HUMAN RESOURCE PLANNING AND ORGANISATIONAL PERFORMANCE
A CASE STUDY OF FINN CHURCH AID UGANDA

BY
EIMANI JOYCE
J21B42/011

A RESEARCH REPORT SUBMITTED TO THE SCHOOL OF BUSINESS AND ADMINISTRATION IN PATIAL FULFILLMENT OF THE REQUIREMENT FOR 
AN AWARD OF BACHELORS OF HUMAN RESOURCE MANAGEMENT 
AT UGANDA CHRISTIAN UNIVERSITY

AUGUST 2023

APPROVAL
This is to certify that this research report was done by Eimani Joyce, Reg No:J21B42/011 on topic ‘’Human Resource Planning and organizational performance at Finn church Aids Adjumani  district.’’was done under my supervision and is hereby approved for submission for the award of a Bachelors Degree of Human Resource Management, Uganda Christian University.

Signature…………………………………Date…………………………………………………..
 MADAM NAMAKULA BETTY

DECLARATION
I Eimani Joyce declare that this research is my original work and has never been submitted in any higher institution of learning.
EIMANI JOYCE
J21B42/011
Signature……………………………			Date…………………………………..      

DEDICATION
I dedicate this research report to my beloved dad Mr. Lagu Joseph Gabriel , Mr. Mogga Geofrey Gabriel, my mum Mrs. Asienzo Joyce, Ms. Kitale Sharon Sylivester, Ms. Alumaiya Liz Mistika my dearly friend, and for supporting me both morally and financially until completion of my studies and May the almighty God reward them abundantly.

ACKNOWLEDGEMENT
First of all I want to thank the almighty God for the gift of life, guidance and the knowledge he embedded in me and enabled me complete this research study and extend asset of thanks to a number of people who unreservedly contributed towards the accomplishment of this research work and my studies                      
I would like to acknowledge the assistance and the role played by my supervisor Madam Betty Namakula for her guidance in this study. Thank you for also providing me with encouragement and your time that has spurred me to success
I also would like to thank the entire human resource student fraternity of 2021-2023 for their help and guidance through the entire period and may God bless them.

LIST OF ABBREVIATIONS
HRP.                  	Human Resource Planning
FCAU.                  	Fin Church of Uganda                                         
HRM                	Human Resource Management
Admin              	Administration
Dept.                	Department
TT.                   	Total
HR.                   	Human Resource Department
HOD.                	Head of Department
ICT.                  	Information Communication Technology
IT.                     	Information Technology

TABLE OF CONTENTS
LIST OF ABBREVIATIONS
LIST OF TABLES
LIST OF FIGURES
ABSTRACT
CHAPTER ONE
1.0 Introduction
1.1 Background of the Study
1.2 Theoretical review
1.2.1 The Universalistic theory
1.2.2 Resource base view theory
1.3 Statement of the Problem
1.4 Purpose of the Study
1.5 Objective of the Study
1.6 Questions
1.7 Scope of the Study
1.7.1 Geographical Scope
1.7.2 Content scope
1.7.3 Time scope
1.8 Significance of the Study
1.9 Operational Definitions
1.10 Conceptual Framework
CHAPTER TWO LITERATURE REVIEW
2.1.5 Organizational performance
2.1.6 Sales growth
2.1.7 Product market performance
2.1.8 Customer satisfaction
2.1.9 Shareholder return
2.2 Effects of recruitments and selection on performance of the organization
2.2.1 Effects of succession planning on performance of the organization
2.3 Related Studies
CHAPTER THREE METHODOLOGY
3.0 Introduction
3.1 Research Design
3.2 Research population
3.3 Sample size
3.4 Sampling Procedure
3.5 Data Collection Instruments
3.5.1 Questionnaire
3.5.2 Interview
3.6 Validity and reliability
3.6.1 Validity
3.6.2 Reliability
3.7 Data Analysis
3.8 Ethical Consideration
CHAPTER FOUR DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.0 INTRODUCTION
4.1 Demographic characteristics of the respondents
4.2 Research objectives
CHAPTER FIVE DISCUSSION, CONCLUSIONS AND RECOMMENDATION
5.0 Introduction
5.1 Summary of major findings
5.1.1 To examine the nature of human resource planning on organizational performance.
5.1.2 To examine the relationship between human resource planning on organizational performance.
5.1.3 To find out factors affecting human resource planning on organizational performance
5.2 Conclusion of the findings
5.2.1 To examine the nature of human resource planning on organizational performance
5.2.2 To examine the relationship between human resource planning on organizational
5.2.3 To find out factors affecting human resource planning on organizational performance
5.3 Recommendation
5.3.1 To examine the nature of human resource planning on organizational performance
5.3.2 To examine the relationship between human resource planning on organizational performance.
5.3.3 To find out factors affecting human resource planning on organizational performance
5.4 Limitation of the study
5.5 Areas of further research
REFERENCES
QUESTIONAIRE FOR EMPLOYEES AND SUPPORT STAFF

LIST OF TABLES
Table 1: Krejcie and Morgan Table
Table 2: Distribution of respondents by sex
Table 3: Distribution of respondents by age group
Table 4: Distribution of respondents by marital status
Table 5: Distribution of respondents by education
Table 6: Distribution of respondents by division/selection
Table 7: Distribution of respondents by years in the organization
Table 4.2.1: Showing the nature of human resource planning on organizational performance
Table 4.2.2: Showing the factors affecting human resource planning on organizational performance
Table 4.2.3: Showing the relationship between human resources planning on organizational performance

LIST OF FIGURES
Figure 1: Sex of Participants
Figure 2: Age Of Participants
Figure 3: Marital Status Of Participants
Figure 4: Eductional Background
Figure 5: Departments Of Participants
Figure 6: Years In the Organization
Figure 7: Showing the nature of human resource planning on organizational performance
Figure 8: Showing the factors affecting human resource planning on organizational performance
Figure 9: Showing the relationship between human resources planning on organizational performance

