Kagaari, James.2022-01-182022-01-182010-08-17Kagaari, J., Munene, J. C., & Ntayi, J. M. (2010). Performance management practices, employee attitudes and managed performance. International Journal of Educational Management. https://www.emerald.com/insight/content/doi/10.1108/09513541011067683/full/pdf?title=performance-management-practices-employee-attitudes-and-managed-performance0951-354Xhttps://www.emerald.com/insight/content/doi/10.1108/09513541011067683/full/pdf?title=performance-management-practices-employee-attitudes-and-managed-performancehttps://kyuspace.kyu.ac.ug/xmlui/handle/20.500.12504/23024 p. : ill. ;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.enPerformance management systemsEmployee attitudesUniversitiesDeveloping countriesUgandaArticle