STRATEGY EXECUTION AND PERFORMANCE OF PUBLIC ORGANIZATIONS IN

UGANDA: A CASE OF UGANDA NATIONAL BUREAU OF STANDARDS

BY

INNOCENT GIBONI MAJEME

20/MPA/KLA/WKD/0022

A DISSERTATION SUBMITTED TO THE SCHOOL OF MANAGEMENT SCIENCE

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF
THE MASTER’S DEGREE IN PUBLIC ADMINISTRATION
OF UGANDA MANAGEMENT INSTITUTE
OCTOBER, 2023
 DECLARATION
I, INNOCENT GIBONI MAJEME, declare that this dissertation entitled “Strategy
execution and performance of public organizations in Uganda: a case of Uganda National
Bureau of Standards” is my original work and it has not been presented to any other
institution for any academic award. This has been duly acknowledged where other people’s
work has been used.

Sign ……………………………………. Date………………………………..

INNOCENT GIBONI MAJEME

20/MPA/KLA/WKD/0022

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 APPROVAL
This is to certify that this dissertation by INNOCENT GIBONI MAJEME entitled,
“Strategy execution and performance of public organizations in Uganda: a case of Uganda
National Bureau of Standards.” has been submitted for examination with my approval as
Institute supervisor.

Sign ……………………………………. Date………………………………..

DR. KENNETH ALFRED KIIZA
SUPERVISOR

Uganda Management Institute

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 DEDICATION
This dissertation is dedicated to my family, especially my dear wife Stella who, our children-
give their names, and my relatives, for their support and moral encouragement.

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 ACKNOWLEDGEMENT
I am deeply indebted to my research supervisor DR. KENNETH ALFRED KIIZA for their
patience with my inadequacies as he guided me through the research process. Without his
parental and professional input, this research would have been difficult to elevate to its
current level.
I acknowledge with gratitude the contributions and cooperation made by the respondents
from Uganda National Bureau of Standards for their willingness to provide the necessary
information during the research process. Without their cooperation, this study would have
been impossible to accomplish.
I also thank my colleagues at Uganda Management Institute, persons who dealt with
secretarial work, and those who read through the questionnaires and perfected the draft
report. I deeply treasure the above persons' contributions and ask God Almighty to richly
bless them.

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 TABLE OF CONTENTS

DECLARATION..................................................................................................................................i
APPROVAL.........................................................................................................................................ii
DEDICATION....................................................................................................................................iii
ACKNOWLEDGEMENT..................................................................................................................iv
TABLE OF CONTENTS....................................................................................................................v
LIST OF TABLES...........................................................................................................................xvii
LIST OF FIGURES........................................................................................................................xviii
LIST OF ACRONYMS AND ABBREVIATIONS.........................................................................xix
ABSTRACT.......................................................................................................................................xix
CHAPTER ONE..................................................................................................................................1
INTRODUCTION...............................................................................................................................1
1.1 Introduction.....................................................................................................................................1
1.2 Background of the Study.................................................................................................................1
1.2.1 Historical Background..................................................................................................................1
1.2.2 Theoretical Background................................................................................................................3
1.2.2.2. The theory of constraints (TOC):..............................................................................................3
1.2.3 Conceptual Background................................................................................................................4
1.2.4 Contextual Background................................................................................................................6
1.3 Statement of the Problem.................................................................................................................7
1.4 General objective.............................................................................................................................8
1.5 Specific objectives of the study.......................................................................................................8
1.6 Research Question...........................................................................................................................8
1.7 Research Hypotheses.......................................................................................................................9
1.8 Conceptual Framework....................................................................................................................9
1.9 Justification of the Study...............................................................................................................10
1.10 Significance of the Study.............................................................................................................11
1.11 Scope of the Study.......................................................................................................................11
1.11.1 Geographical Scope..................................................................................................................11
1.11.2 Content Scope...........................................................................................................................11
1.11.3 Time Scope...............................................................................................................................11
1.12 Operational definitions and key terms.........................................................................................12
CHAPTER TWO...............................................................................................................................12

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LITERATURE REVIEW.................................................................................................................12
2.1 Introduction...................................................................................................................................12
2.2 Theoretical Review........................................................................................................................13
1.2.2.2. The theory of constraints (TOC):............................................................................................14
2.3.1 Strategic direction and Performance of Public Organizations at UNBS.....................................16
2.3.1.1 Vision.......................................................................................................................................16
2.3.1.2 Mission....................................................................................................................................17
2.3.1.3 Objectives or Goals..................................................................................................................18
2.3.2. Strategy Communication and Performance of Public Organizations.........................................19
2.3.2.1 Surveys and Performance of Public Organizations..................................................................19
2.3.2.2 Team meetings and Performance of Public Organizations.......................................................20
2.3.2.3 Workshops and Performance of Public Organizations............................................................20
2.3.3 Strategy reporting and Performance of Public Organizations.....................................................21
2.3.3.1 Data collection and Performance of Public Organizations.......................................................22
2.3.3.2 Data analysis and Performance of Public Organizations..........................................................22
2.3.3.3 Reporting system and Performance of Public Organizations...................................................22
2.4 Summary of Literature Review and Gaps Identified......................................................................23
CHAPTER THREE...........................................................................................................................26
METHODOLOGY............................................................................................................................26
3.1 Introduction...................................................................................................................................26
3.2 Research Design............................................................................................................................26
3.3 Study Population...........................................................................................................................26
3.4 Sample Size Determination and Selection.....................................................................................26
3.5 Sampling Procedures and Techniques...........................................................................................27
3.5.1 Probability Sampling..................................................................................................................27
3.5.1.1 Simple Random Sampling.......................................................................................................27
3.5.2 Non –Probability Sampling........................................................................................................28
3.5.2.1 Purposive Sampling.................................................................................................................28
3.6.1 Questionnaire Survey..................................................................................................................28
3.6.3 Documentary review method......................................................................................................29
3.7 Data collection instruments...........................................................................................................29
3.7.2 Interview Guide..........................................................................................................................30
3.7.3 Documentary Review Checklist.................................................................................................30
3.8 Data Quality Control.....................................................................................................................30

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3.8.1 Validity of data collection instruments.......................................................................................30
3.8.2 Reliability of data collection instruments....................................................................................31
3.9 Procedures of Data Collection.......................................................................................................32
3.10 Data Analysis...............................................................................................................................33
3.10.1 Quantitative Data Analysis.......................................................................................................33
3.11 Measurement of Variables...........................................................................................................33
CHAPTER FOUR.............................................................................................................................36
PRESENTATION, DISCUSSION, AND ANALYSIS OF FINDINGS..........................................36
4.1 Introduction...................................................................................................................................36
4.2 Response rate.................................................................................................................................36
4.3 Background information................................................................................................................37
4.3.1 Gender of respondent..................................................................................................................37
4.3.2 Age of respondents.....................................................................................................................37
4.3.3 Educational Level of the Respondents........................................................................................38
4.3.4 Years of services.........................................................................................................................39
4.4 Empirical findings from the study.................................................................................................39
4.4.1 Performance of Public Organizations at UNBS..........................................................................40
4.4.2 Strategic Direction and Performance of Public Organizations at UNBS......................................41
4.4.3 Strategy communication and Performance of Public Organizations at UNBS............................45
4.4.4 Strategy reporting and Performance of Public Organizations at UNBS.......................................48
CHAPTER FIVE...............................................................................................................................51
SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATION............................51
5.1 Introduction...................................................................................................................................51
5.2 Summary of the study findings......................................................................................................51
5.2.1 Strategic Direction and Performance of Public Organizations at UNBS.....................................51
5.2.2 Strategy communication and Performance of Public Organizations at UNBS............................51
5.2.3 Strategy reporting and Performance of Public Organizations at UNBS......................................52
5.3 Discussion of results......................................................................................................................52
5.3.1 Strategic Direction and Performance of Public Organizations at UNBS......................................52
5.3.2 Strategy communication and Performance of Public Organizations at UNBS.............................53
5.3.3 Strategy reporting and Performance of Public Organizations at UNBS.......................................55
5.4 Conclusions....................................................................................................................................56
5.4.1 Strategic Direction and Performance of Public Organizations at UNBS......................................56
5.4.3 Strategy reporting and Performance of Public Organizations at UNBS.......................................56

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5.5 Recommendations.........................................................................................................................56
5.5.1 Strategic Direction and Performance of Public Organizations at UNBS.....................................56
5.5.2 Strategy communication and Performance of Public Organizations at UNBS............................57
5.5.3 The effect of Strategy reporting on Performance of Public Organizations..................................57
5.6 Recommendations for Further Research........................................................................................57
5.7 Limitations of the study.................................................................................................................58
REFERENCES..................................................................................................................................59
APPENDICES...................................................................................................................................66
APPENDIX I: QUESTIONNAIRE FOR OPERATION STAFF AT UNBS.................................66
APPENDIX II: INTERVIEW GUIDE FOR TOP MANAGEMENT AT UNBS...............................................69

APPENDIX IV: TABLE DETERMINING SAMPLE SIZE FROM A GIVEN POPULATION 71

APPENDIX V: UMI LETTER FOR DATA COLLECTION........................................................74
APPENDIX VI: MAP OF STUDY AREA.......................................................................................75
APPENDIX VII: ANTI-PLAGIARISM REPORT........................................................................76

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 LIST OF TABLES
Table 3.1: Sample size and selection and Sampling techniques..............................................26
Table 3.2: Reliability test results of research instruments.
Table 3.3: Results of content validity for research tools..........................................................27
Table 4.4: Likert Scale.............................................................................................................34
Table 4.5: Response rate..........................................................................................................32
Table 4.6: Gender of respondents............................................................................................33
Table 4.7: Opinions of respondent on Performance of Public Organizations at UNBS..........36
Table 4.8: Opinions of respondent on Strategic Direction at UNBS.......................................38
Table 4.9: Correlation matrix for Strategic direction and Performance of Public Organizations
at Uganda National Bureau of Standards.................................................................................41
Table 4.10: Opinions of respondent on Strategy communication at UNBS............................42
Table 4.11: Pearson Correlation for Strategy communication and Performance of Public
Organizations in Uganda National Bureau of Standards.........................................................44
Table 4.12: Opinions of respondents on Strategy reporting at UNBS.....................................45
Table4.13: Pearson Correlation Coefficient for Strategy reporting and Performance of Public
Organizations at Uganda National Bureau of Standards..........................................................47

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 LIST OF FIGURES
Figure 1.1: Conceptual Framework illustrates the relationship between strategy execution and
performance of UNBS................................................................................................................9
Figure 4.2: Age of respondents................................................................................................33
Figure 4.3: Level of education of respondents.........................................................................34
Figure 4.4: Working experience...............................................................................................35

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 LIST OF ACRONYMS AND ABBREVIATIONS
CVI : Content Validity Index
DV : Dependent Variable
IV : Independent Variable
SPSS : Statistical Package for Social Scientists
UK : United Kingdom
UMI : Uganda Management Institute
UNBS : Uganda National Bureau of Standards
USA : United States of America

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 ABSTRACT
The study examined the relationship between strategy execution and performance of public
organizations in Uganda a case of UNBS. The study was specifically premised on the
following research objectives; to examine the relationship between Strategic Direction and
Performance of Public Organizations of UNBS, to examine the relationship between strategy
communication and Performance of Public Organizations of UNBS and to examine the
relationship between strategy reporting and Performance of Public Organizations of UNBS.
The study adopted cross-sectional design were both quantitative and qualitative approaches
were used in this study and both the interview guides and self-administered questionnaire to
aid the collection of data. Out of 146 questionnaires issued, 103 were returned fully
completed, constituting (71%) as the response rate. On the other hand, the researcher held
(07) interview sessions out of the planned (09), resulting in a (78%) percentage return. The
results as presented in table 4.8 depict a strong positive relationship between Strategic
Direction and Performance of Public Organizations at Uganda National Bureau of Standards
(r = .702). The results indicate the Pearson correlation results as presented in table 4.10 depict
a strong positive relationship between Strategy communication and Performance of Public
Organizations in Uganda National Bureau of Standards (r = .669). Finally, the results indicate
the Pearson correlation results as presented in table 4.12 depict a strong positive correlation
between Strategy reporting and Performance of Public Organizations in Uganda National
Bureau of Standards (r=.569). The study concluded that Strategic Direction and Performance
of Public Organizations have a significant positive relationship. The study concluded that
strategy communication and Performance of Public Organizations have a significant positive
relationship. Further concluded is that training of staff enhances their understanding of
strategy execution processes. The study recommended that strategy implementation policies
should be re-evaluated to enhance performance of institutions and to align policies with
stakeholder demands and the emerging trends in implementation of strategies, this study
recommends that UNBS should review the organization structure and adopt a more efficient
and effective structures that encourage two-way communication approach for effective
strategy implementation and organization performance. Finally, the study furthermore
recommends that training help implementers and other data collector to understand questions
like “who this is all for who are we gathering information for, how do we expect they used
this information and why have we decided to gather the information in the ways that we have

