Electronic-human resource management practices and human resource service quality in public entities, a case study of the Uganda civil aviation authority,

Abstract

This study examined the role of electronic-Human Resource Management (e-HRM) practices on human resource service quality in a Ugandan public setting, using the Uganda Civil Aviation Authority (UCAA) as a case study. Specifically, it investigated how e-hiring, e-training, and e performance management influence HR service quality operationalized as responsiveness, reliability, timeliness, fairness, and user satisfaction. Employing a cross-sectional, mixed-methods design, structured questionnaires were administered to UCAA staff (108 questionnaires distributed; 94 returned, response rate = 73.4%). Descriptive statistics showed generally positive perceptions across the three e-HRM modules and overall HR service quality. Composite means (N = 94) were: E-Hiring M = 3.77, SD = 0.66; E-Training M = 3.88, SD = 0.65; E-Performance M = 3.72, SD = 0.64. The overall HR service quality rating averaged M = 3.88, SD = 0.58. Item-level highlights included electronic recording (e-performance) M = 3.96, manager training (e performance) M = 3.44, LMS availability (e-training) M = 3.95, and accuracy of candidate records (e-hiring) M = 3.84, indicating areas of strength and some pockets needing improvement. Pearson correlation analysis revealed strong, positive relationships between each e-HRM dimension and HR service quality: E-Hiring with HR service quality (r = .694, p < .001); E-Training with HR service quality (r = .681, p < .001); and E-Performance with HR service quality (r = .712, p < .001). These correlations indicate large, statistically significant associations for each module. Based on the reported results, the study recommends strengthening e-HRM implementation through improved training and governance, tighter integration of system outputs into planning and promotion processes, automated notifications and dashboards, and managerial accountability to close remaining adoption gaps and translate electronic processes into uniformly higher HR service quality across UCAA