PERFORMANCE MANAGEMENT PRACTICES AND EMPLOYEE PERFORMANCE IN UGANDA PUBLIC SERVICE: A CASE OF MINISTRY OF LOCAL GOVERNMENT
A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS AND MANAGEMENT IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF THE MASTER’S DEGREE IN MANAGEMENT STUDIES (HUMAN RESOURCE MANAGEMENT) OF UGANDA MANAGEMENT INSTITUTE (899.0Kb)
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This dissertation presents findings on the relationship between performance management practices and employee performance in public service in Uganda, using the Ministry of Local Government Headquarters, Kampala as a case study. The purpose of the study was to examine the effect of performance management practices on the performance of employees in Ministry of Local Government Headquarters, Kampala. The study was based on three objectives namely; To assess the effect of performance planning on employee performance, to examine the effect of performance monitoring on employee performance, and to investigate the effect of rewards on employee performance. The study adopted a descriptive cross sectional survey design together with a blend of qualitative and quantitative approaches which were used to get in-depth results from directors, Heads of Department, technical and support staff as well as human resource section of Ministry of Local Government Headquarters. In total, a sample of 137 respondents participated in the study. In data collection, the researcher used both primary and secondary sources. Data collection methods were questionnaires, interview guides. Data was analyzed using Pearson correlation coefficient to determine the relationship between variables. Findings revealed that performance planning, performance monitoring and rewards have a positive effect on employee performance. It was concluded that performance monitoring has a stronger effect on employee performance with Pearson correlation coefficient r=0.825**, and significance of 0.000, followed by performance planning, r=0.488* with a significance of 0.003 and lastly rewards r=0.466** with a significance value of 0.006. The study recommended that MOLG should strengthen the framework or tool used for measuring individual performance. Components such as education and working experience should be considered while measuring employee performance. The study also recommends that supervisors should give timely feedback to employees on how they perform.