ABSTRACT
The study was about human resource planning and organizational performance. A case study of Finn church Aids Adjumani. The objectives of the study were, to examine the nature of human resource planning on organizational performance, to find out factors affecting human resource planning on organizational performance, to assess the relationship between human resources planning on organizational performance. The problem of the study was the looming challenges some organization in Uganda are facing in attracting and retaining skilled and valuable employees to meet service delivery need. The research target a population of so employees of Finn church aids among who were randomly selected according to the department which included the Administration, finance department, information technology and marketing department. The study adapted a descriptive research design which involve surveying people and recording their responses for analysis within the descriptive design.
The study also incorporated both qualitative and quantitative approaches to understand better the relationship between variables in the research problem. The cross sectional research was used to help collect views of sample population at a single point of time. The research finding was that human resource planning have a great effect on the performance of the organization. The finding also showed that competitive advantage can be obtain by proper recruitment and selection (fadare,2015) puts it a cross that for organization to gain competitive advantage, they should devise a strategy to carefully recruit and select the most that the training design of the organization is in accordance to the need of employees which enable them to perform better. The finding showed that training and development increase the overall performance of the organization about this is in agreement with Shepard 2003.the study findings further showed. The finding show that regarding the organizations practice of conducting regular workforce analysis to identify skill gap and talent requirements reflects a proactive approach to address skill shortage. This approach could contribute to maintaining a competitive workforce and ensuring that organization has the right talent to achieve its objective. The finding further states that the overwhelmingly positive response (90%) about employees being satisfied with opportunity for career advancement and goal achievement is promising sign. This suggests that the organization is providing a conducive environment for career growth, which can enhance employee motivation and retention.
The recommendation to the organization were the organization should address concerns related to collaboration across department, diverse and inclusion effects and potentially varying levels of employee engagement which in long run can contribute to enhancing organizational effectiveness ,employee satisfaction and overall performance. The organization should address the issues of work life balance, employee engagement through clear communication, employee engagement initiative and effective recruitment strategies that in the long run could help the organization align its practices with employee expectations and contribute to improved organizational performance. The organization should invest in other human resource planning methods that have a high effect on the performance of the organization and also prioritize succession planning so as to be more effective to the organization.

CHAPTER ONE
1.0 Introduction
This chapter describes a brief background on the topic of research and it explores the statement of the problem, research objectives, Research questions, scope of the study and significant of the study.
1.1 Background of the Study
The history of human resource planning is as old as man. What is popularly as human resource planning was formally called man power planning prior to late 1970.The usage of man power  planning was appropriate then since it was the era of personnel management ,however, in the early 1980s, the term of ‘’Human Resource’ in place of man power planning gained acceptance as a way of emphasizing the positive view of human resource in line with human resource management concept (John Bratton and Jeffrey Gold 1999)
The whole human Resource planning is an evolving process as it is part of human resource management .it is an evolution from scientific management developed in the late 19th century by Fredrick Winslow Taylor and system theory by Niklas Luhman. The concept of HRP Is theory based as guidelines and framework are set .These approaches were sufficient and commonly used in the late 19th and early 20th century as the majority of the workforce was engaged in production and factories (Armstrong 2001).HRP is facing a lot of challenges as an inability such as demographics and political changes among other. Because of all the changes and development in HRP has shifted from being just plain production to including personal assumption and thoughts in order to prolong the life of HRP(Armstrong 2001).Therefore in order to meet organizations goal, a comprehensive and effective HRP is very important.
Theoretically this study will be guided by two main theory that are; the universalistic theory is recounted with the term best practice and high performance (Ostermanpfeffer and Huslelid 1999). Resources base view theory refers to how competitive advantage can be achieved through possession of valuable and rare resources that other competitors cannot imitate (Takeuchi, Lapak,Wang and Takeuchi 2007)
Universalistic theory is recounted with term best practice and high performance work practices (oysterman and Huselid 1999) maybe taken to represent those who bear universalistic perspective. Osterman argues for example that greater use of sixteen specific  practices such as employment security, selectively in recruiting, high wage, incentive pay, employee ownership, information sharing, participation and empowerment team and job design, training and skill development, cross utilization, cross training, symbolic egalitarianism, promotion from within are best practices that can improve organization performance
Proponent of univerlistic theory believe that there is a universal practice to be remained with HRM. It is the best practice that any organization can adopt it anywhere and these proponent are against using culture, environment, heterogeneity of people and their behavior. Therefore, it is better if those proponents are classified as universalistic theory of HRM.
The theory has the following assumptions
That there is linear relationship between human resource practice or system and organizational performance
The best practice is universally applicable and successful.
The organization success is best measured in term of financial performance indicators like profit, market share and sales level
The resource base theory refers to how competitive advantage can be achieved through possession of valuable and rare resources that other competitors cannot imitate (Takeuchi, Lapak, Wang and Takeuchi 2007). Competitive advantages comes from the internal resource (human resources) that the organization has. It establishes the need for organizations to build a valuable set of human resources and building them in a unique way in order to achieve firm success. Resource base view has long provided an essential theoretical rationale for human resource potential role. It has to do with resource features that contributes to the creation of sustainable competitive advantage. Barney (1991) identified four criteria of resources which are valuable, rare and inimitable and without substitutes. Barney (1991) also suggested that are sustainable competitive advantage is attainable when firms have human resources to ensure that the right people with the right skills are in the right place. The theory also opens that the major strength or weakness of a firm has to do with the caliber of people employed in the organization. Boxall (1998) suggested that in order for firms to generate human capital advantage, they should recruit and retain exceptional individuals
According to Gould, 1984, P.31, HRP is defined as the strategically driven human resource function will be devoted to finding ways to help the organization gain important advantages over its competitors. Those advantages are often described in terms of capacity that a business has with which to pursue its objectives. The capacity of an organization to achieve its strategic objectives is influenced by human resources in three fundamental ways, cost economic capacity to operate effectively, capacity to undertake new enterprises and change operation “(Bile’s and Holmberg, 1980, p.69/9
Mullins (1996) acknowledge that in recent years increasingly more attention has been given to the importance of planning human resources as well as other economic resources such as  capital, materials, machines and equipment’s 
Beardwel and Claydon (2007) has defined HRP as the process of identifying an organization current and future human resource requirements, developing and implementing plans to meet the requirements and monitoring the overall requirements.
Bulla and Scott (1994, P.66) has shown that human resource planning HRP as the process of ensuring that human resource requirement of an organization are identified and plans are made for satisfying those requirements.
According to Richard et al (2009) performance of organization encompasses three specific areas of firm outcomes, financial performance (profits, returns on assets, return on investments, product market performance and shareholder return.
Performance of an organization comprises of actual output or results of an organization as measured against intended output (Armstrong 2001)
Performance of an organization is an analysis of a company’s performance compared to goals and objectives (Cole 2002)
The application of HRP is often seen differently in the private and public sectors in Australia despite both sectors acknowledging the role of managing people as on important source of success (Absar and Mohmood 2011)
In Ausralia, colloy and price (2010) indicate that only a small percentage of public sector organization applies HRP Process effectively. This finding is consistent with a study conducted by the International personnel Management Association (IPMA) which found HRP is not common in the public sector (Jonson and brown 2004)
In Uganda ,the research conducted by Milton (2013) indicate that HRP does exist in some organization and emphasized that for organization to gain competitive advantage, managers should embrace HRP practices and involve employees in decision and implementation process.
1.2 Theoretical Review
The study will be guided by two main theories that are the universalistic theory and resource base view theory.
1.2.1 The Universalistic Theory
This is recounted with the term best practices and high performance work practices. (Osterman & Huselid; 1999) may be taken to represent those who bear universalistic perspective. Oysterman argues for example that a greater use of sixteen specific practices such as employment security, selectivity in recruiting, high wages, incentive pay, employee ownership, information sharing, participation and empowerment, teams and job redesign, training and skills development, cross utilization, cross training, symbolic egalitarianism, promotion from within are best practices that can improve organization performance. Proponents of universalistic theory believe that there is a universal practice to be remained with HRM. It is the best practices that any organization can adopt it anywhere and these proponents are against using culture, environment, heterogeneity of people and their behavior. Therefore, it is better if those proponents are classified as universalistic theory of HRM. Therefore, it is better if those proponents are classified as universalistic theory of HRM.

