Corporate Governance and Staff Performance in Private Secondary Schools in Uganda.: A case of St. Peters Secondary School Naalya

Abstract

The study examined the relationship between corporate governance and staff performance at St. Peter’s S. S. S Naalya. The study was premised on the following research objectives: to establish the relationship between board of governors function and staff performance at St. Peter’s S.S.S Naalya, to assess the relationship between school management committee function and staff performance at St. Peter’s S.S.S Naalya and to examine the relationship between school administration function and staff performance at St. Peter’s S.S.S Naalya. The study adopted a descriptive cross sectional research design where both quantitative and qualitative approaches were used. In this study, 67 respondents were sampled but 61 respondents returned the survey instruments representing a response rate of 91%. The data was collected using questionnaires and interviews and quantitative data analysis was done using regression analysis and correlation. Qualitative analysis was done using content analysis. Findings revealed that there is a positive significant relationship between board of governors function(r=.452**), school management committee function(r=.639**), school administration function (.358*) and staff performance at St. Peter’s S.S.S Naalya. The school does not have a functional board that operates formally. The existing board is that of the proprietors who constitute the board of Directors that serves two functions as the board of governors and board of directors. The Directors in the name of the board of governors have effectively overseen the conduct of the school’s business affairs for example authorizing payment and receiving reports from senior management on the day to day operations in the school. It was observed that the school administrators attend school meetings regularly for example lunch briefing s and staff meetings in general. It was recommended that: Organizations should clarify and make publicly known the roles and responsibilities of board and school management committees to provide stakeholders with a level of accountability. SMC should also implement procedures to independently verify and safeguard the integrity of the company's financial reporting. Managers should ensure proper internal control systems in the organization and on the other hand. Iinstitutions should strengthen the monitoring mechanisms in order to promote academic performance and excellence.