Volume 7 Number 1 March 2014

Permanent URI for this collectionhttps://umispace.umi.ac.ug/handle/20.500.12305/339

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The relationship between employee reward and job satisfaction in Uganda Management Institute: an empirical study
(Uganda Management Institute, 2014) Picho Odubuker, Epiphany
The purpose of the study was to assess the relationship between employee reward and job satisfaction in Uganda Management Institute. A cross-sectional survey design was used with the target sample size being 118. Purposive, stratiﬁed and systematic sampling techniques were used to select respondents. Data analysis involved frequencies and percentages, Spearman rank correlation, coefﬁcient of determination, regression, and ANOVA. There was a moderate positive correlation between employee reward and job satisfaction. The coefﬁcient of determination expressed into percentage determined that employee reward accounted for 29.3 per cent of variation in job satisfaction.
Search for improved public service delivery in Tanzania: Is the policy-implementation dichotomy an elixir?
(Uganda Management Institute, 2014-03) Mateng’e, Frank J.
New Public Management (NPM) presupposes that if public service delivery were to be improved, policy-making should be separated from policy implementation. Although attempts to distinguish policy-making from implementation can be traced back to the classical writings of Woodrow Wilson and Frank J. Goodnow, among others, advocacy for the distinction appears to have rejuvenated as one of the deﬁning elements of contemporary public management reforms under the aegis of the NPM discourse. Using the agenciﬁcation and public-private partnership (PPP) models, embedded in the NPM, as well as the policy-making process based on the Tanzanian experience, we explore the feasibility of the policy-implementation dichotomy and its implications on service delivery in Tanzania. We argue that such a dichotomy is more pronounced in theory than in practice. While the policy-implementation dichotomy is desirable for the sake of enhancing efﬁciency, effectiveness and accountability at the practical level, it nevertheless remains more of a wishful thinking. Drawing on the Tanzanian policymaking experience, we ﬁnd policy-making to be a highly interactive process such that the demarcation between the precise role of bureaucrats and politicians is blurred.
Service delivery and performance management for development at local levels in Tanzania: A myth or reality?
(Uganda Management Institute, 2014-03) Nkyabonaki, Jason
Tanzania’s Local Government Reform Programme (LGRP) of 1998 aimed at improving the delivery of quality services to the public. The main strategy is decentralization, which is being implemented through decentralization by devolution. The effective decentralization of Government and the reform of Local Government are part of the foundations of change in the education and health sectors. The reform programme includes devolution of roles and authority by the Central Government by transferring political, ﬁnancial and development planning authority to Local Government Authorities (LGAs); freedom to make policy and operational decisions consistent with the laws of the land and Government policies, without interference by the Central Government institutions; and, LGAs being responsible for the efﬁcient and effective delivery of social and economic services to the people (URT, 1998). The link between development and devolved performance management is anchored on Stigler`s menu, that is, the closer the government is to the people the better it works (Liviga, 2009). This refers to the fundamentals of democratic practices such as citizens’ capacity to own the agenda of development and their ability to monitor the actions and inaction's of the individuals holding public ofﬁces on their behalf. The article thus, through review of literature's, examines the Tanzanian Government’s implementation of its decentralization by devolution (D-by-D) policy, and the impact of the output on performance management in service delivery and development landmarks. The historical factors of centralization tend to create the ﬂaws in the design and implementation of D-by-D in most Central Government ministries, departments and agencies (MDAs). It is concluded that performance measurement for development at local levels is a myth.
Inﬂuence of culture on decision making in organizations: Applying Hofstede’s value dimensions
(Uganda Management Institute, 2014-03) Karyeija Kagambirwe, Gerald
Quite often, the decision making process has been understood from the quantitative approach; highly inﬂuenced by, inter alia, game theory, decision tress and linear programmes. Moreover, there is a preoccupation with rational and economic explanations, political dimensions, procedures, and the institutional framework of public organizations. Yet organizations and the people that work in them have emotions, feelings and context. Thus there is the need for analysing the decision maker and decision making in the cross cultural context. This paper seeks to draw the relationship between culture and decision making. I explain the process through which policy subsystem arrives at a decision of recommending policy options. The article argues that there is a fruitful intellectual dimension linking culture to decision making an area which is not usually preferred in public administration, on the pretext that culture has limited explanatory power since culture could be broadly considered to mean everything.
Corporate governance and the enforcement of standards: An appraisal of standards organizations in Tanzania
(Uganda Management Institute, 2014-03) Babeiya, Edwin
This article debates the enforcement of quality standards within Tanzania’s corporate governance framework. The article probes into whether the continuing increase in the number of organizations responsible for monitoring and enforcing quality standards of consumable and non-consumable industrial products (also referred to in this article as standards organizations) has an impact on protecting the rights and welfare of stakeholders (consumers). Speciﬁcally, the article examines the extent to which these organizations have been effective in carrying out their prescribed functions. Using documentary review, the article concludes that Energy and Water Utilities Regulatory Authority (EWURA), Tanzania Bureau of Standards (TBS) and Tanzania Food and Drugs Authority (TFDA) have not been effective in monitoring and controlling the enforcement of standards, a situation that puts consumers’ welfare and public health at stake. Such ineffectiveness is attributed to a number of factors such as lack of adequate ﬁnancial and human resources, weaknesses in the synergies among standards organizations, poor networking with other stakeholders and weak legal framework that deprives these organizations of some of the powers to make ﬁnal decisions. Finally, the article emphasizes that any successful attempt to effectively enforce standards in Tanzania has to address these challenges.
Corporal punishment and students’ discipline in Uganda’s Schools: A literature review
(Uganda Management Institute, 2014-03) Karyeija K., Gerald; Basheka C., Benon; Ndayondi, Isaiah
This paper examines the adoption of corporal punishment in managing student discipline in pre-primary, primary and secondary schools in Uganda. Corporal punishment as the intentional inﬂiction of physical pain has long been used as a method of changing behaviour. It includes caning, hitting, shaking or slapping a child either with a hand or an object. This article is based on review of literature. It discusses cultural beliefs, teachers’ personal life experiences, family programming (internalization) and wider fundamental problems in the education system like poor training of teachers as arguments for the use of corporal punishment. The article concludes that despite its use, corporal punishment is a violation of children’s human rights due to its negative consequences like physical injuries, death, school dropout, fear and psychological torture. Particular emphasis should therefore be put on formulation of appropriate policy to emphasize the use of positive discipline as a strategy for the elimination of corporal punishment in schools in Uganda.

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