Browsing by Author "Kagaari, James R.K."

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Performance management practices and managed performance: moderating influence of organisational culture and climate in public universities in Uganda
(Emerald: Measuring Business Excellence, 2011-11) Kagaari, James R.K.
The purpose of this article is to explore and explain the existence and implementation of performance management practices in four public universities in Uganda. Design/methodology/approach A mixed‐method study approach (qualitative and quantitative) was adopted. A sample of 900 employees was drawn using a disproportionate stratified purposive sampling approach that yielded a 53 per cent response rate. Of the participants, 12 were purposively selected from top management members and interviewed using a semi‐structured interview guide. Using Nvivo software and Miles and Huberman approaches, interview data were managed and analysed. Findings Qualitative data results revealed that employees in public universities built relationships, utilised available resources, adapted to external environment, set goals and targets. This was made possible through planning, mobilising resources, problem solving, evaluating performance and adopting ICT to deliver cost‐effective quality services/products. The hypotheses were tested and revealed a significant positive relationship between performance management practices and managed performance (r=0.25, p<0.001). A moderating influence of organisational culture and climate on performance management practices and managed performance was also established and confirmed (ΔR2=0.012) significantly above zero (p =0.015). Research limitations/implications Cross‐sectional studies by their nature are subject to common method variances; further refinement of the instrument and a replication of the study using a longitudinal approach are recommended. Also, the additional studies should be supplemented with in‐depth interviews or case studies where possible to tap salient issues from the respondents. Practical implications Public universities should have visionary managers who should manage strategic barriers, attract and retain thinkers, and also create result‐oriented relationships to make a dynamic contribution to the development process of Uganda. Originality/value Mass university education in Uganda today calls for new approaches to managing employees in order to balance cost, quality and education access.
Performance management practices and managed performance: the moderating influence of organisational culture and climate
(Makerere University (unpublished work), 2010-10) Kagaari, James R.K.
The study attempted to explore and explain the existence and implementation of performance management practices to facilitate the achievement of managed performance. A mixed method study approach (Qualitative and Quantitative) was adopted. A sample of 900 employees was drawn using a disproportionate stratified purposive sampling approach that yielded a 53 % response rate. Twelve participants were purposively selected from top management members and interviewed using a semi-structured interview guide. Using Nvivo software and Miles and Huber man ( L 994) approaches, interview data was managed and analyses. Qualitative data results revealed that employees in public universities are involved n planning, mobilising resources, problem solving. evaluating performance and adopting lCT to deliver cost-effective quality services/products. The hypotheses were tested and revealed a significant positive relationship between performance management practices and managed performance(r = .25, p < .001 ). A moderating influence of organisational culture and climate on performance management practices and managed performance was also established and confirmed (6R2 = .0 12) significantly above zero (p = .0 15). However, cross sectional studies by their nature are subjected to common method variances; a replication of the study using a longitudinal approach was recommended. Also, further studies should be supplemented with in-depth interviews or case studies where possible to tap salient issues from the respondents. The study called for continuous refinement of theories that explain performance management practices. Public universities should have visionary futuristic managers who can think of new approaches to managing people in a dynamic hyper changing technological environment.