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 CHAPTER ONE
INTRODUCTION
1.1 Introduction
Successful Performance of Public Organizations is an on-going challenge (Li, 2020). Many
organizations embody numerous dreams, yet deliver many frustrations (Andersen; 2014). The
performance of several organizations has been a disappointment to stakeholders and
beneficiaries. Management of organizations of all kind has always been pre-occupied with
implementing measures that can enhance performance of organizations. It was therefore
necessary to study measures that enhance Performance of Public Organizations Strategy
execution plays an instrumental role in increasing performance of public organizations across
the globe (Bovens, 2019; Brewer & Selden, 2021). In Africa, several public organizations
have shifted their attention towards increasing performance through effective strategy
execution (Bovens, Goodin & Schillemans, 2018). Despite carrying out strategy execution,
public organizations still face the challenge of increasing their performance (Brewer, 2020).
The study therefore examined the relationship between strategy execution and performance
of public organizations in Uganda a case of Uganda National Bureau of Standards (UNBS).
Strategy execution was conceived as the independent variable (IV) and performance of public
organizations was conceived as the dependent variable (DV). This chapter presents the
background of the study, statement of the problem, general objective, specific objectives,
research questions, hypotheses, conceptual framework, significance of the study, justification
of the study, scope of the study and key definitions.
1.2 Background of the Study
This sub section presents the historical, theoretical, conceptual and contextual perspectives.
1.2.1 Historical Background
Concern about Performance of Public Organizations dates back to the 18th Century; the initial
perception of performance evaluation was that the emperor hired an "empire appraiser" to
judge Performance of Public Organizations (Armstrong, 2009). In a prominent 16th Century
Royal court, Ignatius Loyola established a system for officially evaluating Jesuit members.
The first formal surveillance method however arose from the efforts of Frederick Taylor and
his cohort before World War I. During the 1900s, the rating of US military officials became
broad, stretching out not exclusively to the United Kingdom, but additionally to parts of the
manufacturing plant based American framework. Merit rating began in the United States and
the United Kingdom during the 1450s and 1460s and was periodically renamed Performance
Rating; Management by Objectives (MBO) showed up during the 1460s and 1470s, and in

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line with this, assessment techniques like the Behaviour Anchor Evaluation Scale were tried;
the term performance above the board was first utilized during the 1470s. It simply turned
into a reported interaction in the last part of the 1480s (Armstrong, 2009).
In the African context, particularly Ghana in West Africa and Ethiopia in East Africa, the last
two decades (2000-2020) have seen performance of public organizations gain little interest
and prominence from the academia, practitioners and governments (Eisenhardt, 2019; Favero
& Bullock, 2019). In Sub Saharan Africa, there is a conception that public employees
understand better how to improve performance of public organizations more than either the
elected politicians or the citizenry owing to information asymmetry (Ferris, Frink & Hopper,
2020; Fisher, 2019).
In the post-independence era (1962-1985), Uganda having been under a unitary system of
government suffered poor service delivery and low performance of public organizations due
to centralization of decision making (Gilmour & Lewis, 2020; Gore, 2019). After 1986,
notably in 1992, the National Resistance Movement (NRM) government introduced the
decentralization policy operationalized under the Local Government Act (1997). The Act has
since undergone four amendments aimed at improving performance of public organizations
through strategic management (Griffin & Neal, 2020). The Decentralization policy of 1992
has played an instrumental role in improving performance of public organizations through the
provision of social services especially to the rural poor (Hall, Frink & Bowen, 2021). In the
last two decades (2001-2021) performance of public organizations still grapples with several
challenges notable among them, poorly trained personnel, corruption, nepotism, and over-
reliance on conditional grants from central government (Hays & Sowa, 2019; Hong, 2020).
Strategy execution traces its origins from late Roman Empire military science (DeHart-Davis,
2019) and activities related to governance that first developed in ancient Egypt and later
Rome (Conway & Lance, 2021). Strategy execution was first used in 13 th century England
(Dubnick & Yang, 2021). With the emergence of Public Sector Management Reforms in the
1990s, strategy execution was considered a “new concept” towards improving public sector
management at the global stage (Brewer & Walker, 2019). Several countries especially in
North America and Western Europe, have gradually adopted strategy execution in the past
two decades (Brinkerhoff & Wetterberg, 2019).

In the context of Africa and other developing countries, public organizations have recognized
the critical role played by strategy execution towards improving public sector management
(Dubnick & Frederickson, 2020). Of recent, strategy execution aimed at improving public

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sector management has gained low prominence and interest among researchers, practitioners
and scholars in Uganda (Eisenhardt, 2019; Favero & Bullock, 2019).
1.2.2 Theoretical Background
The study was informed by Agency Theory, as discussed below;
1.2.2.1. Agency Theory (Jensen & Meckling, 1976)
Agency theory explains the relationship between agents who act on behalf of the principal
with third parties (Conway & Lance, 2021). It’s an economic theory that views the firm as a
set of contracts among self-interested individuals (Cummings & Anton, 2019). Agency
theory assumes that both the principal and agent are looking to maximise utility but, with
different interests; that because of information asymmetry, the agent may not always act in
the best interest of the principal (DeHart-Davis, 2019). The proponents of Agency theory
posit that people, and by extension the organizations they manage, are generally self-
interested social actors whose behaviour is guided by what is most opportunistic for them,
regardless of the goals of others (Akhtar, Ding & Ge, 2018). Agency theory predicts that
performance may suffer when employees’ interests diverge from those of their employers or
when an organization’s internal goals (for example, revenue growth) diverge from its external
mission (for example, protecting the environment, improving education, health, or other
outcomes for target groups) (Berman, West & Van Wart, 2020).
Agency theory guided this study to understand how performance can be improved by
aligning interests and goals of the “agents” (employees and internally focused organizations)
more closely with those of their “principals” (employers, governing boards, externally
focused missions) through appropriate incentives and disincentives (Amirkhanyan, 2019).
Secondly, Agency theory explains how accountability can help organizations to deliver social
services (Blumberg & Pringle, 2021). From the standpoint of Agency theory, it was fit for
this study to critically understand that collective goals of the organization are generally
expected to trump individual interests and that people can be trusted to act in ways that serve
the common good leading to improvement in performance (Bolton & Dewatripont, 2019).
1.2.2.2. The theory of constraints (TOC):
The study was guided by the Theory of Constraints (TOC). TOC was developed by Goldratt
(1984). TOC is a management philosophy which is focused on the weakest ring(s) in the
chain to improve the performance of systems. Organizations like UNBS, whether they are in
the production or service sector should be more focused on understanding their own strategic
planning structure in terms of processes to survive in a global competition. In this situation,
TOC becomes an important problem structuring and solving methodology which changes the

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way of thinking of managers. The theory of constraints assumes that organizations can be
measured and controlled by variations on two measures: operational expense, and inventory.
The TOC also assumes that every organization system has at least one bottleneck which can
be defined as any kind of situation that impedes the organization to reach high performance
level in terms of its purposes (Goldratt, 1990).
In the context of this study, TOC was adopted to guide in shedding light on overall
environmental changes “turbulent environment “and their relationship to strategic execution.
TOC asserts that for UNBS to be effective, it must adapt to its environment (Robbins, 1990).
Andrews (1980) supports this view by stating that strategic planning should be viewed as a
means of achieving rational change in enhancing organization performance to maintain
continuity with its environment. As environmental turbulence increases, strategic issues
emerge more frequently that challenge the way an organization formulates and implements its
strategy. Turbulence also brings into question the responsibilities, balance of power, and
decision-making priorities between those who manage and those who govern (Perrott, 2011).
With increasing environmental volatility, the ability to accurately forecast changes
diminishes. It becomes more difficult to pre-determine the appropriate strategies for UNBS to
achieve its objectives.
In an environment of high volatility, use of plans may be too constraining, causing
organisational inflexibility. It is in more stable environments, where forecasting is likely to be
more accurate and organizational adaptation is kept to a minimum, that strategic planning
was most effective. This argument is consistent with the work of Frederickson (1984), who
found that the integration and formalization of decision processes in planning was positively
related to performance in stable environments and negatively related to performance in
unstable environments (Drago, 1996). This theory was used to determine and evaluate
whether UNBS has successfully delivered its desired results.
1.2.3 Conceptual Background
The key concepts of the study comprised of: strategy execution which was conceived as the
(IV) and performance of public organizations which was conceived as (DV). Kravchuk and
Schack (2021) defined strategy execution as a process of making an organization’s strategic
plan happen. This helps the organization achieve its planned outputs. Strategy execution
involves implementing a strategic plan to achieve an organization’s goals. Execution uses
processes, systems, or a series of decisions to clarify goals for employees and define steps or
actions the organization needs to take to reach their goals (Dubnick & Yang, 2021).

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Strategy execution in relation to this study was described as efforts of UNBS to implement
its strategic plan. It is how UNBS pursues strategic direction, communication and reporting
aimed at increasing Performance of Public Organizations Specific focus was on cost
effectiveness, operational efficiency, quality service delivery and customer satisfaction.
Strategic direction referred to the plans that need to be implemented for an organisation to
progress towards its vision and fulfil its goals (Tipurić, 2022). It ensures owners and
management can communicate the importance of employees work and their contribution to
achieving business objectives. The strategic direction of an organization is rooted in its
strategic vision and mission statement which happens to be the first step in formulating and
implementing strategies. In this study, dimensions in strategic direction that were discussed
are vision, mission and objectives or goals on which firms depend to achieve their
performance.
Strategy communication referred to a specialized communication type which involves the
utilization of planned, tactical, and calculated deliberations and methodologies to conceive,
develop and execute a given communication-related plan to realize a set of desired objectives
in an unusual way using existing communication media and forums (Mahbob et al., 2022).
The object is to analyze the relationship between communication patterns and strategic
communication as well as to analyze the influence of these patterns on strategic
communication. Communication patterns that were analyzed are top-down communication,
bottom-up communication, horizontal communication, diagonal communication and external
communication.
Strategy reporting referred to the process of taking data from different departments and
combining it in a way that creates a comprehensive overview of the business and its goals. A
strategy report can include relevant data, such as information about your customers, products,
sales, finances, and more. It is especially important to organize the documentation process to
provide information that is necessary for strategic management, because information given in
documents allows assessing achieved results and making proper corrective actions in order to
achieve planned strategic results (Ernst & Young, 2018)
Performance of Public Organizations
Scholars have provided different definitions in respect to the above. For instance, Knoke and
Kalleberg (2019) defined Performance of Public Organizations as the ability of an
organization to achieve its desired goals of efficiency, effectiveness and cost reduction. In
addition, Performance of Public Organizations involves analysing a company’s performance
against its objectives and goals (Brinkerhoff & Wetterberg, 2019). Similarly, Performance of

