Organisational Culture and Performance of the office of the director of Public Prosecutions - Uganda

Abstract

This study aimed at assessing the relationship between organizational culture and performance of ODPP. The study was guided by the following objectives: to assess the relationship between process oriented versus results oriented cultural dimension and performance of the Office of the Director of Public Prosecutions of Uganda; to examine the relationship between job oriented versus employee- oriented cultural dimension and performance of the Office of the Director of Public Prosecutions of Uganda and to ascertain the relationship between open systems versus closed systems and performance of the Office of the Director of Public Prosecutions of Uganda. A case study research design was used. The study predominantly employed a quantitative approach but also used a qualitative approach. A sample size of 170 respondents was selected using purposive and simple random sampling techniques and the data collection tools used were the questionnaire, interview guide and documentary review checklist. Quantitative data analysis mainly consisted of descriptive statistics and inferential statistics. Content analysis was used to analyze qualitative data. Findings revealed that optimization of process oriented over result oriented significantly related to the performance of ODPP (r= 0.644>0.000). On the second objective, it was established that optimization of employee oriented over job oriented practice significantly related to the performance of ODPP (r= 0.500>0.000). On the last objective, it was established that optimization of open systems over closed systems is significantly related to the performance of ODPP (r= 0.637>0.052). It was concluded that the performance of ODPP increases with the increased adherence to positive organizational cultural dimensions. It is recommended that the different cultural dimensions are integrated if the performance of ODPP is to skyrocket.