Beyond Administration: Achieving Strategic Visibility by Redefining the HRM Function’s Uniqueness in Uganda Government Institutions

Robert Frank Kyagaba, Samuel Mafabi, John C. Munene, Jotham Byarugaba Mbiito

abstract
This study investigates the relationship between social identity and the visibility of Human Resource Management (HRM) within government institutions in Uganda. By adopting a social identity approach, the research explores how internal and external perceptions shape the strategic value of the HRM function. The study examines how self-conception, relationships, and collective membership predict HRM visibility. It employed an explanatory sequential design. Quantitative data were collected from a sample of 109 government institutions and analyzed using SmartPLS. This was followed by qualitative research involving 10 key informants and analyzed using NVivo. The findings reveal that self-conception, relationships, and collective membership positively and significantly relate to HRM visibility. The study recommends Uganda government institutions empower the HRM function to demonstrate strategic value through relationships, cross-functional collaboration, stakeholder engagement, and entrusting HRM with leadership in formulating institutional strategies. By aligning HRM activities with institutional goals, the research highlights that social identity can elevate HRM visibility within the public sector context.

Keywords
Social identity, Human resources management visibility, Human resources management function, Government institutions, Stakeholders