5
Public Organizations comprises the actual output or results of an organization as measured
against its intended output (Clinton, Lewis & Selin, 2020). Additionally, Performance of
Public Organizations refers to a firm’s growth and survival. It’s also defined as an
organization’s actual output or outcomes in comparison to its expected outputs (Conway &
Lance, 2021). For purposes of this study however, Performance of Public Organizations was
understood as UNBS' efforts to improve cost effectiveness, operational efficiency, quality
service delivery and customer satisfaction.
1.2.4 Contextual Background
UNBS was established in 1989 under Chapter 327 with a purpose to enhance competitiveness
of local industries, to promote fair trade, to protect the health and safety of consumers, and to
prevent unfair trade. UNBS has been in existence for 33 years now and has a mandate to sell
truthful exchange via checking of correct measurements, placing of requirements for
regionally synthetic items, as well as ensuring that imported merchandise is of good quality
and ensuring that each object available in the marketplace is of exact measurement as stated
on its packaging so that the very last consumer gets value for money. It is the duty of UNBS
to make certain that the marketplace doesn’t have fake merchandise and additionally to have
the proper size of what is being purchased, via the department of Legal Metrology that is
most concerned with weights and measures (UNBS, 2023).
Additionally, the entity follows right strategy procedures through constructing of steady
provider relationships, tracking and assessment of the overall performance of providers via
overall performance opinions and subsequently setting off reporting in addition to provider
improvement through maintaining of provider education sessions (UNBS, 2019). All these
are executed to enhance the overall performance of the entity in phases of making sure that
value for money, well-timed delivery, exceptional items and Performance of Public
Organizations are met.
Despite embracing strategy execution, UNBS performance remains low, subsequently failing
to achieve desired average target of 85% thus leading to the study problem (Internal Audit
Report, 2021). According to the Auditor General’s Reports (2021, 2022), cost effectiveness
in FY 2021/22 stood at 15% and 28% in FY 2020/21 against desire target of 80% hence a
shortfall of 65% and 52% respectively. In addition, operational efficiency stood at 32% in FY
2021/22 and 27% in FY 2021/21 against the desired target of 85% hence a deficit of 53% and
58% respectively. Lastly, quality of service delivery stood at 16% in FY 2021/22 and 25% in
FY 2020/21 against the desired target of 90% hence a shortfall of 74% and 65% respectively
(UNBS Board Minutes, 2022). Despite efforts towards strategy execution, UNBS is still

6
faced with a challenge of achieving the desired levels of Performance of Public Organizations
(Internal Audit Report, 2020).
Furthermore, an analysis of the payment file for the period under review revealed that UNBS
spent a total of UGX. 2,710,019,763.19 as funds meant for the purchase of specialised
machinery and equipment. A deeper analysis of the payments, however, shows that UGX.1,
085,202,813 (40%) was spent on items that do not relate to the procurement of specialised
equipment. The above analysis demonstrates that UNBS prioritised and budgeted for the
procurement of specialised machinery and equipment that would enhance the inspection of
imports. However, not all the funds were used for the purchase of such specialised equipment
(OAG, 2019). Failure to effectively test for hazardous ingredients provides an avenue for
such to access the market, which exposes the consumers to the risks of consuming such
elements.
1.3 Statement of the Problem
It’s imperative to note that world over; strategy execution plays a critical role in enhancement
of Performance of Public Organizations (Clinton, Lewis & Selin, 2020). UNBS has carried
out strategy execution through strategic direction, communication, and reporting as a strategy
to attain desired performance targets of 80% for cost effectiveness, 85% operational
efficiency and 90% quality service delivery (Board minutes, 2022). As an alleviation
measure, UNBS has implemented effective strategy execution through strategic direction,
communication and reporting but low performance still persists hence creating operational
gaps (Internal Audit Report, 2020). In the second year of the implementation of the UNBS
Distinctive Mark, 2018 regulation. The new regulation which made it mandatory for products
covered by compulsory standards to be certified and issued with a distinctive mark before
they are allowed on the market, UNBS witnessed an exponential increase in the number of
Micro, Small and Medium Scale Enterprises (MSMEs) seeking certification. During FY
2019/20 UNBS registered 1168 MSMEs and visited 304 MSMEs for on-site technical
assistance and gap analysis. 1068 MSMEs visited UNBS and were provided with technical
advisory services (compared to 929 MSMEs in FY2018/19). The goal was to build their
capacity to apply standards and produce products that conform to standards thus contributing
to the governments export Strategy.
Despite embracing strategy execution and implementing activities as planned, UNBS
performance has remained low and failed to achieve desired average target of 85% (Internal
Audit Report, 2021). According to Auditor General Reports (2021, 2022), cost effectiveness
in FY 2021/22 stood at 15% and 28% in FY 2020/21 against desired target of 80% hence a

7
shortfall of 65% and 52% respectively. In addition, operational efficiency stood at 32% in
FY 2021/22 and 27% in FY 2021/21 against the desired target of 85% hence a deficit of 53%
and 58% respectively. Lastly, quality of service delivery stood at 16% in FY 2021/22 and
25% in FY 2020/21 against the desired target of 90% hence a shortfall of 74% and 65%
respectively (UNBS Board Minutes, 2022). Failure by a number of MSMEs to pay fees for
both testing and auditing despite registration, failure by MSMEs to address gaps in
conformity to standards identified during certification, low technology base among MSMEs,
Shortage of staff to handle the increased number of applicants to assist MSMEs through the
certification process and of course challenges imposed on the sector by the COVID-19
pandemic. Failure to address the persistent low performance at UNBS may result into
increased expenditure and poor service delivery (Internal Audit Report, 2021). This has
resulted into massive losses to the organization, repeat purchases, and increased scrutiny of
government spending by the public as well as provision of substandard or low-quality work
by the departments within the organization (UNBS Annual Report 2019/2020). The above
constraints have led to increased substandard products on the market, which poses a huge risk
to the safety and health of citizens and the environment (OAG, 2015). It’s against such a
background that this study examined the relationship between strategy execution and
performance of public organizations in Uganda a case of Uganda National Bureau of
Standards (UNBS).
1.4 General objective
The general objective of the study was to examine the relationship between strategy
execution and performance of public organizations in Uganda a case of UNBS.
1.5 Specific objectives of the study
i. To examine the relationship between Strategic Direction and Performance of Public
Organizations of UNBS
ii. To examine the relationship between strategy communication and Performance of
Public Organizations of UNBS
iii. To examine the relationship between strategy reporting and Performance of Public
Organizations of UNBS
1.6 Research Question
i. To examine the relationship between Strategic Direction and Performance of Public
Organizations at UNBS
ii. To examine the relationship between strategy communication and Performance of
Public Organizations at UNBS

8
 iii. To examine the relationship between strategy reporting and Performance of Public
Organizations at UNBS
1.7 Research Hypotheses
H1: There is a relationship between Strategic Direction and Performance of Public
Organizations of public organizations in Uganda
H2: There is a relationship between Strategy communication and performance of public
organizations in Uganda
H3: There is a relationship between Reporting strategy and performance of public
organizations in Uganda.
1.8 Conceptual Framework
Conceptual framework is a scheme of variables which the study operationalizes in order to
achieve the set objectives (Mbithi, Muturi & Rambo, 2019). It is a diagrammatic
representation of the relationship between variables and how they are operationalized for the
purpose of research, (Carl, 2016). This is illustrated in Figure 1 below;
Independent Variable Dependent Variable
Strategy Execution

Strategic Direction
 Vision
 Mission
 Objectives or Goals

Performance
Strategy communication  Cost effectiveness
 Surveys  Operational efficiency
 Team meetings  Quality of service delivery
 Workshops  Customer satisfaction

Reporting strategy
 Data collection
 Data analysis
 Reporting timeframe

Source (The Conceptual Framework is Adopted from Kravchuk and Schack (2021), Knoke
and Kalleberg (2019) and modified by the researcher)

9
Figure 1.1: Conceptual Framework illustrates the relationship between strategy
execution and performance of UNBS

The study explored the relationship between strategy execution and performance of public
organizations in Uganda a case of UNBS. Strategy execution is conceived as the independent
variable and was operationalized by dimensions of strategic Direction which was measured
by vision, mission and objectives or goals; strategy communication was measured by surveys,
team meetings and workshops. Reporting strategy was measured by data collection, data
analysis and reporting timeframe. Performance of Public Organizations was conceived as the
dependent variable and was measured by cost effectiveness, operational efficiency, quality
service delivery and customer satisfaction.
1.9 Justification of the Study
Globally, scholars like DeHart-Davis (2019) and Dubnick & Frederickson (2020), have
conducted studies on strategy execution in public organizations in developed countries like
US and Canada. In addition, scholars like Brinkerhoff and Wetterberg (2019) and Clinton,
Lewis and Selin (2020) mainly focused on the factors affecting performance of public
organizations. Few studies have looked at strategy execution and performance of public
organizations hence creating conceptual gaps (DeHart-Davis, 2019). Other studies conducted
for instance by Conway and Lance (2021) and Cummings and Anton (2019) focused on
strategy execution and Performance of Public Organizations in private sector hence creating
contextual gaps since they are in different organizational settings (Dubnick & Yang, 2021).
Furthermore, other studies conducted adopted a longitudinal research design and single
research approach and a few applied a cross-sectional design and employed mixed research
approaches hence creating methodological gaps (Eisenhardt, 2019).
Considering the theoretical point of view several studies were guided by Resource Based
Theory, Goal Setting Theory, Institutional Theory but a few were guided by Agency Theory
hence creating theoretical gaps (Favero & Bullock, 2019). Few studies in relation to strategy
execution and performance of public organizations have been carried out in Uganda, and
particularly, no study at UNBS has been conducted hence the obvious geographical gaps
considering the difference in environment settings. Therefore, this study was unique from
other empirical studies by exhaustively exploring the concepts between strategy execution
(conceptualized as; strategic direction, communication, and reporting) and performance of
public organizations (conceptualized as cost effectiveness, operational efficiency, quality

10
service delivery and customer care). In addition, the study employed mixed research
approaches (comprising of both quantitative and qualitative approaches).
1.10 Significance of the Study
The policy makers in Ministry of Trade and Industry of Uganda are expected to benefit from
the study findings through critically analysing and formulating policies in relation to strategy
execution through strategic direction, communication, and reporting, ultimately increasing
performance of Ministry of Trade and Industry in terms of quality services, efficiency and
timeliness.In addition, the Management of UNBS are expected to find the study findings
valuable for critically analysing and formulating policies that relate to strategy execution
and performance of UNBS. Furthermore, the academia may find the study findings useful to
other researchers on the topic of the relationship between strategy execution and performance
of public organizations through contribution to body of knowledge in the field of public
administration.
1.11 Scope of the Study
The scope of the study comprised of geographical, content and time scope as mentioned
below;
1.11.1 Geographical Scope
The study was carried out at Uganda National Bureau of Standards (UNBS) found in
Bweyogerere Business and Industrial Park, Kira Municipality, Wakiso district 7kms from
Central Business District (CBD) of Kampala Capital City of the Republic of Uganda, in East
Africa.
1.11.2 Content Scope
The study explored the relationship between strategy execution and performance of public
organizations in Uganda a case of UNBS. Strategic direction was measured by vision,
mission and objectives or goals; strategy communication was measured by surveys, team
meetings and workshops. Reporting strategy was measured by data collection, data analysis
and reporting timeframe. Performance of Public Organizations was conceived as the
dependent variable and was measured by cost effectiveness, operational efficiency, quality
service delivery and customer satisfaction.
1.11.3 Time Scope
The study used the information for a period of three years (2020– 2023). This is the period
during which UNBS has carried out strategy execution through strategic direction,
communication and reporting well as Performance of Public Organizations has continued to
remain low in terms of cost effectiveness, operational efficiency and quality service delivery

11
(Report of Auditor General 2021/2022) hence creating operational gaps which needed to be
addressed.
1.12 Operational definitions and key terms
Strategy execution was described as efforts of UNBS to carry out strategic direction,
strategy communication, and strategy reporting aimed at increasing Performance of Public
Organizations in terms of cost effectiveness, operational efficiency, quality service delivery
and customer satisfaction.
Performance of Public Organizations was understood as UNBS’s efforts to ensure that
there is cost effectiveness, operational efficiency, quality service delivery and customer
satisfaction.
Strategic direction was described as efforts of UNBS to have a vision, mission statement
and objectives/goals aimed at increasing Performance of Public Organizations in terms of
cost effectiveness, operational efficiency, quality service delivery and customer satisfaction.
Strategy communication meant efforts of UNBS to organize surveys, team meetings and
workshops aimed at increasing Performance of Public Organizations in terms of cost
effectiveness, operational efficiency, quality service delivery and customer satisfaction.
Reporting strategy was described as efforts of UNBS to carry out data collection, data
analysis and reporting timeframe aimed at increasing Performance of Public Organizations in
terms of cost effectiveness, operational efficiency, quality service delivery and customer
satisfaction.

