Department of Managementhttp://umispace.umi.ac.ug:80/xmlui/handle/20.500.12305/2732024-03-29T15:38:56Z2024-03-29T15:38:56ZProcurement management and road construction project performance in Uganda national roads authorityNakonde, Zaitunihttp://umispace.umi.ac.ug:80/xmlui/handle/20.500.12305/5932023-06-02T09:39:34Z2012-02-01T00:00:00ZProcurement management and road construction project performance in Uganda national roads authority
Nakonde, Zaituni
This study was focused on examining the effect of procurement management on road
construction projects perfomance in Uganda National Roads Authority. The study was premised
on the assumption that the prevalent poor performance of the road construction projects in
Uganda National Roads Authority could be explained by three dimensions of procurement
management namely: procurement planning, procurement organization and procurement control.
The study adopted a cross sectional case study design, data was collected from 71 people of the
following categories; UNRA Directors, Project Managers, Project/Station Engineers,
Procurement Officers, Contracts Committee Members, Senior staff of Supervising Consultants
and Senior Staff of the Contractors. Data was collected using questionnaires, interview guides
and Documentary checklist and were analyzed using descriptive statistics and inferential
statistics. The study empirically revealed that procurement management explain a total variance
of 22.4% in the performance of road construction projects in Uganda National Roads Authority,
with procurement planning explaining only 2.2 %, procurement organization explaining 9% and
procurement control explaining 11.2 %. The study then concludes that procurement organization
and control have a significant effect on the performance of the road construction projects in
Uganda National Roads Authority. Although the study revealed that there was a very small
effect of procurement planning on road construction project performance, it is recommended that
improvement in some aspects of the procurement planning is necessary. Under procurement
organisation and project performance, it is recommended that UNRA should endeavour to
improve the aspects of role and obligation definition and ensure that all the players in the project
implementation abide by their roles and obligations. Lastly it is recommended that that UNRA
through its departments should ensure adequate designs and specifications, close supervision
and monitoring as well as limiting the scope changes and adhering to contracts.
2012-02-01T00:00:00ZFactors that influence profitability of poultry farming enterprises in Kira town council, Wakiso district - UGANDANatukunda, Yvonnehttp://umispace.umi.ac.ug:80/xmlui/handle/20.500.12305/5922023-06-06T08:44:33Z2014-01-01T00:00:00ZFactors that influence profitability of poultry farming enterprises in Kira town council, Wakiso district - UGANDA
Natukunda, Yvonne
The study aimed at investigating factors that influence profitability of poultry farming enterprises
in Kira Town Council. Factors were feeds, diseases and farmers’ knowledge. This was a
correlation study, which applied both qualitative and quantitative approaches. The study
population comprised farmers and Key Informants. Quantitative data was collected using a
questionnaire following a 5-likert scale and qualitative data was collected using interview guides.
Data was analyzed using different statistical techniques which included descriptive statistics
mainly mean and standard deviation, Pearson Product Moment Correlation coefficient to
establish a causal influence of factors on profitability of poultry enterprises. The study
established that the three factors (feeds, poultry diseases and a farmer’s knowledge) were strong
predictors of profitability. Multiple regression results revealed that farmers’ knowledge has the
strongest influence on profitability, followed by poultry diseases and then feeds. Major
recommendations from the study were that Government should try to subsidize inputs on feeds
and feed additives. Government could ensure that farmers get easy access to extension workers,
such that delays in treating birds reduce, hence limiting the mortality rate. Farmers should also
form farmers’ associations to share their views, look for markets and get more information
concerning poultry farming. In addition to that, farmers should take record keeping seriously so
that they get to know their costs, output and be able to determine whether they are making profits
or losses.
2014-01-01T00:00:00ZAccountability and service delivery in the donor funded projects in the ministry of agriculture, animal industry and fisheriesNSUBUGA, YUSUF MAGOhttp://umispace.umi.ac.ug:80/xmlui/handle/20.500.12305/5912023-06-06T08:46:24Z2011-01-01T00:00:00ZAccountability and service delivery in the donor funded projects in the ministry of agriculture, animal industry and fisheries
NSUBUGA, YUSUF MAGO
The purpose of the study was to examine the relationship between accountability
and service delivery in donor funded projects implemented by Ministry of
Agriculture Animal Industry and Fisheries. The researcher developed a
conceptual framework which guided the study. A cross–sectional survey design
was carried out among 380 respondents working in projects accounts and
internal auditors in the entire donor funded projects under Ministry of Agriculture
Animal Industry and Fisheries. A snapshot of events was taken as the situation
existed then. The development of a self-administered questionnaire to capture
the constructs of accountability (Managerial, Political, Financial and Public) and
service delivery was done. A sample of 103, that is 70% of respondents from a
sample size of 147 employees randomly selected, was realized and considered
satisfactory. The results reveal strong significant correlation between
accountability (Managerial, Political, Financial and Public Accountability), predict
45% of the variance in service delivery.
It can be concluded that Managerial Accountability, explains most of the variance
in service delivery in relation to the magnitude of the beta coefficients in the
regression statistical model.
It can be recommended that there is need to strengthen managerial
accountability with straightforward adherence to rules and regulations such as
Standing Orders, Government Accounting Instructions, Public Assets Act 2003,
Public Finance and Accountability Act 2003. This can be fostered by sensitizing
staff through regular retreats, workshops and seminars for old staff and induction
workshops for new staff.
2011-01-01T00:00:00ZMonitoring and evaluation success factors and quality of service in local governments in Uganda: A case of the vulnerable children technical support project in Kabarole districtETWOP, WILLYhttp://umispace.umi.ac.ug:80/xmlui/handle/20.500.12305/5902023-06-06T08:48:27Z2010-05-01T00:00:00ZMonitoring and evaluation success factors and quality of service in local governments in Uganda: A case of the vulnerable children technical support project in Kabarole district
ETWOP, WILLY
This study assessed contribution of Monitoring and Evaluation (M&E) to Quality of Service under
the Vulnerable Children Technical Support Project in Kabarole. The study sought to; i) Examine
contribution of stakeholder participation in M&E to quality of service; ii) Establish contribution of
financial resources for M&E to quality of service and; iii) Evaluate how institutional uniqueness
affects quality. All the objectives attempted to explain why M&E as a management tool has not
met the expectation of informing quality of service. The study was built on both qualitative and
quantitative approaches and data were obtained using a questionnaire, in-depth interview and
document review. A total number of 120 respondents were targeted but 104 respondents took part.
Findings revealed that participation, financial resource and institutional uniqueness are success
factors for M&E and they contribute to achieving quality. Pearson correlation test showed a weak
positive correlation of 0.286** between participation and quality, a positive correlation of 0.456**
between financial resource and quality and, a correlation of 0.584** between institutional
uniqueness and quality, meaning that stakeholders have not fully participated, funds for M&E have
not been prioritized and characteristics like guidelines and norms have also affected quality. As
supported by literature, attainment of quality can be pledged if desired outcomes are defined,
measured and improved with diligent loyalty to M&E supported by full participation, financial
prioritization and acclimatization to institutional best-fit. It is recommended that; 1) for quality
improvement, stakeholders should fully participate; 2) finances should be prioritized and; 3)
institutions should assimilate M&E into the institutional strategy. While, other factors not
explained by this research should be explored to determine how M&E affects quality of service.
2010-05-01T00:00:00Z