Performance management in Uganda's public sector, a case of Kampala capital city authority

Abstract

This study sought to assess performance management in Uganda’s public sector. The study was premised on three objectives; to examine the performance management practices employed at KCCA, to identify the performance management challenges faced by KCCA and to investigate the strategies that can be employed to improve performance management at KCCA. To achieve these objectives, the study employed a descriptive research design. Data were collected using a semi-structured questionnaire from several KCCA employees. A total of 95 questionnaires were administered to different respondents and 70 questionnaires were completed representing a response rate of 73.6%. The collected data was edited, coded and entered for analysis using the Statistical Package for Social Sciences computer package. The research findings revealed KCCA employs performance management practices such as performance rating, performance appraisal, monetary incentives, non-monetary incentives, benchmarking, training and development, and open communication. However, the study discovered that KCCA faces several challenges such as lack of an actionable vision and strategy, difficulties in performance evaluation, perfectionism, multi-skilled labor that is difficult to evaluate, inadequate training, employee turnover, lack of recognition, ambiguous tasks and duties, long and tedious appraisal processes and lack of managerial accountability. To avert these challenges, the study found out that KCCA employs several strategies such as change management, using performance management systems, improving organizational culture, open communication and stakeholder engagement. To improve the status quo, the study recommended that KCCA should employ managers with high levels of competence, improve their performance management system and adopt an electronic system of conducting performance appraisals.