Browsing by Author "Kagaari, James."

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Adaptation and strategic retirement of secondary school teachers
(Public Organization Review, 2021-06-21) Obella, Elisha.; Munene, Kigozi. John C.; Ntayi, Joseph Mpeera.; Kagaari, James.
This study explains strategic retirement amongst Uganda’s secondary school teachers using work adjustment and development theories. Data relating to psychological adaptation and socio cultural adaptation were attained using a cross-sectional quantitative approach. Primary data was collected using a self-administered questionnaire from 356 responses were received out of the 381 questionnaires that were distributed in 112 secondary schools in western and eastern Uganda. Data were analyzed using Statistical Program for Social Sciences (SPSS) and Analysis of Moment Structures (AMOS). The authors found that there a significant positive relationship between adaptation and strategic retirement amongst Uganda’s secondary school teachers.
Institutional isomorphism, self-organisation and the adoption of management controls
(EDITURA ASE : Accounting and Management Information Systems, 2021-02-20) Mandre, Joshua.; Ntayi, Joseph M.; Kabagambe, Levi B.; Kagaari, James.
Research Question: The purpose of this study is to examine whether self-organisation mediates the relationship between institutional isomorphism and the adoption of management controls. Motivation: Research on institutions has tended to emphasize how organizational processes are shaped by institutional forces that reinforce continuity and reward conformity. Such insight raises the question of how actors ever imagine changing institutions. Idea: The study blends institutionalism with complexity theory, for a better understanding of the micro/macro dynamics of organizations which lead to organizations adopting management controls.Data: The study employed a cross-sectional survey to collect data from 202 manufacturing firms, with the help of a multi-dimensional self-administered questionnaire.Tools: Data were analysed quantitatively using descriptive statistics, and PLS-SEM. The nature and strength of the relationships between the variables was tested using the bootstrapping methodFindings: This study established that organisations adopt management controls, as a means of reacting to isomorphic pressures present in the environment. However, the adoption process is enhanced by the self-organising capacity of the staff, within the firms.Contribution: The study represents a novel attempt to blend institutional and complexity theories in order to explain how organization actors can transform institutions in which they are embedded.
Performance management practices, employee attitudes and managed performance
(International Journal of Educational Management : Emerald., 2010-08-17) Kagaari, James.
Purpose – The purpose of this paper is to establish the relationship between performance management practices, employee attitudes and managed performance. Design/methodology/approach – Using a disproportionate stratified purposive approach, a sample of 900 employees was drawn from four public universities in Uganda. Findings – The paper reveals that performance management practices and employee attitudes are crucial for achievement of managed performance in public universities. Research limitations/implications – This was a cross-sectional study that inherently has common method biases. Such biases could be minimised with replication of the study using a longitudinal study approach that would also unearth all salient issues that could have remained untouched. Practical implications – The paper emphasises the need for public universities to institutionalise result-oriented relationships and adapt in the external hyper changing environment. Originality/value – The paper calls for a new approach to managing employees in public universities with increasing demand for university education and stakeholder interests in delivery of cost-effective quality services.
Problem-based learning and action learning in Ugandan universities
(Journal of Science & Sustainable Development, 2019-01) Bwegyeme, Jacinta.; Munene, John C.; Kagaari, James.; Bakunda, Geoffrey.
The purpose of the study was to compare the action learning approach with the traditional didactic learning and establish the relationship between problem-based learning and action learning. We employed a quasi experiment where the Marquardt Action Learning model was combined with the constructivist theories of learning. The quasi experiment was composed of three groups, namely the treatment group (action learning group), the traditional group and the control group. To stimulate participant thought and reflection, a community of practice environment was created and just-in-time classes were conducted, based on the constructive theories of learning. Although the study involved various constructivist theories, the article concentrates on problem-based learning; hence, it is quiet about other constructivist theories. The results indicate significant differences between the action learning and traditional didactic learning. Furthermore, a significant relationship between problem-based learning and action learning was established. The robust strength of reflective practice and self-directed learning in the prediction of action learning is also highlighted. The findings can be utilised to design future training programmes in universities and other workplaces in order to equip workers with reflective practice and self-directed learning skills that are vital in solving workplace problems.
Theorizing relational people management in micro enterprises: a multi-theoretical perspective
(Journal of Work-Applied Management, 2022-05-11) Nalweyiso, Grace; Mafabi, Samuel; Kagaari, James.; Munene, John.; Abaho, Ernest.
This paper offers a theoretical explanation to a positive story of a micro enterprise found in Uganda, an African developing country that has successfully managed workplace relationships, its survival and good performance. Specifically, the paper examines multiple theories to explain the practice in this enterprise. Design/methodology/approach The study uses storytelling, a form of narrative inquiry embedded in qualitative methodology. Based on in-depth interviews with the owner-manager and employees, a story was developed detailing their practical experience while focusing on the context, actions, results and lessons. Findings Findings reveal that micro enterprises that allow free generation of ideas across all levels with optimistic people who reciprocate and work together, create a friendly work atmosphere with support for one another, amicably resolve conflicts and build trust. More so, several theories that include: Social Exchange Theory, Relational Cohesion Theory, Complex Adaptive Systems Theory and Cultural Historical Activity Theory, explain the manifestations of relational people management in micro enterprises.