Knowledge management practices in public sector organizations: A case study of Uganda Revenue Authority (URA)

Abstract

The purpose of this study was to analyze the application and practices of knowledge management in public sector organizations, using a case study of Uganda Revenue Authority (URA). This is driven by the fact that human capital and organizational development significant concerns of contemporary organizations if they are to achieve competitiveness. The study was guided by the four specific research objectives which were: to examine the foundations of knowledge management practices in URA, to analyze the factors affecting effectiveness of Knowledge Management strategies; and to establish the challenges of URA faces in implementing Knowledge Management initiatives. The study used descriptive design based on a case study with both qualitative and quantitative approach and units of analysis were the staff of URA at Head office. Primary data was collected using semi structured self-administered questionnaires. Data was analyzed using SPSS version 20 to generate descriptive statistics including frequency table, mean standard deviation on knowledge management in URA. Findings of the study indicated that the dominant foundations of knowledge management practices in URA include advanced technology for communication, appointment of staff based on job competences, regular performance management system, direct person to person contacts (socialization) which reduce negative effects of labor mobility and task duplication with the highest average mean of 4.05. The dominant factors affecting effectiveness of Knowledge Management were organization leadership, communication practices/ channels, employee’s induction and mentorship process, URA's culture, clear policy on training and development, existing ICT systems, employee’s commitment, Staff engagement on promotion and job security. However, staff agreed that workload and prioritizing of ICT over people driven technology were the dominant challenges of KM practices. The study recommends that URA should prioritize her staff over ICT and encourage them to embrace advanced technology, regularly provide progressive on job training to staff concerning, prioritizing promotion of staff based on innovative applicable knowledge generated instead of mere qualification, source latest advanced ICT infrastructures and staff team work to induce knowledge information sharing to achieve the organization vision.