This study examined the relationship between human resource management (HRM) practices and employees' performance at Kampala Capital City Authority (KCCA). The research was informed by increasing calls for improved public service delivery in Uganda's local governments, where employee performance has been identified as a critical determinant of service quality. A descriptive cross-sectional design was adopted. Using stratified random sampling, 263 KCCA employees were selected from a population of 1,240 staff across five departments. A validated structured questionnaire was the primary data collection instrument with a Cronbach's alpha reliability of 0.872. Data were analyzed using SPSS Version 26 through descriptive statistics, Pearson correlation, and multiple regression analysis. Findings established significant positive relationships between recruitment and selection practices (r = 0.581, p < 0.01), training and development (r = 0.647, p < 0.01), performance appraisal systems (r = 0.612, p < 0.01), and employee compensation (r = 0.589, p < 0.01) with employee performance. The regression model explained 56.4% of variance in employee performance (Adjusted R² = 0.549). Training and development emerged as the strongest predictor (β = 0.341, p < 0.001). The study concludes that HRM practices collectively constitute the most influential driver of employee performance at KCCA, and recommends systematic reform of HR practices particularly in training and performance management domains.