The theory has the following assumptions;
•	That there is linear relationship between human resource practices or systems and organizational performance.
•	That best practices are universally applicable and successful
•	The organizational success is best measured in terms of financial performance indicators like profits, market share and sales levels.
1.2.2 Resource base View Theory	
The theory refers to how competitive advantage can be achieved through possession of valuable and rare resources that other competitors cannot imitate (Takeuchi, Lapak, Wang & Takeuchi; 2007). Competitive advantage comes from the internal resources (human resources) that the organization has. It establishes the need for organizations to build a valuable set of human resources and building them in a unique way in order to achieve firm success. Resources base view has long provided an essential theoretical rationale for human resource potential role. It has to do with resource features that contribute to the creation of sustainable competitive advantage. Barney (1991) identified four criteria of resources which are valuable, rare and inimitable and without substitutes. Barney (1991) also suggested that sustainable competitive advantage is attainable when firms have human resources to ensure that the right people with the right skills are in the right place. The theory also opines that major strength or weakness of a firm has to do with the caliber of people employed in the organization. Boxall (1998) suggested that in order for firms to generate human capital advantage, they should recruit and retain exceptional individuals.
1.3 Statement of the Problem
Past and recent research studies such of Nyamupachari (2001) have made it clear that there is an increased internal and external uncertainty due emerging opportunities and threats that affect performance of organization in that many organizations spend most of their time realizing and reaching to an expected changes and problems instead of anticipating and preparing for them through HR planning 
Beyesekera (2007) emphasized that for organization to gain competitive advantage, managers should implement superior HRP practices
HRP in some organizations is wanting and these has affected performance of some organization according to research conducted by Nyamu Pachari  (2001) and suggesting that HRP should be embraced for organization effective performance
Therefore it is against this background that the researcher wants to conduct this study in Finn Church Aid.
1.4 Purpose of the Study	
The purpose of the study is to assess the effect of human resource planning on the employee performance of Finn Church Aid
1.5 Objective of the Study
1.	To examine the nature of human resource planning on organizational performance
2.	To find out factors affecting human resource planning on organizational performance
3.	To assess the relationship between human resource planning on organizational performance
1.6 Questions
1.	What is the nature of human resource planning on employee’s performance at FINN Church Aid?
2.	What are the factors affecting human resource planning and employee’s performance at FINN Church Aid?
3.	What is the relationship between human resource planning and employees performance at FINN Church Aid?
1.7 Scope of the Study
The scope is based on geographical, time and content considerations
1.7.1 Geographical Scope
The study population will be drawn from the employees of Finn Church Aid Uganda in Adjumani district.

1.7.2 Content scope
The study is restricted to HRP and employee’s performance of FINN Church Aid and those determinants that can improve employees’ performance as a result of HRP.
1.7.3 Time scope
The period between April to August 2023 is considered for this study
1.8 Significance of the Study
The finding will be used as reference material for students, organization and other interested person who may want to undertake similar study.
Recommendation made by the study enable organizations to have more insights on the need to shift from adhere planning to more systematic based planning of their own human resource
It enables FINN Church Aid to appreciate the effectiveness of human resource planning on the organization
1.9 Operational Definitions
Human Resource: are those inherent and special traits as skills, creative abilities, experience, talents, energy, knowledge, competence, belief etc. that a person possesses which are needed and put to use by a person or a group of people to achieve set goals and objectives (Stewarts 1994).
Planning: Is the process managers use to identify and select appropriate goals and courses of action of an organization. 
The resultant plan that come out planning Process details of the goals of the organization and specifies how they are intended to be attained. Like people, organization cannot have it all done, so in a scale of preference, they need to determine their prorates and concentrate their time, energy and other resources to release their aims (Stewart 1994).
Organization: According to Stewart (1994) organizations are set up to achieve purposes that individuals achieve on their own organization they provide means of working with others to achieve set goals.
Human Resource Planning: Has been defined by Denis and Griffin (2nd Edition) as the process of forecasting their supply and the demand for human resources within an organization and developing action plan for the aligning the two.
1.10 Conceptual Framework
Conceptual framework is defined as an interconnected set of ideas about how a particular phenomenon is related to its parts (Svinicki; 2010). The aim of this framework is to clarify concepts and relationship among variables in the study to describe the context for interpreting the study findings and explain the observations. It clearly illustrates the relationship between human resource planning and organization performance.
Human resource planning is conceived as an independent variable conceptualized by promotion, training, succession planning, recruiting and selection, staffing and career planning and organization performance conceptualized by sales growth, return on investments, sales ratio, product market performance, shareholder return and customer satisfaction. However the study will base on the assumption that HRP has an effect on organization performance.
Figure 1: Conceptual framework
INDEPENDENT VARIABL			DEPENDENT VARIABLE
Human resource planning				Performance of the organization

Sales growth
Product market performance
Shareholder return
Customer satisfaction

Training
Succession planning
Recruitment and selection
Career planning 

Source modified from (Richard, Simon & Brut 2009).

In the conceptual framework as displayed in figure 1 above. HRP the independent variable (iv) is hypothesized to influence organization performance and on the other hand organization performance is conceptualized as dependent variable. Noe (2012) explained that when it comes to human resource planning context, a mathematical formula is used to project the future demands of human resources based on an established relationship between an organization employment level and some measurable factors of output such as revenue, sales or product level.
Barney (2001) asserts that researchers have different beliefs and thoughts about performance of organization but it still remains a controversial issue. Performance of organization is a general structure which refers to the operations of enterprises. Draft (2000) states that performance is the same as efficiency and effectiveness for a specific program or activity. Daft (2000) states that organizational performance is an effective and efficient manner for organization performance is an effective and efficient manner for organizations activity to achieve goals by using resource and planning for the achievement of the goals.

CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter reviews the literature relating to the research topic while human resource planning and performing of organizations is the subject area of this particular research project and the nature of human resource planning and organizational performance.
2.1 Related Literature
2.1.1 Human Resource Planning
Identifying and cementing an organization strategy is key component for survival (Stouten; 2000). Managers can strategies and organizations can gain competitive advantage through physical sources including technology and equipment. HRP is a first and most basic activity of the HRM function (Ayimimba & Ekwoaba; 2012). The arm of HRP is to ensure appropriate human capital is available to move the organization forward. HRP captures all actions involving continuous environmental scanning and reviewing of organizational strategies, objectives and policies in order to ensure that the right quality and quantity of human resources are available when and when they are needed (Beb; 2006; Hartel, Fujomoto, Rondhawa, 2007).
The application of HRP is often seen differently in the private and public sectors despite both sectors acknowledging the role of managing people as an important source of success (Acsar & Mahmoud; 2011, Kumar and Mishra, 2011). Global and competitive forces have for some time necessitated competition with other firms in the same or different business to continuously improve their performance (Harel & Tzafrirs; 2001).
In public and private sector organizations. HRP can be used to ensure organizations are strategically resourced to meet key organizational goals; however differences have been noted in each sector in terms of strategies and practices (Ali, Ahmad & Iqbal; 2012).
2.1.1 Recruitment and selection
In organizations the system that is responsible for placing diversifies talents throughout is referred to as recruitment and selection process (analoui; 2007). The process of recruitment and selection is an ethical approach by affirm to seek and attract the most competent and suitable applicant for a vacant position (analoui; 2007).
Price (2007) inferred that recruitment strategies can be divided in three significant approaches; suitability, malleability and flexibility. The process of selecting and retaining potential employees is the greatest organizational competitive battle in modern days (Preffer, 1994). Having the greatest talent simply implies that the firm will be able to compete aggressively in the market. (Preffer; 1994). This phenomenon is quit prevalent gain a niche by employing the most renewed managers to lead the thriving future (Preffer; 1994).
2.1.2 Training
In today’s contemporary organization, employees skills and knowledge can make a positive impact on the firm’s productivity (Guzzo, Dett & Katzell; 2003). Organizations have to counter some difficulties while training a single or more employees (Ostroff & Kozlowski; 2009). Previous literatures argue that affordability of some organizations that deprive themselves for a single individual employee particularly when human resources are limited as in research by Analoui (2007). Bishop; 2003) says that the perception about training implies that training is the crucial area of human resource management, it is the fastest growing segment of personnel activities training which is referred to as a source of diet and exercise for developing the employees effective cognitive and psychomotor skills assist the productivity (Ezeani & Oladele; 2013). Manpower training and development is one of the most important organizational dynamics. It constitutes the pivot in which organizational survival is run. The training process is one of the most pervasive methods of enhancing the productivity of individuals and communicating organizational goals to personal (Ezeani & Oladele 2013).
Organizational should embark on a cost reduction strategies and focuses on in house or on-job training.
2.1.3 Succession planning
Succession planning can be defined as systematic, long term process of determining goals, needs and roles within an organization and preparing individuals or employees groups for responsibilities relative to work needed with an organization (Luna; 2012). Succession planning was initially conceived of as a risk management strategy designed to mitigate the loss of key leaders in larger organizations. Overtime, however, succession planning has evolved into much more than this. Today, succession planning serves as a tool to manage knowledge and change, develop leadership capacity, build smart teams, and retain and deploy talent in a manner that helps an organization operate to its greatest potential (Groves, 2003).
Fink (2010) notes, individuals are becoming more and more strategic in their own career development and job searchers. Its therefore, increasingly important that organizations follow saint and develop strategies to ensure that they are able to attract and retain talent Fink (2010). (Fink and Bragman, (2006). Zepeda; 2012) notes organizations must be proactive in identifying and developing qualified talent that can be called upon during both expected and unplanned succession events.
2.1.4 Career Planning
Career planning is an ongoing process that can help you manage your learning and development (Abruden; 2012). Onage (2012) stated that the word is moving very fast and expectations to find satisfying employment requires that a plan of action be put in place as soon as possible. (Fredrick; 2014) in his study said career planning is based on the needs of the organization on performance evaluations and on management succession plans. He further said that managers should take into account the difference individual on conduct of career because people are not all the same, being different in terms of skills, values goals and favorite activities. Career planning in organization is a topic intensely studied and of which managers should take their time when planning the careers of their employees and embrace their desires in terms of their careers (Lopa; 2003). Projection of supply and demand are based on planning techniques of human resources and evaluation and performance assessment is made to identify the need he is of training and development opportunities (Barunch; 2014).
2.1.5 Organizational performance
Organizations have an important role in our daily lives and therefore successful organizations represent a key ingredient for developing nations (Leban & Euske; 2006). Continuous performance is the focus of any organization because only through performance organizations are able to grow and progress. Thus organizational performance is one of the most important variables in the management research and arguably the most important indicator of the organizational performance (Leban & Euske; 2006).
Although the concept of organizational performance is very common in the academic literature; its definition is difficult because of its many meanings for this reason, there is not a universally accepted definition of organizational performance. In the 1950’s organizational performance was defined at the extent to which organizations viewed as a social system fulfilled their objectives (Georgopoulos & Tannenbaum, 1957). Performance evaluation during this time was focused on work, people and organizational structure. Later in the 1960’s and 70’s organizations begin to explore new ways to evaluate their performance. So performance was defined as an organization’s ability to exploit its environment for accessing and using the limited resources (Yuchlman & Seashore; 1967).
2.1.6 Sales Growth
Sales growth is the parameter which is used to measure the performance of the sales team to increase revenue over a pre-determined period of time (Jobber, 2009) sales growth of the company.
A good sales growth can always be used for the benefits of the employees and company in terms of providing salary raise acquiring new assets and expansion of the company or the product line (Lancaster 2009).
A negative growth is an undesirable outcome, hinting a wrong strategy or decisions. When the growth sales numbers is more than the compared base it is termed as positive sales growth. Every company always strives for positive sales growth and it is always a beneficial for the financial wellbeing of company to have positive sales growth. Every company always strives for positive sales growth and it is always a beneficial for the financial wellbeing of company always strives for positive sales growth and it is always a beneficial for the financial wellbeing of company to have positive sales growth. It is an indicator that somewhere, something went wrong due to which the sales suffer. A continuous negative growth brings tough choice to accompany and it often does not and very well.
Further sales growth can be calculated product wise. This is in case of companies with multiple product portfolio and at times there may an overall growth but that would be because few products performed outstanding to cover the negative growth of others (Marshall & Johnston; 2005).
2.1.7 Product Market Performance
Product performance an aspect of market performance that denotes the quality and performance of existing products and forms records with respect to the development of new products (Pass C. & Davies L; 2005). The introduction of new products and the qualitative improvement of existing products may enhance consumer welfare by providing consumers with better value for among in terms of price, quality and tradeoffs.
According to L. Daves; 2005), companies around the world have embraced different strategies to improve on the products market performance and reducing product defects through developing environmentally acceptable adhesives, a variability reduction and offering trip benefits to customers.
2.1.8 Customer Satisfaction
In Marshall, Mowen & Fabos (1992), today customers always expect something that they can earn from salesperson, not only the product or services which are purchased but also the services and interaction from both sales person and their managers as a representation from the company (Manning and Reeco; 2007) customer demanding a cluster of satisfaction that arise from the product and also from the sales person who sells and services the product.
Marshall 4 Johnston (2005) renews estimation of customer satisfaction that the goal of the sales presentation in selling activity is to satisfy the customer need. The customer satisfaction on these needs can be determined by identifying their problems and information, applying knowledge to customers and creating a plan of action for the customer that incorporates your products or services to address them. Every sales presentation should focus on customers’ satisfaction no matter how tough it is to close the sale or build that long term relationship; the customer should receive some satisfaction as a result of this sales presentation. Get customer agreement, minimize change conflicts and establish relationship are also the objective on satisfying the customers before doing any transaction or can be said as a satisfaction approaching in sales presentation process.
2.1.9 Shareholder Return
Shareholder return a measure of the performance of different companies stocks and shares over time (Sobastian & Jason; 2003). If combines share price appreciation and dividends paid to show the total return to the shareholder expressed as an annualized percentage. It is calculated by the growth in capital from purchasing a share in the company assuming that the dividends are reinvested each time they are paid. This growth is expressed as a percentage as the compound annual growth rate.
Bruse W. Johnson & Alfred Rapper port (1985) stated that superior firms are those which create shareholders wealth. The most direct way to measure shareholder wealth is by examining the worth of dividends Plushare price appreciation.   
2.2 Effects of recruitments and selection on performance of the organization
Organizations now days concentrating on acquiring appropriate human capital because the employees are the most valued and most precious assets of an organization (Fadare; 2015). It is the individual performance of employees that will converge to form the organization. While recruiting the employees, organizations have to devise a strategy to carefully recruit the most suitable employees because they create the competitive advantages for the organization (Dumade; 20150. Casio (2012) stated that recruitment and selection starts with a clear statement of objectives of the firm based on the types of knowledge, skills, abilities and other characteristics. Djabatey (2012) argued that in order for the enterprise to build and sustain the competitive advantage, proper staffing is critical. According to Ekwaba (2015), recruitments and selection have become essential in organizations because individuals need to be attracted on a timely basis, in sufficient numbers and with appropriate qualifications.
The more effectively organization to design the training very carefully (Micheal Armstrong; 2000), the design of the training should be according to the needs of the employee (Ginsberg; 1997). Those organizations which develop a good training design according to the need of the employees as well as to the organizational performance; a bad training design is nothing but the loss of time and among (Tsaurand Lin, 2004). On the job training helps employees to get the knowledge of their job in a better way (Deming; 1982). People learn from their practical experience much better as compare to bookish knowledge. On the job training reduces cost and saves time (Heras, 2006). It is better for the organization to give their employees learnt in a practical way (Tom Baum; 2007). Trained employees perform as compared to untrained employees (Part Low, 1996). Training and development increase the overall performance of the organization (Shepard; 2003). Although it is costly to give training to the employees but in the long run it gives back more than it took (Flynn et al 1995).
2.2.1 Effects of succession planning on performance of the organization
A great deal of literate outlines the key aspects of an effective succession plan perhaps the most critical overarching requirement of any succession plan is that it is proactive and designed as part of an organization’s strategic plan (Roth Well; 2010).
Galmous (2009), succession planning is an extremely useful tool to help manage the transfer and diffusion of knowledge within an organization. Knowledge both fact and codified is one of the most sources of competitive advantage in contemporary organizations (Preffer; 1998). Additionally, succession planning can be used as means to generate knowledge in order to achieve cost and operational efficiencies (Peet; 2012). Roc-Menard (2009) suggests phased or flexible retirement arrangements as well as corporate alumni, networks to help manage knowledge. Appelbaum et al (2012b) describes the value in providing training to senior leaders with plans to retire in the next five years). An effective succession plan encourages unit or division managers to identify potential high performers and leaders, knowing the apparent successors exist in the event that key local personnel or promoted (Fulmer (2003).
2.3 Related Studies
Over the past decade the way in which people managed and developed at work has become to be recognized as primary factor in achieving improving in performance of organizations (BQF; 1998; Marchington and Wilkinson; 1997; Phillips, 1997) from the review of extent literature, it is acknowledged that successful organizations share a fundamental philosophy of valuing and investing in their employees (Anand; 1997, Maguire; 1995). In fact several research studies have described human resource planning as a means of achieving competitive advantage.
Armstrong (2000; 2003) suggests that separation can be made between hard and soft HRP. The hard HRP primarily deals with quantitative analysis as a means of ensuring that the appropriate people are available when need a rises; whilst soft HRP as put forth by Marchington and Wilkinson (1996) cited in Armstrong (2000; 203) is aimed at establishing the culture of the organization in order for corporate goals and employee values and behaviors to be in sync. Armstrong (2000:203) goes on to state that HRP is aimed at dealing with a greater army of challenges than just the conventional quantitative approach of manpower planning.
Gomez- Mejia et al (1998:147) describes HRP as a process made up of forecasting labor demand and estimating labour supply which results in labor supply satisfying labor demand in the organization. Although this HRP process seems to be traditional manpower planning model at first glance, Gomez- Mejia et al (1998) note that subsumed steps in the labor forecasting stage include training, succession planning, promotion, recruitment, use of part time and overtime workers.
Anya Chioma Joanna 92017) conducted a research and clearly outlined in her research that human resource planning practices such as succession planning, training and recruitment have a great impact on the performance of the organization.
Beysekera (2007) empirically tested the impact of six HRP practices on marketing executive firm in Srinka. The findings of the study tested the impact of six HRP practices on marketing executive firm in Srinka. The findings of the study suggested that implementing superior HRP practices can improve on organization performance.
Sohrabahmad and Shahzad (2011) examined the impact of HRP practices on the performance of university of Pakistan and the findings of the study suggests that training, proper selection and recruitment do affect the performance of the university but however promotion had not been found to affect the performance of the university.
Lazar (2001) stated that human resource planning ensures the right number of people and the right time doing the right thing to ensure that the goal of the organization are achieved.
Nwankwo (2011) stated even though an organization has got it all the money and machine or material needs; it must still find capable people to achieve the goals and objectives of the organization and it is through proper planning that the organization will acquire the right people to perform the duties and success of the organization depends on them.
According to Jim Franklin (2010), the objectives of human resource planning is the hiring, development and retention of employees in the achievement of organizational goals. This include analysis of current workplace and how it aligns with future employment and by planning for the future, human resources create action plans aimed to satisfy organization and it will result in the achievement of organization and objectives and also good performance and high productivity in an organization.
According to Fold Barol (2012), he postulates that a poor human resource planning has a great impact on the organization or company. Human resource plays a necessary and invaluable role in administrative functions within the organization.
Ngoel al (1998) in a study in Hong Kong companies found out HRP practices of training increased firms performance. Tessema and Soeters (2006) investigated influence of 160 European journal of economics. Finance and Administrative science issue 24 (2010) HRP practices in Eritrea the study found that efficient implementation of HRP practices enhanced performance at individual and organizational level.
In a comparative study of United States and Japan, Ichniowk and Shaw (1999) found that Japanese firms were more productive than United States firm on account of implementing HRP practices.
In a study in Taiwanese high technology firms, Chang and Chen (2002) established that HRP practices of workplace planning, training and development significantly affected the performance of the firm. The study also found the negative relationship between human resource planning and employees turnover.
Bartel (2000) evaluated the impact of Tzafirir (1999) found out that HRP practices had a positive relationship with firms performance in public and private sectors.
In Korea, Bae and Lawler (2000) concluded that HRP significantly affects organizational performance.
Chiutal (2002), Terpstra and Rozell (1993), have established that HRP practices of extensive recruitment and selection, training and development have positive association with firms performance

