Organization management practices and employee performance in local governments: a case of Masaka city council

Abstract

This study examined the relationship between organization management practices and employee performance at Masaka City Council. The study was guided by three objectives which included examining the relationship between management support and employee performance, the relationship between management communication and employee performance, and the relationship between employee involvement and employee performance at Masaka City Council. The research employed a case study research design. The study was based on 149 employees. Based on the regression analysis, the study findings showed individual Management support (B = 0.418) and communication (B = 0.217) while employee involvement (B = 0.193) as predictors. The study recommends that management of local town councils adopt a well-structured reward system to recognize and motivate staff performance, thereby enhancing employee morale and productivity. Furthermore, town councils should invest in continuous staff development through targeted training programs and clear career growth pathways to foster long-term commitment and skills enhancement. It is also advised that local councils create a conducive and supportive work environment that balances employee needs with institutional goals. Additionally, effective and transparent communication channels should be established to ensure timely and accurate flow of information among staff and leadership. Finally, local town councils are encouraged to embrace inclusive management approaches by involving employees at all levels in decision making processes, formulation of policies, and monitoring of development initiatives to promote a sense of ownership and accountability.