• Ann Namazzi Nsubuga
• Wilberforce Tindyebwa
• Ntawuyirushintege,Olivier

This study set out to establish the combined effect of organizational practices, work-life balance, and psychological capital on employee engagement of health workers in Mulago Hospital, Kampala District, Uganda. It was based on four objectives, which included establishing the relationship between; i) organizational practices; ii) organizational practices and psychological capital; iii) work-life balance; iv) work-life balance and psychological capital. A case study and a correlational cross-sectional survey design were used. A group of 200 employees of Mulago Hospital was selected from a population of 240 health workers, using Krejcie and Morgan’s (1970) table. Purposive and simple random sampling techniques were used to select respondents. Researchers employed a standardized questionnaire to gather data, which was analyzed using frequency counts, multiple linear regression, and hierarchical regression analysis. The findings indicated that; 1) There was a slightly satisfactory level of organisational practices in Mulago hospital (overall mean =3.93: SD= 0.982); a satisfactory level of psychological capital among employees (overall mean =4.81: SD= 0.988); a slightly satisfactory level of work life balance (overall mean = 4.03: SD=1.040); and a high level of employee engagement (overall mean =5.14; SD=0.731); 2) employee engagement was positively and significantly correlated with all organisational practices (Overall r-value=0.640; Sig.= 0.000); 3) a combination of organizational practices and psychological capital yields a stronger statistically significant effect on employee engagement than each taken independently (both accounted for 48.5% variation in employee engagement; R2=0.485; F change =65.682; Sig. F Change= 0.000); 4) all the two elements of work life balance were positive and significant correlates of staff engagement (r-value = 0.420; sig.=.000); and 5) a combination of work life balance and psychological capital produces a stronger statistically significant effect on employee engagement than each taken independently (both accounted for 44.8% variation in employee engagement; R2=0.44.8; F change = 75.805; Sig. F Change= 0.000). The researchers concluded that; employees of Mulago Hospital are generally less satisfied with organizational practices; particularly, they are not satisfied with the rewards and recognition system and are not happy with organizational justice; improving employees’ work-life balance will increase their levels engagement and vice versa; the combined effect of work-life balance and psychological capital is a stronger predictor of employees’ engagement. The researchers recommend that the management of Mulago Hospital should; 1) revise their rewards and recognition systems to ensure there is equity and justice for all employees.

Organizational practices, work-life balance, psychological capital, Employees, Health Workers

"Organizational practices, Work-life-balance, Psychological capital, and Employees’ engagement of Health Workers in Mulago Hospital in Kampala district, Uganda.", International Journal of Emerging Technologies and Innovative Research (www.jetir.org), ISSN:2349-5162, Vol.10, Issue 5, page no.h982-h998, May-2023, Available :http://www.jetir.org/papers/JETIR2305829.pdf

"Organizational practices, Work-life-balance, Psychological capital, and Employees’ engagement of Health Workers in Mulago Hospital in Kampala district, Uganda.", International Journal of Emerging Technologies and Innovative Research (www.jetir.org | UGC and issn Approved), ISSN:2349-5162, Vol.10, Issue 5, page no. pph982-h998, May-2023, Available at : http://www.jetir.org/papers/JETIR2305829.pdf