CHAPTER THREE
METHODOLOGY
3.0 Introduction 
This chapter is devoted to methodology of the study which contains the research design, research population, case study organization, sample and sampling procedure, data gathering instruments and method of data analysis.
3.1 Research Design
Orodho (2000) defines a research design as the scheme, outline or plan that is used to generate answers to the research problem. A research design can be regarded as an arrangement of conditions of data collection and analysis in a manner that aims to combine relevance with the research purposes. This study adopted a descriptive research design which according to Copper and Schindler (2003) involves surveying people and recording their responses for analysis within. The descriptive research design. This study incorporated both quantitative and qualitative approaches to understand better the relationship between variables in the research problem. The descriptive approach is relatively cheap and easy to implement and can yield results in a short period of time (Onanda; 2015). It was used to enable data collection from random sample and to allow different categories of subjects to be studied at one point of time. For example male and female of different age groups (Kumar, 2011). In addition, a descriptive cross- sectional research design was preferred to help the collect views of sample of a population at a single point of time about the influence of HRP on performance of finn church aids. Both qualitative and quantitative techniques were used in collecting and analyzing data because they supplement each other. The qualitative approach was employed to help in generation of non-numerical data while the quantitative approach will be useful for generating quantitative data. Both approaches are considered useful as they enrich the study methods (Danish and Usman, 2010). Quantitative research approach will be used to generate quantifiable data so as to explain the relationship between HRP and performance of organizations. Also qualitative data was collected so as to capture views and opinions of respondents with regard to HRP and performance in Finn church aids.