12
 CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter reviews literature related to strategy execution and performance of public
organizations based on scholars from the global perspective to national context. The literature
was reviewed according to study objectives which include investigating the relationship
between: Strategic direction, strategy communication, reporting and performance of public
organizations. The chapter has three sections; theoretical review, review of literature in
accordance with the study objectives and summary of the literature reviewed.
2.2 Theoretical Review
The study was informed by Agency Theory which explains the relationship between agents
who act on behalf of the principal with third parties (Conway & Lance, 2021). Agency
Theory is an economic theory that views the firm as a set of contracts among self-interested
individuals (Cummings & Anton, 2019). The two basic assumptions of the agency theory are
as follows: People are typically egoists who act on their self-interest. In other words, the
agent and the principal focus on their benefit. Agents often have decision-making capacity
and access to more information. The theory assumes that both the principal and the agent are
looking to maximise their utility but, with different interests. That because of information
asymmetry, the agent may not always act in the best interest of the principal (DeHart-Davis,
2019). The proponents of agency theory posit that people, and by extension the organizations
they manage, are generally self-interested social actors whose behaviour is guided by what is
most opportunistic for them, regardless of the goals of others (Akhtar, Ding & Ge, 2018).
Agency theory predicts that performance will suffer when employees’ interests diverge from
those of their employers or when an organization’s internal goals (e.g. revenue growth)
diverge from its external mission (e.g. protecting the environment, improving education,
health, or other outcomes for target groups) (Berman, West & Van Wart, 2020).
Agency Theory is instrumental in resolving disputes between agents and their principals.
Agency theory explains how strategy execution through strategic direction, communication,
and reporting can help to enhance Performance of Public Organizations Incentives motivate
the agents, reducing losses to the firm or the organization. Compensating agents according to
performance is another strategy to cut agency loss. Conflict is less likely to arise if there is
transparency between principals and their agents (Bolton & Dewatripont, 2019).

Agency theory benefited this study to understand how performance can be improved by

13
aligning interests and goals of the “agents” (employees and internally focused organizations)
more closely with those of their “principals” (employers, governing boards, externally
focused missions) through appropriate incentives and disincentives (Amirkhanyan, 2019).
Secondly, Agency theory explains how accountability can help organizations to deliver social
services (Blumberg & Pringle, 2021). The adoption of this theory was fit for this study to
critically understand that collective goals of the organization are generally expected to trump
individual interests and people can be trusted to act in ways that serve the common good
leading to improvement in performance (Bolton & Dewatripont, 2019).However, Agency
Theory has a number of criticisms since its limited to behavioural presumptions and it’s
theoretical focus is one of its drawbacks (Conway & Lance, 2021). A larger spectrum of
human motivations is ignored by Agency Theory since it primarily emphasizes self-interested
and opportunistic human behaviour (DeHart-Davis, 2019). Procedures defending
shareholders’ interests may interfere with implementing strategic choices and limit collective
activities. Hence, control mechanisms recommended based on Agency Theory are not only
expensive but also commercially unsuccessful (Cummings & Anton, 2019). The theory has
been criticized for oversimplifying organizational conflict and for the mathematical
complexity necessary to find answers to the agency problem (Frink, Perryman, & Royle,
2018). Even though the Agency theory has criticism, you fount it applicable in this study
based on its strength as stated below;Clear Roles and Responsibilities: Agency theory
provides a clear framework for defining the roles and responsibilities of different
stakeholders in corporate governance, such as shareholders, managers, and board members.
This helps in establishing accountability and reducing conflicts of interest.
Alignment of Interests: The theory emphasizes the need to align the interests of principals
(shareholders) and agents (managers) to ensure that agents act in the best interests of
principals. This can be achieved through mechanisms like performance-based incentives and
monitoring.
Efficient Decision-Making: Agency theory recognizes that managers have more information
and expertise than shareholders. By delegating decision-making authority to managers, who
are closer to the day-to-day operations, the theory allows for more efficient decision-making
and specialization.
Flexibility: The theory acknowledges that agency relationships can vary across different
firms and industries. It provides a flexible framework that can be adapted to different
contexts, allowing for customized governance mechanisms.

14
1.2.2.2. The theory of constraints (TOC):
The study was guided by the Theory of Constraints (TOC). TOC was developed by Goldratt
(1984). TOC is a management philosophy which is focused on the weakest ring(s) in the
chain to improve the performance of systems. Organizations like UNBS, whether they are in
the service sector should be more focused on understanding their own strategic planning
structure in terms of processes to survive in a global competition. The theory of constraints
assumes that organizations can be measured and controlled by variations on two measures:
operational expense, and inventory. The TOC also assumes that every organization system
has at least one bottleneck which can be defined as any kind of situation that impedes the
organization to reach high performance level in terms of its purposes (Goldratt, 1990).
According to TOC the system consists of five steps. The steps are sequential and instruct
concentration of efforts on the system component that is capable of producing the most
positive impact on the system [16].
The second step consists in the exploitation of the constraint: the change agent should obtain
as much capability as possible from the constraining component. Each lost minute caused by
the fact that the constraint is not working is a loss which cannot be recovered. Therefore, in
this step the change agent should take the necessary action to ensure uninterrupted work of
the constraint, in order to achieve maximum capability of the system constraint.
The third step involves subordination of everything else to the decision that was made, i.e. the
adjustment of the pace of work of other system elements to the pace of work of the constraint.
Otherwise, when other system elements will produce faster or produce more, the cost of
production will grow, among others by the increase in work-in-progress inventory.
Steps 2 and 3 are very important in the TOC, because they contribute to the structuring of the
system. There are still many other ways to increase throughput and improve the system. In
the fourth step, described as increasing the productivity of the constraint, TOC allows for
investments which will contribute to improving the efficiency of the entire system by
strengthening the constraint. If the constraint is overcome, which should happen as a result of
the continuous improvement of performance as a result of step 4, it is necessary to find
another component which restricts the capability of the Performance of Public Organizations
Appropriate identification of constraints offers many opportunities for business improvement
and it positively affects the performance indicators. Note that TOC was designed as a tool for
managing constraints, and it is not synonymous with continuous liquidation. At the
appropriate moment, it is necessary to purposefully leave the constraint in the company, and

15
then, through proper management thereof, control the bottleneck of Performance of Public
Organizations
2.3 Review of related literature
The literature review was based on the specific objectives of the study which include; (i) examining
the relationship between strategic direction and performance of public organizations (ii) To
assess the relationship between communication and performance of public organizations (iii) To
explore the relationship between reporting and performance of public organizations.

2.3.1 Strategic direction and Performance of Public Organizations at UNBS

2.3.1.1 Vision
The organization’s strategic direction is embedded in its strategic vision and mission
statements. Therefore, strategic vision and mission is the starting point in formulating and
implementing the firm’s strategies. The firm’s strategic vision provides the logical reason for
future plans and directions of the organization. It aims the organization in a particular
direction while providing a long term strategic direction to follow in line with the aspirations
of shareholders (Ntoiti & Makau, 2022). According to Muendo and Ogutu (2020), the pre-
requisite of strategic direction is a “mental image” of the possible and desirable state of the
organization. “This image, which we call a vision, may be as vague as a dream or as precise
as a goal or a mission statement”. “In order to realize strategic intent or direction, some level
of activities and behaviour in an organization are required”. In respect to this, the
organization need to redirect all her energies to discover ways that confer success, mobilize,
marshal and allocate requisite resources, communicate effectively to all staff, motivate
employees and clarify issues on a timely basis when there is change or need to change
(Awino et al., 2022).
“Strategic intent ought to additionally produce an inside firm wide tension, inspiring and
compelling all employees to be dedicated to the specified future direction” (Echessa, 2020).
Before a method is enforced, it has to be formulated first. A lot of information and
participation of all stakeholders is required during the strategy formulation stage. The firm’s
leadership work hard to create awareness among all employees and stakeholders about the
direction the organization is headed and how the stakeholders benefit from the
implementation of a new strategy. These efforts are meant to create a shared vision among all
stakeholders about the benefits of the new strategy. This step is very crucial before and
during the strategy implementation process (Abass, Munga & Were, 2019). The strategic
direction in this study was considered as an independent variable that is often related to the

16
first stage in the strategic management process which involves strategy formulation. It is
during the formation stage that the organization usually sets its goals and objectives which
are well aligned to their vision and mission statements. This process also gives the
organization a general focus, an identity and the direction needed to be followed to achieve
her goals. A number of scholars in management have attempted to link strategic direction,
generally mentioned as strategic intent to structure performance.
2.3.1.2 Mission
These studies have yielded mixed results. Outcomes of some of these studies are discussed in
the foregoing. Nosike, Okoye, and Afodigbueokwu, (2021) observed that the relationship
between strategic orientation and Performance of Public Organizations is influenced by many
third-party variables, and the different effects of third variables may lead to different
performance levels. The researcher recommended that studies on the complex relationship
between strategic direction and other predictor variables should be conducted in specific
context. As Liu and Fu (2011) noted, several studies on strategic direction have been
conducted in large established companies, in the context of SMEs, in industry cluster context,
in international background but their findings on the relationship with performance are not
consistent (Wiklund & Shephend, 2020).
Hyginus and Lazarus (2020) did a study based on the importance of capabilities for strategic
direction and performance management decision. This study found out that generic
organizational capabilities have a positive impact on strategy deployment and on the
achievement of overall performance. This study concluded that generic capability is one of
the main drivers of performance and firms seeking high overall performance would well be
advised to ensure that they actively consider their generic capabilities being the basis of their
strategic direction. Odita and Bello (2015) conducted a study on strategic intent and
Performance of Public Organizations in the banking sector in Nigeria. This study found out
that strategic direction is positively and significantly related to Performance of Public
Organizations The study also revealed the existence of a positive relationship between
various dimensions of strategic direction such as goals and objectives, mission and vision
with the organization’s performance. Specifically, the study found that the objectives
component of the strategic direction accounted for 58% variance in Performance of Public
Organizations while mission and vision accounted for 47 and 19% variations in organization
performance respectively. The study concluded that strategic direction has a significant
positive relationship with performance in the banking industry.

17
Onyegbula, Nwoye and Daniel (2023) studied the role of determining strategic direction on
not-for- profit Performance of Public Organizations in Kenya and found out that strategic
direction has a significant positive influence on performance in these organizations. Strategic
direction is the cornerstone upon which strategies are crafted, developed and eventually
implemented. Therefore, it is crucial that strategic direction be very clear and understandable
to all stakeholders in an organization. Leaders in SME firms need to develop their directions
with vision and mission in mind. Once developed then crystallize it and cascade it downward
to all employees who need to know the direction their organization is taking. Finally, the
strategic direction should be the impetus upon which strategic actions and activities are
designed and operationalized.
2.3.1.3 Objectives or Goals
Goal setting can be transformational and trigger new behaviours that guide the firm’s daily
actions and gives employees clear purpose and direction. Setting goals provides a clear
purpose and helps create a measureable road map to success (Jakobsen & Jensen, 2021). Goal
setting clarifies what matters most in the organization (Kelman & Hong, 2019). Goals also
help the organization to use time effectively, improve decision making, increase focus and
make the organization more productive (Kelman & Hong, 2020). Goals provide clarity on
organizational vision; aligns with daily goal achievement activities. In addition to improving
performance at work, people who set goals experience less stress, more self-confidence and
greater productivity (Kacmar & Carlson, 2019).
Goals provide the framework to organize time, energy and focus to the organization; Goals
motivate the organization to take action and provide a clear road map and path to follow each
day towards goal achievement (Akhtar, Ding & Ge, 2018). Goals provide specific
measurements and achievements to effort, which increases productivity. Setting goals
provides the framework to make measurable progress (Huselid, 2019). Monthly, quarterly
and annual goals give a target to shoot for and a measuring stick to track organizational
progress (Kim & Lee, 2020).
Having goals triggers an increased level of clarity and motivation to help make progress. It
clarifies the desired future for the organization with measurements and deadlines (Berman,
West & Van Wart, 2020). Goals give control to the future and make it easier to capture new
opportunities hence enable the organization to prioritise time and energy. Goal setting
provides direction, focus and motivation. Goals allow the firm to accomplish bigger results in
less time without being stressed and overwhelmed (Amirkhanyan, 2019).

18
Goals give accountability because having a goal ensures the organization is crystal clear on
what it wants to achieve and the importance of achieving that goal. Goals help the
organization to visualise in the future having achieved goals and inspire it to take action
(Bolton & Dewatripont, 2019). Goals help create better boundaries around time, energy and
focus which improves decision-making and gives clear framework to manage time and
energy (Hood & Lodge, 2021). Goals trigger greater effectiveness, better planning and help
organize time, energy and focus and enable fast progress in business life (Blumberg &
Pringle, 2021).

