In this study, we explored the mediating effect of affective commitment on the relationship between human resource management practices (HRMPs) and the turnover intentions of university employees in Uganda using the theoretical lens of social exchange theory. The study was instigated by reportedly persistent increase in the cases of employee attrition in higher education institutions in Uganda in spite of Government’s attempts to improve the working conditions of the university employees. Using the cross-sectional survey research design, data were collected with the use of an adapted self-administered questionnaire from a sample of 722 academic and non-academic employees of three public and three private universities in Uganda. The results of structural equation modelling (SEM) indicated that HRMPs were significant positive predictors of affective commitment (rewards: β =.225; p<.001), promotions: β =.228; p<.001; and job security: β = .141; p<.001). However, HRM practices were negative predictors of turnover intentions (rewards: β = -.228; p<.001; promotion, β = -.215; p<.001; job security, β = -.138; p<.001). Furthermore, affective commitment was indeed a significant mediator of the relationship between HRMPs and turnover intentions of university employees. These findings made us draw the conclusion that when university employees perceive the institution’s HRMPs to be favourable, they will not only become committed to the organisation but also desire to remain working longer for it. Therefore, we recommend that the university managers in Uganda and similar countries should formulate and practise human resource management styles that do not only spur employee commitment but also enhance staff retention.

In this study, we explored the mediating effect of affective commitment on the relationship between human resource management practices (HRMPs) and the turnover intentions of university employees in Uganda using the theoretical lens of social exchange theory. The study was instigated by reportedly persistent increase in the cases of employee attrition in higher education institutions in Uganda in spite of Government’s attempts to improve the working conditions of the university employees. Using the cross-sectional survey research design, data were collected with the use of an adapted self-administered questionnaire from a sample of 722 academic and non-academic employees of three public and three private universities in Uganda. The results of structural equation modelling (SEM) indicated that HRMPs were significant positive predictors of affective commitment (rewards: β =.225; p&lt;.001), promotions: β =.228; p&lt;.001; and job security: β = .141; p&lt;.001). However, HRM practices were negative predictors of turnover intentions (rewards: β = -.228; p&lt;.001; promotion, β = -.215; p&lt;.001; job security, β = -.138; p&lt;.001). Furthermore, affective commitment was indeed a significant mediator of the relationship between HRMPs and turnover intentions of university employees. These findings made us draw the conclusion that when university employees perceive the institution’s HRMPs to be favourable, they will not only become committed to the organisation but also desire to remain working longer for it. Therefore, we recommend that the university managers in Uganda and similar countries should formulate and practise human resource management styles that do not only spur employee commitment but also enhance staff retention.

Aims: The purpose of this paper was to examine the relationships between human resource management practices (HRMPs) and employee outcomes of organizational citizenship behaviour (OCB) and turnover intentions among employees of Public Universities in Uganda, mediated by job satisfaction. Design/Methodology: The study adopted a cross-sectional, quantitative approach. A sample of 479 academic and non-academic staff was drawn from three public universities in Uganda. SPSS (v20) and AMOS (v20) were used to conduct correlation and structural equation modelling techniques to test the hypotheses. Results: The results show that job satisfaction is positively related with HRMPs (β =.588, p<.001). The results also show that OCB is positively related to HRMPs (β =.226 p<.01) and job satisfaction (β =.210; p<.01) while turnover intention is negatively influenced by HRM practices (β = -.124, p<.05). The results further show that job satisfaction partially mediates the positive relationship between HRMPs and OCB. Job satisfaction also partially mediates the negative relationship between HRMPs and turnover intentions. This study contributes to the HRM body of knowledge by finding further support for the mediation effects of job satisfaction on the relationships between HRMPs and OCB and between HRMPs and turnover intentions in public universities in Uganda. Conclusion: The implication of this study is that in order to boost OCB and reduce turnover intentions among employees of public universities in Uganda, managers should employ HRMPs practices that lead to job satisfaction. Limitations and directions for future research are outlined.

In this study, we explored the mediating effect of affective commitment on the relationship between human resource management practices (HRMPs) and the turnover intentions of university employees in Uganda using the theoretical lens of social exchange theory. The study was instigated by reportedly persistent increase in the cases of employee attrition in higher education institutions in Uganda in spite of Government’s attempts to improve the working conditions of the university employees. Using the cross-sectional survey research design, data were collected with the use of an adapted self-administered questionnaire from a sample of 722 academic and non-academic employees of three public and three private universities in Uganda. The results of structural equation modelling (SEM) indicated that HRMPs were significant positive predictors of affective commitment (rewards: β =.225; p&lt;.001), promotions: β =.228; p&lt;.001; and job security: β = .141; p&lt;.001). However, HRM practices were negative predictors of turnover intentions (rewards: β = -.228; p&lt;.001; promotion, β = -.215; p&lt;.001; job security, β = -.138; p&lt;.001). Furthermore, affective commitment was indeed a significant mediator of the relationship between HRMPs and turnover intentions of university employees. These findings made us draw the conclusion that when university employees perceive the institution’s HRMPs to be favourable, they will not only become committed to the organisation but also desire to remain working longer for it. Therefore, we recommend that the university managers in Uganda and similar countries should formulate and practise human resource management styles that do not only spur employee commitment but also enhance staff retention.