Browsing by Author "Dauda, Emmanuel"

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    Employee engagement, leadership, and performance: An empirical study of public sector effectiveness in Sierra Leone
    (2025-04-16) Dauda, Emmanuel
    This research explores how factors like employee engagement, leadership styles, performance management systems, and organizational culture affect effectiveness in Sierra Leone’s public sector institutions. It looks at how certain types of leadership, such as transformative and transactional leadership, along with performance management systems, shape organizational effectiveness. The study also considers how the organizational culture and the policies in place can either strengthen or weaken these effects. The study adopts a quantitative research design using a survey-based approach. Data were collected from public sector employees in Sierra Leone (N =300). Exploratory Factor Analysis (EFA), Multiple Regression Analysis, and Structural Equation Modeling (SEM) were used to test the hypothesized relationships. Hierarchical Multiple Regression was applied to examine the moderating effects of organizational culture and policy frameworks on leadership styles, employee engagement, and performance management. The results reveal that employee engagement has a significant positive effect on organizational effectiveness (H1 supported). Transformational Leadership exhibits a stronger positive effective (H2a) supported), while its impact remains weak when isolated (H2b supported). Performance management systems significantly enhance organizational effectiveness (H3 supported). Moreover, organizational culture and policy frameworks moderate the relationship between leadership style, employee engagement, performance management, and organizational effectiveness (H4 supported). The findings highlight the critical role of leadership and HR strategies in enhancing public sector performance. Policymakers should emphasize transformational leadership training, effective performance management systems, and organizational culture reforms to foster engagement and improve overall effectiveness in Sierra Leone’s public sector. This study contributes to the public sector management literature by providing empirical evidence on how leadership, engagement, and performance management interact in Sierra Leonean public organizations. It also advances knowledge on the moderating role of organizational culture and policy frameworks in shaping these relationships.
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    Evaluating performance appraisal practices in Sierra Leone’s Civil Service: A comparative study through the lens of organizational justice and public service motivation
    (2025-03-14) Dauda, Emmanuel
    This research dives into how Sierra Leonean civil servants in the Cabinet Secretariat and the Human Resource Management Office (HRMO) feel about fairness during their performance reviews, and how this affects their motivation to serve the public (PSM) and the overall effectiveness of these appraisals. To get a well-rounded picture, the researchers used a mix of methods, including surveys given to 200 employees and in-depth interviews with 20 of them (mostly senior civil servants). The survey results showed that when employees feel like the performance review process is fair, they're more motivated and find the appraisals more useful, which lines up with what other studies on workplace fairness have found (like Alama & Chikeleze, 2022). The interviews, on the other hand, brought to light some issues, such as uneven ways of doing appraisals and cultural beliefs that sway how people see fairness. Interestingly, while both offices aim for effective reviews, the HRMO seems to have a more organized way of doing things, which might be why employees there perceive the process as fairer. The alignment between the numerical and descriptive data really highlights just how crucial organizational justice is in determining PSM and evaluation results. This information is super helpful for HR in the public sector, as it drives home the importance of having fair and open evaluation systems to boost employee drive and effectiveness. Moving forward, it would be great to see more research looking into the long-term effects of evaluation changes and expanding the analysis to include other agencies within Sierra Leone.