, innovation: The European journal of social science research, 33(3). 368-385. Doi: 10.1080/13511610.2020.1756231

    Hamstra, M.R.W., Van Vianen, A.E.M., and Koen, J. (2019). Does employee perceived person-organisation fit promote performance? The moderating role of supervisor perceived person-organisation fit. European journal of work and organisational psychology. 28(5). 594-601. Doi: 10.1080/1359432X.2018.1485734

    Henricks, M.D., Young, M., and Kehoe, E.J. (2020). Attitudes toward change and transformational leadership: A longitudinal study. Journal of change management, 20(3). 202-219. Doi: 10.1080/14697017.2020.1758529

    Khuwaja, U. (2020). Leadership and employee attitudes: The mediating role of perception of organisational politics. Cogent Business and Management, 7(1). Doi:10.1080/23311975.2020.1720066

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    Islam, M. S., Rahman, M., and Siddiqui, k. O. (2019). Styles of leadership navigate employee job performance. SSRN Electronic Journal, 5(1), 87-109. doi:10.2139/ssrn.3504262

    Iqbal , N., Anwar, S., and Haider , N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review. 5. 1-6.

    Langat, G., Linge, T., and Sikalieh, D. (2019). Effect of inspirational motivation on employee job performance in the insurance industry in Kenya. International Journal of Research in Business and Social Science, 8(6), 1-7.

    Manzoor, F., Wei, L., Nurunnabi, M., and Subhan, A. Q. (2019). The impact of transformational leadership on job performance and CSR as mediator in SMEs. Sustainability. 11. 1-14.

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    Mishra, S.S. (2020). Do street-level bureaucrats exhibit transformational leadership for influencing sound governance and citizens' satisfaction? International journal of public administration. Doi: 10.1080/01900692.2020.1765798

    Mukundane, M., Nannungi, A., and Bataringaya, D. (2016). Assessing the management and administration in public health facilities of Uganda and the implications for the healthcare service delivery and utilisation. ACODE Policy Research Series.

    Ngaithe, L., K'Aol, G., Lewa, P., and Ndwiga, M. (2016). Effect of idealized influence and inspirational motivation on staff performance in state owned enterprises in Kenya. European Journal of Business and Management, 8(30), 6-13.

    Shahzad, U., Al-Noor, N.H., Hanif, M., and Sajjad, I. (2020). An exponential family of median based estimates for mean estimation with a simple random sampling scheme. Communications in statistics – Theory and methods. 1-10. Doi: 10.1080/03610926.2020.1725828

    Ohunakin, F., Adeniji, A.A., Oludayo, O.A., Osibanjo, A.O., Oduyoye, O.O. (2019).Employees' retention in Nigeria's hospitality industry: The role of transformational leadership style and job satisfaction. Journal of human resources in hospitality & tourism. 18(4). 441-470. Doi: 10.1080/15332845.2019.1626795

    Oketch, B. (2019). Few personnel, absenteeism cripple Lira's health services. New Vision.

    Vito, R. (2020). How do social work leaders understand and ideally practice leadership? Synthesis of core leadership practices. Journal of social work practice, 34(3). 263-79. 10.1080/02650533.2019.1665002

    Wammy. (2014). The South Africa facilities management. South Africa: UNISA Press.

    Zohra, K., Mukaram , A., and Syed, S. Z. (2018). Impact of transactional leadership and transformational leadership on employees performance: a case of FMCG industry of Pakistan. 8(3). 23-30. Retrieved on 15 Dec. 2020 from https://www.researchgate.net/publication/326131085