3.2 Research population
Oso and Onen (2008) describe study population as the number of subjects or the environment of interest to the researcher. In this study the target population was 50 employees of Finn church aids. The employees targeted were the managers and supervisors in the human resource department, finance department, administration, public relations, information technology and marketing.
3.3 Sample size
Orodho & Kombo (2002) defined sampling as process of selecting a number of individuals or objects from the population such that the selected group contains elements representative of the characteristics found in the entire group contains elements representatives of the characteristics found in the entire group. A sample size of 50 respondents since the target population is small
Table 1: Krejcie and Morgan Table 

3.4 Sampling Procedure
The sample methods used include the systematic sampling and purposive sampling techniques. The systematic random technique was used to determine and select respondents from the sample frame for the study. The purposive sampling technique was also used to determine and select key officials of the department with managerial responsibility for Human Resource Planning and Management in the Department.
3.5 Data Collection Instruments
The main research tool or technique used for collecting the primary data was questionnaire and interview.
3.5.1 Questionnaire
According to Yin (1994), questionnaires are the most appropriate method for case study. For the purpose of this study questionnaires were used because it helped to collect data from large number of respondents in different locations. Also because of the social climate it is opened enough to allow full and honest answers. There is also standardized data from identical questions without need have face to face interaction. Apart from these, it saves time and other resources. In the questionnaires, the researcher used multiple choice questions with single answers, multiple-choice questions with multiple answers, ranking. The researcher made the questionnaires clear and understandable to encourage the respondents to answer them. Most of the questionnaire was multiple choice questions with simple answers.
3.5.2 Interview
The researcher also conducted interviews with key officials of the departments with managerial responsibility for Human Resource Planning and Management in the Department. Interviews have been used in this work because they represent valuable and lively but focused manner with the intention of acquiring relevant information to enrich the findings of the study. The researcher realized that a lot of information could be derived from interviews that are conducted in an open and focused way. Deliberate and purposive sampling techniques will also been employed to identify some interviewees because of the nature of the study.
3.6 Validity and reliability
3.6.1 Validity
To establish validity, the study used content validity (cvi) where all valid items were divided by the total number of items and only variables scoring above 0.70 were acceptable (Amin, 2005). In addition, the questionnaire was piloted among respondents where 10% (9) staffs were considered appropriate. In addition, experts in the field of management were consulted to rate the tools to ensure that expert judgment results which indicate content validity index of over 0.70 for the tools are acceptable.
3.6.2 Reliability
The research instrument was examined for its reliability by using Cronbach’s alpha value established using SPSS. All the items included in the scale adopted from reviewing were tested for reliability. This agrees with Sakaron and Roger (2011) who state that the research instrument used to collect data from the respondents should be valid and able to yield similar results at all time.
3.7 Data Analysis
The study used the percentage and frequencies for the demographics. This helped to come with meaningful deductions and conclusions.
3.8 Ethical Consideration	
The study was conducted after obtaining official permission from Uganda Christian University and then proceeds to the participating entities. The researcher ensured that respondents freely accepted for participation in the study. All the obtained data was used in such a way that protects the privacy.

CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.0 INTRODUCTION
This chapter presented the findings of the study by demographics further by the three objectives of the study. The results are presented in simple descriptive tables comprising of frequencies, percentages and cumulative percentages.
4.1 Demographic characteristics of the respondents
Since the study involves categories of respondents from the finance department, administration, HR departments, marketing and ICT department and their demographic characteristics were presented in tables and frequencies analyzed.
Table 2: Distribution of respondents by sex
Sex	Number	Percentage 	
Male	32	64	
Female	18	36	
Total	50	100	

Figure 1: Sex of Participants

Table 3: Distribution of respondents by age group
Age group	Number	Percentage 	Cumulative %	
18-30 years	28	56	56	
31-40 years	10	20	76	
41-50 years	10	20	96	
51-60 years	2	4	100	
Total 	50	100		

Figure 2: Age Of Participants

Source: Primary data
Table shows that the respondents of age bracket 18-30 years constituted over 56% of the total respondents followed by those who were between 31-40 years (20%), followed by those who were between 41-50 years (20%) and lastly those between 51-60 years who constituted of (4%). Cumulatively 56% of the respondents were below 30 years and those suggests that majority of the respondents were in their productive brackets.

Table 4: Distribution of respondents by marital status
Marital status	Number	Percentage 	Cumulative %	
Single	20	40	40	
Married	28	56	96	
Others	2	4	100	
Total 	50	100		

Figure 3: Marital Status Of Participants

Source: Primary Data
Table 4 shows that the majority of the respondents (56%) were married, (40%) of the respondents were single and 4% were in others. Cumulatively, most respondents (96) were married and those shows majority have responsibilities which motivate them to work
Table 5: Distribution of respondents by education
Education	Number	Percentage 	Cumulative %	
Degree	31	62	62	
Diploma 	19	38	100	
Total 	50	100		

Figure 4: Eductional Background

Source: Primary Data
Table 5 shows that majority of the respondents (62%) have a degree and 38% have a diploma
Table 6: Distribution of respondents by division/selection
Division	Number	Percentage 	Cumulative %	
Administration	1	2	2	
Finance dept	18	36	38	
HR Dept	15	30	68	
Marking dept	16	32	100	
Total	50	100		

Figure 5: Departments Of Participants

Source: Primary Data
Table 6: Shows that majority of the respondents were from the finance department who consisted of (36%), followed by human resource department (30%), marketing (20%) and lastly administration consisted of (2%) of the respondents.
Table 7: Distribution of respondents by years in the organization
Category	Number	Percentage 	Cumulative %	
1-5 years	16	52	52	
6-10 years	20	40	92	
11-15 years	4	8	100	
Total	50	100		

Figure 6: Years In the Organization

Source: Primary Data
According to table, 52% of the respondents had staged in the organization from a period of 1-5 years, 40% had staged for a period of 6-10 years, 8% had staged for a period of 11-15 years in the organization. 8% of the respondents have stayed for more than 10 years in the organization and this show due to availability of green pastures elsewhere; people do not stay for long in the organization.

