Readiness and implementation of the open performance appraisal in the Uganda Public Service

Abstract

The Open Performance Appraisal (OPA) was introduced, among other performance service delivery. OPA marked a shift from the closed performance appraisal system. Despite efforts to build capacity for its implementation, the OPA remains inappropriately implemented. Drawing from Weiner’s theory of readiness for change, this article applies a descriptive analysis to explore readiness of the ministries and a regression model to determine its effect on implementation of the OPA. Evidence draws from data collected with a questionnaire from a representative sample of 57 staff, Heads of Human Resource public service.