2.3.2. Strategy Communication and Performance of Public Organizations

This sub section communication was measured by surveys, team meetings and workshops.
Performance of Public Organizations was measured by cost effectiveness, operational
efficiency and quality service delivery.

2.3.2.1 Surveys and Performance of Public Organizations

Using survey software to administer survey research is a powerful tool that market
researchers use to gather data. Surveys are relatively inexpensive, online surveys and mobile
surveys in particular have a very small cost per respondent Surveys are useful describing the
characteristics of a large population (Bommer, Johnson & MacKenzie, 2020). No other
research method can provide this broad capacity which ensures a more accurate sample to
gather targeted results in which to draw conclusions and make important decisions (Hays &
Sowa, 2019). Surveys can be administered in many modes including online survey, email
surveys, social media surveys, paper surveys, mobile surveys, telephone surveys and face to
face interview survey (Hong, 2020). Surveys conducted anonymously provide an avenue for
more honest and unambiguous responses than other types of research methodologies (Boon &
Verhoest, 2018).
Survey can be used to question an audience over a protracted period of time. Using an online
service the manager can easily create a set of queries and just continue to collect responses.
The longer the period to collect response, the more to acquire data (Gregory, 2019). At the
same time, this will reduce bias and allow make better business decisions from the
information. Surveys can be adjusted according to the new market environment without too
much hassle (Griffin & Neal, 2020). Surveys are powerful tools when used correctly by the
organization (Bovens, 2019). They can help the organization collect valuable information that
can help improve the organization’s operations and generate future direction for the
organization (Hall, Frink & Bowen, 2021). Surveys offer significant benefits for organization

19
over other forms of feedback collection tools that make them more valuable and offer better
information (Bovens, Goodin & Schillemans, 2018). The researchers' perspectives are
extremely educative given the referenced appropriate issues, for example, strategy measures,
yet they miss the mark regarding talking about the setting under which the examinations were
done, the exploration moves toward that were taken on and later on the exact proof which this
study looks to address.
2.3.2.2 Team meetings and Performance of Public Organizations
When organized efficiently, a team meeting can be one of the most powerful tools in the
organization’s workplace arsenal; it can enable closer collaboration, help with brainstorming
and facilitate communication with the whole team (Gore, 2019). Team meetings allow all the
members of the unit or organization to convene, communicate and collaborate on shared
objectives (Brewer & Walker, 2019). To run an effective team meeting, take the time to
evaluate needs and plan accordingly. Regular team meetings are a great way to develop team
alignment (Brewer & Selden, 2021). When people connect frequently they are more in sync
with what they are working toward together and each of their roles in that mission. Team
meetings are also an effective way to help the team understand its objectives, goals and
responsibilities and this helps individual employees understand how they fit into the bigger
picture (Brewer, 2020). A team meeting creates a channel of open communication and leaves
space for questions or comments (Brinkerhoff & Wetterberg, 2019). Getting everyone tighter
creates genuine connections between colleagues regardless of whether they’re in person or
virtual (Gilmour & Lewis, 2020).High performing teams are happy and comfortable teams
that know trust and understand each other. Effective team meetings allow for information
sharing and for the flow of new ideas (Frink, Perryman, & Royle, 2018). Effectively use team
meetings and open the floor for comments and problem-solving at the end of the session.
Team meetings are a great opportunity for imparting feedback on past or current projects
(Clinton, Lewis & Selin, 2020).

Because of aspects like the policy significance of urban transportation systems in

metropolitan areas, the complexity of urban infrastructure, and the requirement for greater
integration in providing, maintaining, and managing urban public utilities as well as careful
articulation and planning, the perspectives of the scholars mentioned above are very
appealing (Bitamba et al., 2020).
2.3.2.3 Workshops and Performance of Public Organizations

20
A workshop may introduce a new idea, inspire participants to further explore it on their own,
or may illustrate and promote actual process practice (Brewer & Walker, 2019). It is a great
way to teach hands-on skills as it gives learners an opportunity to try out new methods and
fail in a safe environment (Dubnick & Yang, 2021). Some of the most valuable experiences a
professional can have are when he or she attends a workshop. Apart from learning new
things, by attending a workshop, professionals can also build new relationships, establish
connections with like-minded people, and even get to know clients and vendors on a more
personal level (Bovens, 2019; Brewer & Selden, 2021). Feedback can be difficult to make,
but it is a big step in the process for professionals in building a career. Sincere, constructive
criticism arising from attending a workshop will improve your work as a professional,
especially when it comes to prominent instructors. Chances are you may want to incorporate
the feedback received for better personal growth. Building new relationships and meeting
new connections are important to personal growth (Bovens, Goodin & Schillemans, 2018).

A workshop gives you as the professional the best opportunity to meet other people who
share your interests. It is always a pleasure to meet someone with the same enthusiasm that
you do. Attending a workshop is a great way to meet other people in your area with shared
interests. It is not, of course, a guarantee that a friendship will flourish but it never hurts
trying. You will at least be able to find a friend and somebody who knows your "talk shop,"
as it was for instance to discuss matters concerning your work among others (Brewer,
2020).Attending a workshop is like gifting yourself a new possibility to learn something new
from peers who have better experience and knowledge to share with you a new bee into the
world of professionals (Brinkerhoff & Wetterberg, 2019). Since the environment is very
competitive and to survive one must attend as many as workshops as possible to stay tuned to
it or to stay ahead of the competition. New skills also can give you better pay or hike. So, it is
all the more a reason to celebrate (DeHart-Davis, 2019). Most significantly, workshop is
intended for development and enjoyment. Even if you think your job is not dramatically
changing, you may still have a valuable attendance period. When you are happy, your
productivity and innovation improve dramatically (Conway & Lance, 2021). These
perspectives, in any case, are not being noticed for UNBS but rather somewhere else in the
globe consequently stopping a context-oriented hole that this study means to connect.
Additionally, there is a conceptual gap as a result of the varying and ambiguous nature of the
concepts used. The primary focus of this study is on strategy execution and Performance of
Public Organizations

21
2.3.3 Strategy reporting and Performance of Public Organizations
Here, reporting was measured by data collection, data analysis and reporting timeframe,
while Performance of Public Organizations was measured by cost effectiveness, operational
efficiency and quality service delivery.

2.3.3.1 Data collection and Performance of Public Organizations

When senior management and employees are sharing the same information, there is better
communication between them to identify problems areas and find mutually agreeable
solutions. In addition, governments and other public sector organizations are able to share
statistics and progress reports (Cummings & Anton, 2019). This is one of the most important
benefits because having the data readily available and clearly communicating it builds trust in
organization and efforts to drive better organizational outcomes (Conway & Lance, 2021).
Good management reporting system promotes cross-functional cooperation across
departments and helps decrease any duplication efforts among team members. Automated
reports also save employees countless hours of sifting through mounds of paperwork in
search for data and results (Dubnick & Frederickson, 2020). Employees are more productive
because they don’t have to spend time gathering the data that management wants allowing
them to tackle other items on their to-do-list (DeHart-Davis, 2019). The peculiarity of
suggestions is unequivocally depicted by these scholastics. However, their understanding is
limited to a single non-directional effect. What is missing is the responsibility of essential
genuine needing to Performance of Public Organizations establishment course of action and
even more so at UNBS.

2.3.3.2 Data analysis and Performance of Public Organizations

Without an effective, functional management reporting system managers are often relying on
their experience alone and employees don’t have a clear sense of direction. Better availability
of information reduces uncertainty and lets managers make decisions based on reliable data
(Fisher, 2019). Good reporting system helps management achieve maximum effectiveness
before program or project reaches crisis level (Ferris, Frink & Hopper, 2020). Management is
also able to explore various alternatives and analyse the possible results before making
decisions and commitments (Eisenhardt, 2019). Management reporting system is essential for
any public sector organization that is serious about improving the performance of their
organization (Favero & Bullock, 2019). Without a good management reporting system
managers are often using a trial-and error approach rather than making sound decisions based
on thoughtful analysis of data (Dubnick & Yang, 2021).

22
2.3.3.3 Reporting system and Performance of Public Organizations
It’s a platform that delivers a structured and scheduled set of reports designed for specific
stakeholders that allows the organization to track performance, identify trends, analyse data,
and align performance to overall goals (Frink, Perryman, & Royle, 2018). It takes a
potentially laborious task like reporting and turns it into a point of strength as your
organization looks to navigate the space between where you are and where you’d like to be.
Reporting system helps you to build reports that provide a comprehensive and holistic view
of your organization’s performance. By linking objectives, action items, and key performance
measures to your strategic goals, report system helps users understand how different elements
of the organization fit together and contribute to overall success (Cummings & Anton, 2019).
Reporting system helps to ensure that everyone in your organization has access to accurate
and up-to-date performance data (Favero & Bullock, 2019). Real-time dashboards, both
internal and public facing, as well as customizable (and attractive) reports enable easier data-
driven decision making for frontline workers, department heads, and elected officials. By
having the right information at their fingertips, staff can make informed choices, identify
areas for improvement, and take proactive actions to drive better organizational and
community outcomes (Eisenhardt, 2019).
2.4 Summary of Literature Review and Gaps Identified
Most studies in relation to strategy execution and performance of public organizations have
been conducted in various public organizations in Uganda but no study at UNBS hence
creating geographical gaps since they are in different environmental settings (DeHart-Davis,
2019). In this summary of literature review, there was a general agreement that if properly
managed, strategic planning practices improve performance in organizations. However
conceptual, contextual; methodological and philosophical gaps still exist. This similarly
affects the way strategic planning practices impact performances in organizations. In
addition, there is no particular study that has so far been carried out to evaluate strategic
planning practices on the performance of non–governmental organizations. This explains the
reason why the literature review of this study failed to indicate the extent in terms of
magnitude to which strategic planning practices affect performance. The literature merely
shows that poor performance in public organizations is a known issue and discussed by many
people for so long. The literature did not attribute the poor performance to strategic planning
Practices. For this reason, a gap is created. There was therefore, a need to evaluate strategic
planning practices on performances of non-governmental organizations, with a special focus

23
on UNBS. This was the purpose of this study.Theoretical gap
Many researchers have contributed toward the exploration and explanation of this gap,
although these contributions range considerably. Alexander (2010) sees planning and
planners as being involved in a continuous power ‘game’, in which planners take advantage
of the theory–practice gap; although Neil Harris (1997) states that the theory–practice gap is
beneficial to the theorists. This theory is unconcerned about the principals, who deceive, shirk
and exploit the agents. Furthermore, he added that the agents are unknowingly dragged into
work with the perilous working environment and without any scope for encroachment, where
principals act as opportunistic. He believed in another way that humans are noble and work
ethically for the betterment of the firm. This argument persisted in the finance literature and
has become a prominent theory known as stewardship theory (Donaldson, 1990).
Knowledge gap
The knowledge gap is common in previous research. There are two conditions in which a
knowledge void might exist. First, the actual field may lack an understanding of theories and
literature from related research fields. Second, a study’s findings may be different from what
was predicted. Empirical material does not indicate structural constraints as a problem (quite
the opposite); it indicates problems of communicating complex knowledge and the
importance of social networks (Binder, 2011; Lord, 2013; March 2010) that it is worthwhile
to go back to Habermas’ communicative action theory and also to Bourdieu’s theories on
capital to define and bridge some parts of the sociological gap.
Such a case study could delve into the integration of urban indicators into Principal Agency
Theory. Urban indicators are one of the most common and widely used tools in worldwide
planning practice, a characteristic that makes them an appropriate case study for theory–
practice gap research. Moreover, urban indicators were and still are ingrained in planning
practice, allowing for the historical perspective in the Principal Agency Theory –practice gap.
Do Principal Agency Theory provide knowledge that practitioners can utilize to use urban
indicators properly? Or, does Principal Agency Theory eventually either not provide such
knowledge or provide it in a very abstract form? Have current Principal Agency Theory
abolished their link to the practice of urban indicators? Is the theory–practice gap shrinking or
expanding, relative to indicators practice? Such questions comprise the heart of this inquiry.
Many authors like Wiseman and Gomez-Mejia (1998), Sanders and Carpenter (2003) and
Pepper and Gore (2012) have criticised the positive agency theory (Eisenhardt, 1989) on
various grounds and they propounded a different agency theory called behavioural agency
theory. These behavioural agency theorists argued that standard agency theory only

24
emphasises on the principal and agent conflict, agency cost and the realignment of both the
parties’ interest to minimize the agency problem. The behavioural agency model
recommended some modifications like agent’s motivation, risk averseness, time preference
and equitable compensation. The argument was that the agents are the main component of the
principal–agent relationship and their performance mostly depends upon their ability,
motivation and perfect opportunity
Methodological gap
This gap examines the issues with the research methodologies used in the earlier studies and
presents a brand-new research direction that deviates from those research methods. It is
emphasized that it may be beneficial to use a variety of research methods, particularly if
particular study topics have been investigated using a single or common method. For example,
you might argue that the bulk of the existing research has taken a quantitative approach, and
therefore there is a lack of rich insight and texture that a qualitative study could provide.
Similarly, you might argue that existing studies have primarily taken a cross-sectional
approach, and as a result, have only provided a snapshot view of the situation whereas
a longitudinal approach could help uncover how constructs or variables have evolved.
Population gap
A common gap discovered by researchers is a population gap. There are always populations
that are underserved and understudied. This gap is the type of population-related research
population such as gender, race, and age that is either not well represented in the evidence
base or is under-researched.

