Effects of Organisational Commitment and Work Engagement on Employee Performance in The Uganda Public Service

This study investigated the impact of organizational commitment and work engagement on employee performance within the Uganda Public Service. The study was underpinned by two theories namely; Herzberg’s Two-Factor theory and Abraham Maslow’s Hierarchy of needs theory. The study employed a cross-sectional survey design and adopted quantitative method approach where quantitative data was collected through a validated questionnaire. The study used simple random sampling. The researcher used the Slovene formula to determine the sample size. A sample size of 358 employees was drawn from a target population of 3429 civil servants who were deployed by Ministry of Public Service in six ministries. The study used Pragmatism Philosophy because it supports empirical orientation and encourages researchers to use quantitative data to develop actionable insights. Regression Analysis and Structural Equation Modelling (SEM) were used to examine the interplay between organizational commitment, work engagement, and employee performance in the Uganda Public Service. The study findings showed a positive and significant effect between employee work engagement and employee performance. The study also showed a positive effect between organisational commitment and employee performance. The study recommended the implementation of comprehensive and targeted human resource management strategies and initiatives within the Uganda Public Service. These initiatives should aim to cultivate a culture of commitment and engagement among employees, ultimately leading to significant improvements in employee performance. For further studies, the study recommends investigation of the role of leadership styles and their impact on organizational commitment, work engagement, and employee performance within the Uganda Public Service.