4.2 Research objectives
The study had 3 research objectives whose findings are presented below.
Table 4.2.1: Showing the nature of human resource planning on organizational performance 
Statements	Strongly agree %	Agree	Neutral %	Strongly disagree %	Disagree %	Total %	
HRP of my organization is aligned with the overall business objective of the organization	30	40	10	0	20	100	
Am satisfied with the recruitment and selection process in my department	70	20	5	0	5	100	
Organization promotes a diverse and inclusive work environment	84	16	0	0	0	100	
Employees have high level of job satisfaction and engagement	46	34	2	0	10	100	
Different department within the organization collaborate and communicate when it comes to HRP	46	16	0	19	19	100	
I experience or witnesses any instances of diversity and inclusion effort within the organization	30	15	5	10	40	100	
Organizations performance improved significantly over the past years in relation to its human resource planning effort	70	10	2	3	15	100	

Figure 7: Showing the nature of human resource planning on organizational performance

Source: Primary Data 
According to table 4.2.1 shows that 30% strongly agree, 40% agree 10% neutral and 30% disagree that HRP of my organization is aligned with the overall business objective of the organization that improves the performance of the organization. 70% strongly agree, 20% agree, 5% neutral and 5% disagree that they are satisfied with the recruitment and selection process in their department hence improves the performance of the organization. 84% strongly agree, 16% agree that organization promotes a diverse and inclusive work environment, 46% strongly agree, 34% agree ,2% neutral agree and 10% disagree that employees have high level of job satisfaction and engagement that enables employees perform better, 46% strongly agree, 16% agree, 19% strongly disagree and 19% disagree that different department within the organization collaborate and communicate when it comes to HRP to improve organization performance.30%strongly agree,15%agree,5% neutral ,10%strongly disagree and 40% disagree that I experience or witness any instance of diversity and inclusion within the organization .70%strongly agree ,10% agree ,2%neutral,3% strongly disagree and 15% disagree that organizational performance improved significantly over the past years in relation to its human resource planning effort

Table 4.2.2: Showing the factors affecting human resource planning on organizational performance
Statements	Strongly agree %	Agree	Neutral %	Strongly disagree %	Disagree %	Total %	
Organization moderately anticipates its future work force needs.	20	60	0	6	14	100	
Organization conduct regular workforce analysis to identify skill gaps and talent requirement	60	24	4	0	12	100	
Organization emphasizes employee training and recruitment to enhance skills and knowledge.	50	12	2	20	16	100	
Employees are satisfied with the opportunities for  career goals and advancement within the organization	60	30	3	0	7	100	
organization have effective employees strategies in place i.e. communication problems and competitive compensation	46	50	0	4	0	100	
The effectiveness of the organization’s recruitment and selection process of recruiting and hiring the qualified candidate is neutral	20	37	3	8	32	100	
Organization offers travel experiences and destination	65	23	5	5	2	100	

Figure 8: Showing the factors affecting human resource planning on organizational performance

Source: Primary Data
Table 4.2.2 shows that 20% strongly agree, 60% agree, 6% strongly disagree and 14% disagree that Organization moderately anticipates its future workforce needs. 60% strongly agree, 24% disagree, 4% neutral and 12% disagree that organization conduct regular workforce analysis to identify skill gaps and talent requirement. 50% strongly agree, 12% agree, 2% neutral 20% strongly disagree and 16% disagree that organization emphasizes employee training and development to enhance skills and knowledge. 60% strongly agree, 30% agree, 3% neutral and 7% disagree that employees are satisfied with the opportunities for career goals and advancement within the organization that leads to organizational performance, 46% strongly agree, 50%agree and 4% strongly disagree that organization have effective employees strategies in place i.e. communication problems and competitive hence increase the overall performance of the organization. 20% strongly agree, 37% agree,3% neutral, 8% strongly disagree and 32% agree that the effectiveness of the organizations recruitment and selection process of recruiting and hiring the qualified candidate is neutral.65%strongly agree, 23% agree, 5%neutral, 5%strongly disagree and 5%disagree that organization offers travel experience and destination. 

Table 4.2.3: Showing the relationship between human resources planning on organizational performance
Statements	Strongly agree %	Agree	Neutral%	Strongly disagree %	Disagree %	Total %	
Employees believe that effective recruitment and selection practices improve the organization performance	0	20	0	72	8	100	
Employees feel engaged in their current job roles and within the organisation as a whole.	20	0	4	70	6	100	
Employees have noticed any relation between the support for work life balance and job satisfaction	0	2	8	80	10	100	
Organization involvement in volunteer or community activities	80	10	5	0	5	100	
Employees frequency of staying connected with friends and family	50	15	5	10	20	100	
Organizations have weekend or free time activities	50	30	0	10	10	100	
Organization encourages physical exercises or sport involvement	40	20	5	10	25	100	
Well-structured on boarding process positively impacts performance and retention	70	15	3	5	7	100	
 	
Figure 9: Showing the relationship between human resources planning on organizational performance

Table 4.2.3 shows that 20% agree, 72% strongly disagree and 8% disagree that employees believe that effective recruitment and selection practices improve the organization performance. 20% strongly agree, 4% neutral,70% strongly disagree and 6% disagree that employees feel engaged in their current job roles and within the organization as a whole career development leading to improved organizational performance. 2% agree,8%neutral, 80% strongly disagree and 10% disagree that employees have noticed any relation between the support for work life balance and job satisfaction hence improve the overall performance of the organization. 80% strongly agree, 10% agree, 5% neutral and 5% disagrees that organization’s involve in volunteer or community activities which is giving back to the community and building relationship and increases the performance of the organization. 50% strongly agree,15% agree,5%neutral ,10% strongly disagree and 20% disagree that employees frequency of staying connected with friends and family and organization performance. 50% strongly agree, 30% agree, 10% strongly disagree and 10% disagree that organization have weekend or free time activities hence improve organization performance. 40% strongly agree, 20% agree, 5% neutral, 10% strongly disagree and 25% disagree that organization encourages physical exercises or sport involvement and improve organizational performance. 70% strongly agree, 15% agree, 3% neutral, 5% strongly disagree and 7% disagree that well-structured on boarding process positively impacts performance and retention.