25
 CHAPTER THREE
METHODOLOGY
3.1 Introduction
This chapter presents the research design, the study population, sample size and selection,
research area, the data collection methods, instruments, measurement of variables, reliability
and validity of the instruments, data analysis and ethical considerations.
3.2 Research Design
The study adopted a cross-sectional design to examine the relationship between strategy
execution (conceptualized as; strategic direction, communication and reporting) and
performance of public organizations (conceptualized as cost effectiveness, operational
efficiency, quality service delivery and customer satisfaction) as dependent variable at the
same point in time. The research design was applied because it saves time and it’s cost
effective (Eisenhardt, 2019). The study employed both quantitative and qualitative
approaches and select appropriate data collection and analysis methods (Dubnick & Yang,
2021). Quantitative data was collected using questionnaire and analysed using descriptive and
inferential statistics (Favero & Bullock, 2019). The qualitative data was collected using
interview guide and analysed using thematic and content analysis (Ferris, Frink & Hopper,
2020).
3.3 Study Population
The study was carried out at UNBS headquarters in Kira Municipality. The participants were
selected from different groups which include; (1) Executive director, (3) heads of department,
(5) team leaders (81) Laboratory officers and (200) Operation Officers of UNBS.
3.4 Sample Size Determination and Selection
Schoorman and Mayer (2020) defined a sample size as a representative number of
participants who have been selected from the study population to participate in the study. The
study involved a study population of 290 respondents as shown in the table below. The
respective sampling techniques and a sample size of 165 respondents were determined by
Krejcie & Morgan’ table (1970).

26
Table 3.1: Sample size and selection and Sampling techniques

Categories of population Study population Sample size Sampling techniques

Executive director 01 01 Purposive Sampling

Heads of departments 03 03 Purposive Sampling

Team leaders 05 05 Purposive Sampling

Laboratory officers 81 44 Simple Random Sampling

Operation officers 200 112 Simple Random Sampling

Total 290 165

Source: Based on UNBS (2023)

3.5 Sampling Procedures and Techniques
This study used both probability and non-probability sampling as discussed herein under
3.5.1 Probability Sampling
Probability sampling comprises of simple random sampling, systematic sampling, stratified
sampling and cluster sampling (Thomas, 2020) t provides accurate information about groups
that are too large to study in their entirety, there is possibility that every sample of a given
size in the study population has an equal chance of being selected (Bommer & MacKenzie,
2020), allows generalizability to a larger population, and use of inferential statistics
(Brinkerhoff & Wetterberg, 2019). This study applied simple random sampling as discussed
in the section below.
3.5.1.1 Simple Random Sampling
Simple random sampling is a technique which gives every equal item of population a chance
to be selected. It authorizes selection of a representative unit(s) from the population, so that
results can be used to draw interpretations about the total population. The study adopted a
simple random sampling to select (44) Laboratory officers and (112) Operation Officers of
UNBS. This method was preferred because it would provide every member of the population

27
with equal chance of being selected (Frink, Perryman, & Royle, 2018). From here on, the
researcher compiled a list of participants and each participant was assigned a number and
then randomly decided on the desired sample size which is (165). Simple random sampling
technique is simple and easy to apply and can be used concurrently with other methods of
probability sampling. The study used simple random sampling to make generalizations about
a population and the major advantages include its simplicity and lack of bias. However, there
is difficulty of gaining access to a list of a larger population, time, costs, and that bias can still
occur under certain circumstances.
3.5.2 Non –Probability Sampling
Non-probability sampling is a process whereby each member of the sample does not have an
equal chance of being selected and comprises of convenience sampling, purposive sampling
and quota sampling.
3.5.2.1 Purposive Sampling
Purposive sampling is a sampling method that targets certain sample population due to their
familiarity about the research subject. The study applied purposive sampling to target top
administrators of UNBS who will include to (1) Executive director, (3) heads of department,
(5) team leaders of UNBS since they were deemed to have a deeper understanding of the
concept and they (total of 9) have tried some of the said strategies to address issues of
strategy execution (conceptualized as; strategic direction, communication and reporting) and
performance of public organizations (conceptualized as cost effectiveness, operational
efficiency, quality service delivery and customer satisfaction) at UNBS. Purposive sampling
enabled the researcher to discover and involve resourceful respondents in the augment of the
study (Gilmour & Lewis, 2020). The study applied purposive sampling because it’s
particularly essential in qualitative study and focuses on in-depth information and not making
inferences or generalizations (Gore, 2019).
3.6 Data Collection Methods
Data collection methods are ways through which both quantitative and qualitative data is
gathered from the respondents (Taherdoost, 2021). The study employed two types of methods
of data collection to generate views from the participants. These two types of methods are: -
Quantitative data was collected using the questionnaire survey, and Qualitative data was
collected using the interview guides as discussed below; -
3.6.1 Questionnaire Survey
A questionnaire is a method of survey data collection in which information is gathered
through oral or written questionnaires. Questionnaires enabled the researcher to collect a

28
large sample of information in a short time and at a reasonably low cost and gave similar or
standardized questions to the subjects making it easier for comparison and generalization.
The study used on-line questionnaire survey because the study is quantitative and covered a
large number of respondents (Gregory, 2019). The questionnaire was self-administered and,
in order to cover a wide geographical area and save time during the data collection process
the researcher hired services of research assistants with a minimum of bachelor’s degree with
skills in research methods (Griffin & Neal, 2020). Therefore, researcher trained the research
assistants on the purpose of the study and specific objectives of the study and to observe the
ethical considerations. The questionnaires were administered to laboratory officers and
operation officers.
3.6.2 Interview Method
An Interview is a conversation between two or more people where questions are asked by
interviewer to elicit facts or statements from the interviewee. It’s a person-to-person verbal
communication in which one person or a group of persons is interviewed at a time (Sileyew,
2019). The researcher sought the consent of the respondents to be interviewed. One-on-one
in-depth interviews with respondents was conducted for 30 minutes in order to provide clarity
on issues not properly highlighted using quantitative data (Hall, Frink & Bowen, 2021). The
study applied an interview method because it has the advantage of having a high response
rate since it is based on prior appointments with interviewees (Hong, 2020). A follow-up call
was made to the respondents in order to schedule the interview (Hays & Sowa, 2019).
Personal interviews were conducted on key informants including the executive director,
heads of departments and team leaders.
3.6.3 Documentary review method
Documentary review method refers to the review of both internal and external documents so
as to obtain information related to the research area (Cummings & Anton, 2019). The study
reviewed literature in relation to the set objectives of the study and the documents including
internal and external reports, minutes, budgets and work plans and strategic plans of UNBS in
relation to strategic execution and performance of public organizations. This method enabled
the researcher to get information which is difficult to get through other methods and trends
about the subject matter (strategy execution and performance of public organizations) over
time (Dubnick & Yang, 2021).

29
3.7 Data collection instruments
Data collection instruments are a tool designed to collect both quantitative and qualitative
data from the respondents. In this study, the following data collection instruments were used
to collect data for this study:
3.7.1 Questionnaire
A questionnaire is a method of survey data collection in which information is gathered
through oral or written questionnaires. The study applied a questionnaire as a tool for data
collection from (44) Laboratory officers and (112) Operation Officers of UNBS. Questions
were categorized as structured (closed-ended). The close-ended questions were formulated
using a five-point Likert scale which is used to collect data from the respondents (Hood &
Lodge, 2021). The questionnaires were adopted since they are easier to administer, less
costly, timely and they allow the aspect of confidentiality (Budianto, 2020). The researcher
designed the questionnaires in accordance with the study objectives and variables employed
in the conceptual framework. In this case close ended questions was administered to the
respondents with aid of research assistants. This was used to obtain their views in relation to
the study phenomena (Mutepf, 2019).
3.7.2 Interview Guide
Interviews guide is an alternative tool of data collection whereby researchers collect data
through direct verbal interaction while recording respondent’s answers using interview guide
to supplement other data collection methods (Budianto, 2020). The interview guide was
administered to (1) Executive director, (3) heads of department, (5) team leaders of UNBS.
The interview guide comprised of structured schedule of questions which created flexibility
in its composition (Kacmar & Carlson, 2019). The drawback of the general interview guide is
that questions may not be consistently posed by the interviewer (Sekran, 2014). This
instrument was considered since it enabled the researcher to obtain in depth qualitative
information on the study phenomenon. This will further enrich this study by providing more
relevant information which might not have been obtained through the questionnaires method
as well as allowing further probing (Wang, 2018). The interview guide was used by the
researcher to have a face-to-face professional interaction with the senior managers to obtain
comprehensive explanations of their perception on this study.
3.7.3 Documentary Review Checklist
The study developed a documentary checklist to identify relevant qualitative data from both
internal and external documents so as to obtain qualitative information related to strategy
execution and performance (Ferris, Frink & Hopper, 2020). The researcher reviewed most of

30
the literature in relation to set objectives of the study and documents including internal and
external reports, minutes, budgets and work plans relating to strategy (conceptualized as;
strategic direction, communication and reporting) and performance of public organizations
(conceptualized as cost effectiveness, operational efficiency and quality service delivery) at
UNBS.
3.8 Data Quality Control
In order to guarantee quality of the data, validity and reliability considerations were put into
account by the researcher as discussed below; -
3.8.1 Validity of data collection instruments
Validity basically means “measure what is intended to be measured”. In this study, validity
was measured empirically. Conceptual empirical confirmation of validity, also called
pragmatic validity was done to compare information obtained on study themes using
evidenced facts and outcomes found in reality from the primary data that is gathered
((Bannigan & Watson, 2018). However, since social variables have no obvious facts or
outcomes, the primary data gathered was subjected to further conceptual or constructs
confirmation of validity. Conceptual confirmation of validity is conferred from the
conceptual evidence, the extent to which the variables’ relationship is consistent with the
deductions in the theoretical review of literature (document review) (Bannigan & Watson,
2018). Quantitatively, to establish validity the researcher conducted the content validity index
(CVI) test to check the validity of the questionnaire contents. The CVI was computed using
the following formula.
CVI = No. of items rated relevant
Total no. of items
Table 3.2: Results of content validity for research tools

Dimensions No of Items Relevant CVI

Strategic Direction 09 07 0.875

Strategy communication 08 07 0.875

Strategy reporting 08 07 0.875

Performance of Public 08 07 0.875

Organizations
Source: Primary Data (2023)

31
Table 3.2 presents averages of 0.875 and (0.857 respectively) on all four variables had a CVIs
that were above 0.7, imply that the tool was validity since it was appropriately answering /
measuring the objectives and conceptualization of the study. According to Middleton (2023),
the tool can be considered valid where the CVI value is 0.7 and above as is the case for all the
four variables provided above.

3.8.2 Reliability of data collection instruments

Reliability refers to the likelihood of getting the same results over and over again if a measure
was repeated in the same circumstances. Reliability ensures that measures are free from error
so that they gave same results when repeated measurements were made under constant
conditions (Mulgan, 2021). Reliability investigation was done on all questions under the
study using Cronbach’s Alpha Co-efficient test. The data collection instruments were
pretested using 10 respondents from public organizations similar to population at UNBS. The
Cronbach’s alpha co-efficient was used to calculate the internal consistency or reliability of
the items. Items were included in the data collection instruments after going through a pilot
study with 10 respondents and only items scoring 0.7 or above were taken since a Cronbach
alpha score of 0.7 or greater is considered indicative of acceptable internal consistency (Kim
& Lee, 2020). Reliability of the research tools was done through using Cronbach alpha
reliability co-efficient. The Cronbach’s alpha was computed in terms of average inter-
correlations among the items measuring the concepts (Brewer & Selden, 2021). 7

Table 3.3: Reliability test results of research instruments.

