Relational agency and relational people management: evidence from Uganda’s micro and small enterprises

Abstract

Purpose – This paper aims to investigate whether relational agency fosters relational people management using evidence from micro and small enterprises in Uganda, an African developing country. Specifically, the paper examines whether the individual relational agency dimensions (shared learning, mutual cooperation, collective efficacy and interaction enablement) also affect relational people management. Design/methodology/approach – A cross-sectional survey design using a quantitative approach was used in this study. Data were collected from 241 micro and small enterprises in Uganda using a structured questionnaire and were analysed using the Statistical Package for Social Scientists. Findings – The results indicate that relational agency is positively and significantly associated with relational people management. Findings further indicated that collective efficacy, mutual cooperation, shared learning and interaction enablement individually matter in relational people management. Originality/value – To the best of the authors’ knowledge, this study may be among the first to demonstrate that relational agency and its individual dimensions (interaction enablement, shared learning, mutual cooperation and collective efficacy) foster relational people management in the context of micro and small enterprises of Uganda, an African developing country. Consequently, this study contributes to both theory and literature via the cultural historical activity theory, hence, adding to the scant existing literature on relational agency and relational people management.

Keywords

• Relational people management
• Relational agency
• Collective efficacy
• Mutual cooperation shared learning and interaction enablement