Performance management practices and managed performance: the moderating influence of organisational culture and climate in public universities in Uganda

Abstract

PurposeThe purpose of this article is to explore and explain the existence and implementation of performance management practices in four public universities in Uganda.Design/methodology/approachA mixed‐method study approach (qualitative and quantitative) was adopted. A sample of 900 employees was drawn using a disproportionate stratified purposive sampling approach that yielded a 53 per cent response rate. Of the participants, 12 were purposively selected from top management members and interviewed using a semi‐structured interview guide. Using Nvivo software and Miles and Huberman approaches, interview data were managed and analysed.FindingsQualitative data results revealed that employees in public universities built relationships, utilised available resources, adapted to external environment, set goals and targets. This was made possible through planning, mobilising resources, problem solving, evaluating performance and adopting ICT to deliver cost‐effective quality services/products. The hypotheses were tested and revealed a significant positive relationship between performance management practices and managed performance (r=0.25, p<0.001). A moderating influence of organisational culture and climate on performance management practices and managed performance was also established and confirmed (ΔR2=0.012) significantly above zero (p =0.015).Research limitations/implicationsCross‐sectional studies by their nature are subject to common method variances; further refinement of the instrument and a replication of the study using a longitudinal approach are recommended. Also, the additional studies should be supplemented with in‐depth interviews or case studies where possible to tap salient issues from the respondents.Practical implicationsPublic universities should have visionary managers who should manage strategic barriers, attract and retain thinkers, and also create result‐oriented relationships to make a dynamic contribution to the development process of Uganda.Originality/valueMass university education in Uganda today calls for new approaches to managing employees in order to balance cost, quality and education access.