Dimensions Cronbach’s Alpha

Strategic Direction 0.745
Strategy communication 0.986
Strategy reporting 0.876
Performance of Public Organizations 0.765
Average Cronbach Alpha coefficient for variables 0.843
Source: Primary Data (2023)
The reliability of instruments was established using Cronbach Alpha Coefficient which tests
internal reliability and the average reliability test result for research was 0.84 which is
recommended as given in table 3.3 above.

32
3.9 Procedures of Data Collection
After successfully defending the proposal, the researcher obtained an introduction letter from
Uganda Management Institute Research and Innovation Centre and presented it to the Human
Resource Manager at UNBS. This introduction letter helped to obtain clearance to collect
data from participants. This helped underscore the credibility of the researcher to the
respondents who needed assurances that information would be used for research purposes and
that ethical considerations would be adhered to. After presentation of the letter of
introduction, the researcher secured consent of the respondents by asking them to sign a
consent form. The researcher then distributed the questionnaires to the respondents and
agreed on the collection date. Interview guide respondents were informed in advance on the
date that interviews would be conducted. The filled questionnaires were collected and
subjected to appropriate data analysis procedures by data analyst.
3.10 Data Analysis
Data analysis is a process of examining both quantitative and qualitative data. The study used
quantitative and qualitative data which warrants deployment of both quantitative and
qualitative data analysis techniques. These techniques are as discussed below;
3.10.1 Quantitative Data Analysis
Quantitative data analysis is a process of examining numerical data using descriptive and
inferential statistics. Data collected was harmonized of any missing or insufficient
information, the researcher coded the responses collected by using symbols then entered the
data manually onto the computer using a software programme SPSS (version 21) where data
was entered, edited and viewed (Perry, 2021).
Descriptive statistical data was presented in frequency and percentage distribution to
determine respondents’ profile, mean and standard deviation to determine the level of
satisfaction of the variables. Means were used to determine the level of satisfaction of the
study variable namely; strategic direction, communication and reporting and performance of
public organizations.
Inferential statistics were analysed using correlation analysis using Pearson’s product
moment correlation co-efficient to establish the relationship between strategic management
and performance of public organizations in Uganda and correlation analysis was used to
establish the relationship between the study variables.
3.10.2 Qualitative Data Analysis
Qualitative data analysis is a process of examining of non-numerical data using content and
thematic analysis. Qualitative data analysis was done through analysing richly detailed

33
information in a systematic way from interview transcripts in order to come to some useful
conclusions and recommendations (Brewer & Walker, 2019). Qualitative data analysis
involved both thematic and content analysis, and was based on how the findings related to the
research questions. Content analysis was used to edit qualitative data and reorganize it into
meaningful shorter sentences. Thematic analysis was used to organize data into themes and
codes were identified (Marsh et al, 2020). After data collection, information of same category
was assembled together and their similarity with the quantitative data created after which a
report was written.
3.11 Measurement of Variables
All the variables under study were measured using a five-Likert scale that has five categories
to respond to 1 = Strongly Disagree, 4 = Disagree, 3 =Not sure, 4 = Agree and 5 = Strongly
Agree. According to Olsen (2019) five- Likert scale was the most suitable for measuring
responses that relate to strategic direction, communication and reporting and Performance of
Public Organizations of UNBS.

Table 4.4: Likert Scale

Scale Mean Range Response Mode Interpretation

5 4.20-5.00 Strongly Agree Very satisfactory

4 3.40-4.19 Agree Satisfactory

3 2.60-3.39 Not Sure Fairly satisfactory

2 1.80-2.59 Disagree Unsatisfactory

1 1.00-1.79 Strongly disagree Very unsatisfactory

Source: Dubnick and Yang (2021)

From the above table 3.4 it shows that mean range 4.20-5.00 was interpreted as Strongly
Agree, mean range 3.40-4.19 was interpreted as Agree, mean range 2.60-3.39 was interpreted
as Not Sure mean range 1.80-2.59 was interpreted as Disagree and lastly mean range 1.00-
1.79 was interpreted as Strongly disagree.
3.12 Ethical Considerations
Morals in research allude to the standards that recognize satisfactory and unsatisfactory ways
of behaving (Cammaerts, 2020). The researcher was aware of the significance of ethics in this
study, which prioritized honesty, integrity, and attribution.

34
Confidentiality and privacy: It refers to the obligation of an individual or organization to
safeguard entrusted information (Bhandari, 2023). The research participant’s privacy was
assured by the researcher, who kept all the information safely locked up during the research
process.
To ensure privacy, the respondents were informed that indeed their names were not required,
that they have the right to leave questions unanswered for which they do not wish to offer the
requisite information, and that the study could not put the respondent under pressure if this
happens (Yusuf, et al., 2022)
Informed Consent: The researcher sought informed consent before conducting the data
collection process. Informed consent for research requires that the respondents or subject
must be competent to understand and decide, receive full disclosure, comprehend the
disclosure, act voluntarily, and consent to the proposed action to which this study adhered
(Fleming, 2018)
Plagiarism: presenting someone else's work or ideas as your own, with or without their
consent by incorporating it into your work without full acknowledgment. All published and
unpublished material, whether in manuscript, printed, or electronic form, is covered under
this definition (Bhandari, 2023). This was minimized by paraphrasing, citing, quoting, citing
quotes, citing own material, and referencing.
Voluntary participation: The research participants were informed that their participation in
the study was not to be rewarded in any way; it was entirely voluntary. All the research
participants were informed of their rights to refuse to be interviewed or to withdraw at any
point for any reason, without any prejudice or explanation (Antes et al., 2018)

35
 CHAPTER FOUR
PRESENTATION, DISCUSSION, AND ANALYSIS OF FINDINGS
4.1 Introduction
This chapter presents the findings, analysis and interpretations to the findings on the
relationship between strategy execution and performance of public organizations in Uganda:
A case of UNBS. The study was premised on the following research objectives; (1) to
examine the relationship between Strategic Direction and Performance of Public
Organizations at UNBS, (2) to examine the relationship between strategy communication and
Performance of Public Organizations at UNBS and (3) to examine the relationship between
strategy reporting and Performance of Public Organizations at UNBS. This chapter starts
with the introduction, followed by the response rate; demographic data of the respondents;
descriptive statistics and inferential statistics interlinked with qualitative results.
4.2 Response rate
In the study, the researcher used both interview guides and self-administered questionnaires
to aid data collection. The two tools were used because they were deemed cost friendly,
covered a wide population for the study and lastly interviews provide first-hand information.
Table 4.1 below presents the response rate.
Table 4.1: Response rate
Tool (Planned/Scheduled) (Received/ Held) Response Rate
Questionnaires 156 103 71%
Interviews 09 07 78%
Total 165 123 70
Source: Primary Data (2023)
From the Table 4.1 above, results returned indicate that out of 146 questionnaires issued, 103
were returned fully completed, constituting 71% response rate. On the other hand, the
researcher held 07 interview sessions out of the planned 09, resulting in a 78% response rate
36
percentage return. According to Amin (2005), a response rate above 50% is good enough to
represent a survey.
4.3 Background information
In order to get a detailed and more concrete picture of the study sample, the study examined
the background information, which included; gender, age of respondent and level of
education, employment status and duration of service. These results show the characteristics
of the institution.
4.3.1 Gender of respondent
The sex characteristics of respondents were investigated for this study to examine the effect
of each gender on the study. The findings are presented in Table 4.2 below.
Table 4.2: Gender of respondents
Gender of respondent Frequency Percentage (%)
Male 54 52
Female 49 48
Total 103 100
Source: Primary Data, (2023)
Findings from the study as illustrated in Table 4.2 show that 54(52%) of the respondents are
male while 49(48%) are female. This reveals how the study involved a fairly balanced sample
of respondents from both the female and male respondents, hence giving balanced
information on the relationship between strategy execution and performance of public
organizations at UNBS, Uganda.

37
4.3.2 Age of respondents
The study looked at age distribution of the respondents by age using frequency distribution.
Data on age was collected because it helps to examine how age of respondents affects the
responses. The results obtained on the item are presented in Figure 4.1 below.

60

50

40

30

20

10

0
20 to 29 years 30 to 39 years 40 to 49 years 50 and above
years

Figure 4.2: Age of respondents

Source: Primary Data, (2023)
From Figure 4.1 above, majority of respondents 55 (53%) were between 30 to 39 years,
23(22%) of respondents were between 40 to 49 years, 16(16%) of respondents were between
20 to 29 years and minority of the respondents 9 (9%) were between 50 and above years. This
indicated that all categories of respondents in reference to different age groups were
represented in this study hence showing that the views of the different age categories were
captured in this study. .

38
4.3.3 Educational Level of the Respondents
The study looked at educational Level of the respondents by using frequency distribution. It
was important to establish the education level of respondents because it helps to understand
how the education levels affect the study. The results obtained on the item are presented in
Figure 4.2 below.

Others
Diploma 6%
8% Masters
27%

Bachelors
59%

Source: Primary Data, (2023)

Figure 4.2: Level of education of respondents
Figure 4.2, indicate that majority of the respondents 60(58%) were Bachelors Degree holders,
33(32%) were masters holders, 08(08%) were diploma holders and whereas 06(06%) covered
others. Basing on the academic background, all of the respondents had the potential to know
basic knowledge on the relationship between strategy execution and performance of public
organizations at UNBS. Therefore, it is evident that the information provided by them is
worth trusting.
4.3.4 Years of services
The study looked at years of services of the respondents by using frequency distribution. The
results obtained on the item are presented in Figure 4.3 below.

39
 80
70
60
50
40
30
20
10
0
1- 4years 5 – 9 years 10 -14 years

Source: Primary Data, (2023)

Figure 4.3: Working experience
Findings from Figure 4.3 reveal that the majority of the respondents 74(72%) had worked for
1-4 years, 19(18%) had worked for 5-6 years and 10% of the respondents had worked for 10-
14 years. This implies that most of the respondents had enough experience of the relationship
between strategy execution and performance of public organizations at UNBS. This means
that the findings from the study are sounding from an experienced population.
4.4 Empirical findings from the study
This section presents the empirical findings of the study according to the objectives. The
empirical findings are analysed using descriptive statistics, qualitative analysis and testing
hypotheses for the respective findings. For all descriptive findings in this section, item
statements were administered to respondents to establish the extent to which they agreed with
them. The responses were measured on a five point Likert scale ranging from (1 = Strongly
Disagree, 2 = Disagree, 3 = Not sure, 4 = Agree and 5= Strongly Agree). Descriptive data
was analysed using frequency, mean and standard deviation statistics. It was then
collaborated with qualitative data using narrative and thematic analysis. First, this section
presents findings on Performance of Public Organizations followed by the research
objectives.
4.4.1 Performance of Public Organizations at UNBS
Statements on Performance of Public Organizations at UNBS were structured basing on the
objectives of the study. Statements were measured on a five-point Likert scale where code 1
= Strongly Disagree, 2 = Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly Agree. The data
was presented and analyzed basing on seven (07) statements which are statistically tabulated

40
and presented in the table below with the frequencies and percentages according to the
responses collected.
Table 4.3: Opinions of respondent on Performance of Public Organizations at UNBS
Statements [Percentage). (%)/Frequency] Mean SD
SD D NS A SA
UNBS has registered an increase in 10% 07% 05% 26% 33% 3.46 1.12
operational efficiency (11) (08) (05) (27) (34)
UNBS has offered its services in time 8% 16% 17% 54% 17% 3.51 1.20
(09) (17) (07) (56) (18)
UNBS has offered quality services to 22% 29% 00% 42% 07% 3.48 1.06
the public (23) (30) (00) (43) (08)
UNBS has complied with quality 04% 08% 10% 54% 21% 3.58 1.03
international standards (05) (09) (11) (56) (22)
UNBS has registered cost 16% 12% 00% 63% 10% 3.67 1.02
effectiveness (16) (12) (00) (65) (10)
UNBS has responds to needs of its 12% 17% 06% 06% 56% 3.50 1.56
clients in time (13) (18) (07) (07) (58)
UNBS has registered an increase in 06% 20% 09% 47% 15% 3.25 1.08
value for money (07) (21) (10) (49) (16)
Source: Primary Data, (2023)
With reference to the Table 4.3; as to whether UNBS has registered an increase in
operational efficiency, 34 (33%) of the respondents strongly agreed , 27 (26%) agreed , 05
(5%) were not sure, 08 (7%) disagreed whereas r 11 (10%) of the respondents strongly
disagreed with the statement respectively. This is also supported by the mean value of 3.46
that indicate those who were fairly satisfied with the statement and the standard deviation of
1.12 that shows the dispersion of responses close to the mean value.
Findings also reveal that 56(54%) agreed that UNBS has offers its services in time, 18(17%)
strongly agreed, while 17(16%) disagreed. This is also supported by the mean value of 3.51
indicting those who were satisfied with statement and standard deviation of 1.20 indicated
those deviating.
As to whether UNBS has offered quality services to the public, 43(42%) agreed, 08(07%)
strongly agreed, whereas 30(29%) disagree and 23(22%) strongly disagreed. The mean of
3.48 indicate those who were fairly satisfied with the statement and standard deviation of
1.06 indicated those with deviating responses from the statement.