CHAPTER FIVE
DISCUSSION, CONCLUSIONS AND RECOMMENDATION
5.0 Introduction
This chapter presents the discussion of the findings, conclusion and recommendation of the research findings in four and suggests areas for the further research and way forward.
5.1 Summary of major findings
The summary of the of the major findings briefly highlights on the outcomes of the research objectives as well as answering research questions.
5.1.1 To examine the nature of human resource planning on organizational performance.
The findings were that human resource planning have a great effect on the performance of the organization. The findings also showed that competitive advantage can be obtained by proper recruitment and selection of employees. (Fadare, 2015) puts it across that for organizations to gain competitive advantage, they should devise a strategy to carefully recruit and select the most suitable employees to achieve it. In conclusion human resource planning has a great impact on performance of organization as shown in this research paper.
5.1.2 To examine the relationship between human resource planning on organizational performance.
The findings showed that training and development increases the overall performance of the organization and this is in agreement with Shepard; 2003). The study findings further showed that the training design of the organization is in accordance to the need of employees which enable them to perform better. The findings also showed that training of employees increases employ satisfaction which results to organizational performance. The study findings further showed that the training design of the organization is in accordance to the need of employees which enable them to perform better.
5.1.3 To find out factors affecting human resource planning on organizational performance The findings further show that regarding the organization's practice of conducting regular workforce analysis to identify skill gaps and talent requirements reflects a proactive approach to addressing skill shortages. This approach could contribute to maintaining a competitive workforce and ensuring that the organization has the right talent to achieve its objectives. 
5.2 Conclusion of the findings
5.2.1 To examine the nature of human resource planning on organizational performance 
The data provides insights into various aspects of the relationship between human resource planning and organizational performance. While positive perceptions are evident in areas such as alignment with business objectives, satisfaction with recruitment, promotion of diversity and inclusion, and improved performance due to HRP, there are also areas for consideration. Addressing concerns related to collaboration across departments, diverse and inclusive efforts, and potentially varying levels of employee engagement can contribute to enhancing organizational effectiveness, employee satisfaction, and overall performance.
5.2.2 To examine the relationship between human resource planning on organizational performance.
The findings indicates a diverse range of perceptions regarding the relationship between human resources planning and organizational performance. While some areas, such as community involvement and onboarding processes, receive positive consensus, other areas like recruitment practices, employee engagement, and work-life balance show significant gaps in perceptions. Addressing these gaps through clear communication, employee engagement initiatives, and effective recruitment strategies could help the organization align its practices with employee expectations and contribute to improved organizational performance.
5.2.3 To find out factors affecting human resource planning on organizational performance
The finding suggests that the organization has a commendable approach to anticipating future workforce needs, conducting workforce analysis, and providing opportunities for career growth. However, there's room for improvement in terms of employee training emphasis and recruitment process effectiveness. Addressing these areas could enhance the organization's performance by further engaging employees, ensuring proper skill development, and improving the quality of hires.
5.3 Recommendation
5.3.1 To examine the nature of human resource planning on organizational performance
The organization should address concerns related to collaboration across departments, diverse and inclusive efforts, and potentially varying levels of employee engagement which in a long run can contribute to enhancing organizational effectiveness, employee satisfaction, and overall performance.
5.3.2 To examine the relationship between human resource planning on organizational performance.
The organization should address the issue of work life balance, employee engagement through clear communication, employee engagement initiatives, and effective recruitment strategies that in the long run could help the organization align its practices with employee expectations and contribute to improved organizational performance.
5.3.3 To find out factors affecting human resource planning on organizational performance
The organizations should invest in other human resource planning methods that have a high effect on the performance of the organization and also prioritize succession planning so as to be more effective to the organization.
5.4 Limitation of the study
Busy schedules of the respondents: that made it hard to access the respondents however this was overcome by making appointments with the respondents.
Reluctance to respond: some of the respondents were reluctant to give the required information as they were uneasy and suspicious of the information to be gathered and thinking that the data might be used for other motives against them. However this was solved by letting the respondents clearly now that the research was purely for academic purpose.
5.5 Areas of further research
To assess the impact of recruitment and selection on employee satisfaction
To determine the impact of training on profitability and competitions.
To assess the impact of succession planning on employee satisfaction.

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QUESTIONAIRE FOR EMPLOYEES AND SUPPORT STAFF
Dear Sir/Madam,
My name is Eimani Joyce, a Bachelor’s student of Uganda Christian University Mukono, conducting a research project titled, “Human Resource planning and organizational performance: A Case of Finn church Aids Uganda in Adjumani District”. I am kindly requesting you to spare some time and provide answers to the questions as designed in the questionnaire. The answer or your opinions will be very helpful in the writing of my dissertation. The information you provide will be treated with confidentiality and no names will appear in final write up of this report.
Yours sincerely,
EIMANI JOYCE
Student.

Section A: General Profile of Respondents:
Instructions: Please tick the most appropriate item of your choice.
1. What is your gender?
a. Male 
b. Female
2. What is your education level?
a) Primary level b. Secondary level c. Diploma d. Degree e. Masters and above
3. Designation at FINN CHURCH AID
4. Experience/Duration at Organization
a) Less than 1 year b. 1-2 years c. 2-4years d. 5-7 years e. More than 7 years
Section B
Part 1: In the section below, you answer by choosing or ticking the following
SA-strongly agree   A- Agree     N- Neutral SD- Strongly Disagree D- Disagree
Nature of human resource planning on Organizational performance
Statements	SA	A	N	SD	D	
 HRP of my organization is aligned with the overall business objective of the organization						
Am satisfied with the recruitment and selection process in my department.						
 Organization promotes a diverse and inclusive work environment						
personally I experienced or witnessed any instances of diversity and inclusive effort within the organization						
 Employees have high level of job satisfaction and engagement						
Organizations performance improved significantly over the past year in relation to its human resource planning effort						
Different departments within the organization collaborate and communicate when it comes to HRP.						
PART II: Factors affecting human resource planning on organizational performance.
Statements	SA	A	N	SD	D	
Organization moderately anticipates its future work force needs						
Organization conducts regular work force analysis to identify skill gaps and talent requirement						
The effectiveness of the organizations recruitment and selection process of recruiting and hiring the qualified candidate is neutral						
Organization emphasizes employee training and recruitment to enhance skills and knowledge						
Employees are satisfied with the opportunities for career goals and advancement within the organization						
Organizations have effective employee strategies in place i.e. communication problem and competitive compensation 						

PART III: Relationship between human resources planning on organizational performance.
Statements	SA	A	N	SD	D	
Employees believe that effective recruitment and selection practices improve the organization performance						
Well-structured on boarding process positively impacts performance and retention						
Employees perceive the link the regular evaluation and productivity						
Implementation of employee rewards and recognition programs have a positive effect on employee motivation and subsequently organizational performance						
Employees have noticed any co relation between the support for work life balance and employee satisfaction						
Employees highly perceived the organizations employee training and development programs in enhancing employee skills and competence						
Employees feel engaged in their current roles and within the organization as a  wholes