  1. Abramson, D.A., Resch, Z.J., Ovsiew, G.P., White, D.J., Bernstein, M.T., Basurto, K.S., and Soble, J.R. (2020). Impaired or invalid? Limitations of assessing performance validity using the Boston naming test. Applied neuropsychology: Adult. Doi: 10.1080/23279095.2020.1774378
  2. ACODE . (2014). Lira District Council Score-Card Report 2012/2013.
  3. Acquino. (2015). The effectiveness of leadership styles of managers and supervisors to employees job satisfaction in cooperative organisations in the Philippines. The Macrotheme Review, 4, 18-28.
  4. Akeel, B. A. (2014). the role of transformation style of leadership in motivating public sector employees in Libya. Australian Journal of Basic and Applied Sciences, 7(2), 99-108.
  5. Bahendeke, S., Mutungi, G., Tugumisirize, F., Kamugisha, A., Nyangabyaki, C., Wesonga, R., Sseguya, W., Mubangizi, D., Nalunkuma, C., & Were, T.P. (2019). Healthcare delivery for paediatric and adolescent diabetes in low resource settings: type 1 diabetes clinics in Uganda. Global public health, 14 (12). 1869-83. Doi: 10.1080/17441692.2019.1611897
  6. Barasa, E. W. (2015). Setting healthcare priorities in hospitals: a review of empirical studies. Health Policy and Planning, 30 (3). 386-96.
  7. Barnabe, F., Guecini, J., and Di Perna, M. (2019). Assessing performance and value-creation capabilities in lean healthcare: insights from a case study. Public money & management, 39(7). 503-11. Doi: 10.1080/09540962.2019.1598197
  8. Baroudi, S., Tamim, R., and Hojeij, Z. (2020). A quantitative investigation of intrinsic and extrinsic factors influencing teachers' job satisfaction IN Lebanon. Leadership and policy in schools. Doi: 10.1080/15700763.2020.1734210
  9. Chanda, U., and Goyal, P. (2020). A Bayesian network model on the interlinkage between socially responsible HRM, employee satisfaction, employee commitment and organisational performance. Journal of management analytics. 7(1). 105-38. Doi: 10.1080/23270012.2019.1650670
  10. Cwalina, W., and Drzewiecka, M. (2019). Who are the political leaders we are looking for? Candidate positioning in terms of leadership style. A cross-cultural study in Goleman's typology. Journal of political marketing, 18(4). 344-359. Doi: 10.1080/15377857.2019.1678908
  11. Donkor, F., and Zhou, D. (2020). Organisational commitment influences on the relationship between transactional and laissez-faire leadership styles and employee performance in the Ghananian public sector environment. Journal of Psychology in Africa. 30(1). 30-36. 10.1080/14330237.2020.1712808
  12. Faiza , M., Longbao , W., Mohammad , N., and Qazi , A. S. (2019). The impact of transformational leadership on job performance and CSR as mediator in SMEs. Sustainability, 11(436). 1-14. Doi: 0.3390/su11020436.
  13. Haase, H., and Franco, M. (2020). Leadership and collective entrepreneurship: evidence from the health care sector, innovation: The European journal of social science research, 33(3). 368-385. Doi: 10.1080/13511610.2020.1756231
  14. Hamstra, M.R.W., Van Vianen, A.E.M., and Koen, J. (2019). Does employee perceived person-organisation fit promote performance? The moderating role of supervisor perceived person-organisation fit. European journal of work and organisational psychology. 28(5). 594-601. Doi: 10.1080/1359432X.2018.1485734
  15. Henricks, M.D., Young, M., and Kehoe, E.J. (2020). Attitudes toward change and transformational leadership: A longitudinal study. Journal of change management, 20(3). 202-219. Doi: 10.1080/14697017.2020.1758529
  16. Khuwaja, U. (2020). Leadership and employee attitudes: The mediating role of perception of organisational politics. Cogent Business and Management, 7(1). Doi:10.1080/23311975.2020.1720066
  17. Islam, M., and Rahman, M. (2020). Leadership styles navigate employee job performance. The Comilla University Journal of Business Studies, 5(1). 87-109.
  18. Islam, M. S., Rahman, M., and Siddiqui, k. O. (2019). Styles of leadership navigate employee job performance. SSRN Electronic Journal, 5(1), 87-109. doi:10.2139/ssrn.3504262
  19. Iqbal , N., Anwar, S., and Haider , N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review. 5. 1-6.
  20. Langat, G., Linge, T., and Sikalieh, D. (2019). Effect of inspirational motivation on employee job performance in the insurance industry in Kenya. International Journal of Research in Business and Social Science, 8(6), 1-7.
  21. Manzoor, F., Wei, L., Nurunnabi, M., and Subhan, A. Q. (2019). The impact of transformational leadership on job performance and CSR as mediator in SMEs. Sustainability. 11. 1-14.
  22. Ministry of Health (2019). Annual health sector performance report. Financial year 2019/2020. Kampala.
  23. Mishra, S.S. (2020). Do street-level bureaucrats exhibit transformational leadership for influencing sound governance and citizens' satisfaction? International journal of public administration. Doi: 10.1080/01900692.2020.1765798
  24. Mukundane, M., Nannungi, A., and Bataringaya, D. (2016). Assessing the management and administration in public health facilities of Uganda and the implications for the healthcare service delivery and utilisation. ACODE Policy Research Series.
  25. Ngaithe, L., K'Aol, G., Lewa, P., and Ndwiga, M. (2016). Effect of idealized influence and inspirational motivation on staff performance in state owned enterprises in Kenya. European Journal of Business and Management, 8(30), 6-13.
  26. Shahzad, U., Al-Noor, N.H., Hanif, M., and Sajjad, I. (2020). An exponential family of median based estimates for mean estimation with a simple random sampling scheme. Communications in statistics – Theory and methods. 1-10. Doi: 10.1080/03610926.2020.1725828
  27. Ohunakin, F., Adeniji, A.A., Oludayo, O.A., Osibanjo, A.O., Oduyoye, O.O. (2019).Employees' retention in Nigeria's hospitality industry: The role of transformational leadership style and job satisfaction. Journal of human resources in hospitality & tourism. 18(4). 441-470. Doi: 10.1080/15332845.2019.1626795
  28. Oketch, B. (2019). Few personnel, absenteeism cripple Lira's health services. New Vision.
  29. Vito, R. (2020). How do social work leaders understand and ideally practice leadership? Synthesis of core leadership practices. Journal of social work practice, 34(3). 263-79. 10.1080/02650533.2019.1665002
  30. Wammy. (2014). The South Africa facilities management. South Africa: UNISA Press.
  31. Zohra, K., Mukaram , A., and Syed, S. Z. (2018). Impact of transactional leadership and transformational leadership on employees performance: a case of FMCG industry of Pakistan. 8(3). 23-30. Retrieved on 15 Dec. 2020 from https://www.researchgate.net/publication/326131085