41
Findings further indicated that majority of the respondents 56(54%) agreed that UNBS has
complied with quality international standards, 22(21%) strongly, 11(10%) were not sure,
whereas 09(08%) disagreed and 05(04%) strongly disagreed respectively. The mean of 3.58
indicated respondents who were satisfied with the statement and the standard deviation 1.03
indicated those deviating responses.
As to whether UNBS has registered cost effectiveness, 65(63%) agreed, 10(10%) strongly
agreed, whereas 12(12%) disagreed and 16(16%) strongly disagreed. The mean of 3.67
indicated those who were satisfied with the statement and the standard deviation of 1.02
indicated those with deviating responses from the statement. This implies that resource
planning focuses on the critical processes that aid the reduction of the prevalence of
substandard goods and the key processes that support the core processes. On the statement
UNBS has responds to needs of its clients in time, majority 58(56%)strongly agreed,
07(06%) agreed, 07(06%) agreed were not sure whereas 18(17%) disagreed and 13(12%)
disagreed respectively. The mean of 3.50 indicate those who were satisfied with the statement
and the standard deviation of 1.56 indicated those with deviating responses from the
statement.
As to whether UNBS has registered an increase in value for money, 49(47%) agreed,
16(15%) strongly agreed, 09% were not sure whereas 21(20%) disagreed and 07(06%)
respectively. The mean of 3.25 indicated those who were fairly satisfied with the statement
and the standard deviation of 1.08 indicated those with deviating responses from the
statement.
4.4.2 Strategic Direction and Performance of Public Organizations at UNBS
The statements on Strategic Direction were structured basing on the objectives of the study.
Statements were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 =
Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analysed
basing on seven (07) items, which are statistically tabulated and presented in the table below
with the frequencies and percentages according to the responses collected. Table 4.4:
Opinions of respondent on Strategic Direction at UNBS

Statements [Percentage (%)/ Frequency] Mean SD

SD D NS A SA
UNBS has set processes to be followed by 15% 2% 7% 22% 53% 3.57 1.43
the leadership team as far as Performance (16) (01) (08) (23) (55)

42
 of Public Organizations is concerned
Resource planning has increased 3% 18% 6% 65% 5% 3.61 0.98
operational efficiency (04) (19) (07) (67) (06)
UNBS has a description of where it is 2% 2% 11% 67% 18% 3.80 0.68
going and what it will look like when it (01) (02) (12) (69) (19)
gets there as regards Performance of Public
Organizations
UNBS leadership sets timeline for 08% 34% 06% 41% 10% 3.07 1.02
performance target completion and has (09) (35) (07) (42) (10)
reached its milestones
Time scheduling has increased operational 12% 17% 6% 6% 56% 3.56 1.56
efficiency (13) (18) (07) (07) (58)
UNBS has carried out goal setting 4% 22% 2% 28% 32% 3.20 0.92
(05) (23) (03) (29) (33)
UNBS sets attainable, time-bound and 08% 5% 00% 65% 18% 3.81 0.98
specific objectives to be achieved as (09) (06) (00) (67) (19)
regards Performance of Public
Organizations
Source: Primary Data, (2023)
Table 4.4 presents that a statement as to whether UNBS has set processes to be followed by
the leadership team as far as Performance of Public Organizations is concerned, 16 (15%)
strongly disagree,01(02%) disagreed, 08(07%) were not sure, 23 (22%) agreed, whereas 55
(53%) strongly agreed. This is also supported by the mean value of 3.57 that indicate those
who were satisfied with the statement and the standard deviation of 1.43 that shows the
dispersion from the statement. This implies that the vision of the leader was measured using
three items: an understanding of where the organisation was going, clarity on where the
leader wanted to see the organisation in the next five years and whether the leader had an idea
of the direction the organisation was taking. On the statement as to whether resource planning
has increased operational efficiency, 04(03%) strongly disagreed, 19(18%) disagreed,
07(06%) were not sure, 67(65%) agreed whereas 06(05%) agreed respectively.. This is also
supported by the mean value of 3.61 indicating those who were satisfied with the statement
and standard deviations of 0.98 indicating those deviating responses from the statement. The
findings are supported by the key informants who assert that;

43
 Resources planning are done in line with the mandate of UNBS and the
strategic plan. UNBS is required to reduce the prevalence of substandard
goods from the Ugandan Market. Resource planning focuses on the critical
processes that aid the reduction of the prevalence of substandard goods and
the key processes that support the core processes. Resource planning is used
to set realistic targets which are compared against actual performance
(KII/007/15th/10/2023)
On the statement UNBS has a description of where it is going and what it will look like when
it gets there as regards Performance of Public Organizations, 01(02%) strongly disagreed,
02(2%) disagreed, 12(11%) were not sure, 69(67%) agreed,. The mean of 3.80 indicted those
who were satisfied with the statement and standard deviation of 0.68 indicated those with
deviating responses from the statement. The findings are supported by the key informant who
revealed that:
In departments, we prepare our own work calendar and follow weekly,
monthly and yearly schedules within the organization. It is important for us to
perform well and it also makes it easier to implement 5-year strategic targets
(KII/006/16th/10/2023)
As to whether UNBS leadership sets timeline for performance target completion and has
reached its milestones, 09(08%) strongly disagreed, 35(34%) disagreed, 07(06%) were not
sure, 42(41%) agreed whereas 10(10%) strongly agreed respectively. The mean of 3.07
indicated those who were fairly satisfied with the statement and standard deviation of 1.02
indicate those with deviating responses from the statement. This implies that goals provide
specific measurements and achievements to effort, which increases productivity. Setting
timeline for performance provides the framework to make measurable progress
In addition to the above, the findings show that 13(12%) strongly disagreed, 18(17%)
disagreed, 07(06%) were not sure, 07(06%) agreed and 58(56%) strongly agreed that time
scheduling has increased operational efficiency.,. The mean of 3.56 indicated those who were
satisfied with the statement and standard deviation of 1.56 indicated those with deviating
responses from the statement. This implies that activities of UNBS are interlinked and are
sequenced systematically to facilitate the value chain. Time scheduling is used to monitor
turnaround time of the different processes used to offer services.
As to whether UNBS has carried out goal setting, 05(04%) strongly, 23(22%) disagreed,
03(02%) were not sure, 29(28%) agreed while 33(32%) strongly agreed. The mean of 3.20
indicated respondents who were unsatisfied with the statement and the standard deviation of

44
0.92 indicated those with deviating responses from the statement. The findings are supported
by the key informants who assert that;
Goal setting ensures that UNBS establishes desired performance over a period
of time usually 5 years. Actual performance is periodically compared with
desired performance. Variances are investigated and corrective action is done
timely (KII/005/13th/10/2023)

On the statement as to whether UNBS sets attainable, time-bound and specific objectives to
be achieved as regards Performance of Public Organizations,09(08%) strongly disagreed,
06(05%) disagreed, 00(00%) were not sure, 67(65%) agreed while 19(18%) strongly agreed.
This is also supported by the mean value of 3.61 indicating those who were satisfied with the
statement and standard deviations of 0.98 indicating those deviating responses from the
statement. This implies that activities of UNBS are interlinked and are sequenced
systematically to facilitate the value chain. Time scheduling is used to monitor turnaround
time of the different processes used to offer services.
Table 4.5: Correlation matrix for Strategic direction and Performance of Public
Organizations at Uganda National Bureau of Standards
Strategic Direction Performance of Public
Organizations
Strategic Direction Pearson Correlation 1 .702**
Sig. (2-tailed) .0001
N 103 103
Performance of Pearson Correlation .702** 1
Public Sig. (2-tailed) .0001
Organizations N 103 103
Source: Primary Data (2023) **. Correlation is significant at the 0.01 level (2-tailed).
Pearson correlation results as presented in table 4.5 depicts a strong positive relationship
between Strategic Direction and Performance of Public Organizations at Uganda National
Bureau of Standards (r = .702). The study results further indicated a significant statistical
relationship between the study variables given that p-value (p=.000<0.05). Hence, the results
have confirmed that Strategic Direction has positive significant relationship with
Performance of Public Organizations at Uganda National Bureau of Standards. Therefore the
alternative hypothesis has stated in chapter one is held

45
 H1: There is a significant relationship between Strategic Direction and Performance
of Public Organizations at Uganda National Bureau of Standards.
4.4.3 Strategy communication and Performance of Public Organizations at UNBS
The statements on Strategy communication were structured basing on the objectives of the
study. Items were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2
= Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and
analysed basing on seven (07) statements, which are statistically tabulated and presented in
the table below with the frequencies and percentages according to the responses collected.
Table 4.6: Opinions of respondent on Strategy communication at UNBS
Statements [Percentage (%) /Frequency] Mean SD
SD D ND A SA
UNBS has carried out surveys 10% 25% 15% 46% 02% 3.43 1.03
(11) (26) (16) (47) (03)
Surveys have increased operational 9% 47% 11% 29% 4% 3.15 1.08
efficiency (10) (48) (12) (30) (5)
Surveys have increased cost 02% 31% 04% 60% 02% 3.84 0.99
effectiveness (01) (32) (05) (62) (03)
UNBS has organized team meetings 9% 25% 7% 46% 02% 3.34 0.89
(10) (26) (08) (48) (01)
Team meetings have increased quality 35% 15% 05% 40% 15% 3.45 1.12
service delivery (36) (15) (05) (41) (16)
Team meetings have increased 9% 15% 23% 41% 9% 3.44 0.89
operational efficiency (10) (16) (24) (43) (10)
Workshops have increased cost 18% 15% 00% 41% 23% 3.54 0.89
effectiveness (19) (16) (00) (43) (24)
Source: Primary Data, (2023)
Table 4.6 presents a statement as to whether UNBS has carried out surveys, 11(10%) strongly
disagreed, 26(25%) disagreed, 16(15%) were not sure, 47(46%) agreed statement, whereas
03(02%) disagreed. The mean of 3.43 indicated those who were fairly satisfied with the
statement and the standard deviation of 1.03 indicate those deviating responses.
UNBS does not conduct regular surveys. However, the limited surveys
conducted have been used to obtain feedback from clients and staff on the
areas for improvement. The results of the feedback are analysed and where

46
 applicable incorporated in the work plans, budgets and strategies
(KII/002/14th/10/2023)
As to whether Surveys have increased operational efficiency, 10(09%) strongly disagreed,
48(47%) disagreed, 12(11%) were not sure whereas 30(29%) agreed and 05(04%)
respectively. The mean of 3.55 indicated those who were satisfied with the statement and the
standard deviation of 1.08 indicated those with deviating responses from the statement.
As to whether Surveys have increased cost effectiveness, 01(02%) strongly disagreed,
32(31%) disagreed, 05(04) were not sure, 62(60%) agreed, whereas 62(60%) agreed. The
mean of 3.84 indicated those respondents who were satisfied with the statement and the
standard deviation of 0.99 indicated those with deviating responses.
Findings further revealed that as to whether UNBS has organized team meetings, 10(09%)
strongly disagreed, 26(25%) disagreed, 08(07%) were not sure, 48(46%) agreed whereas
01(02%) strongly agreed respectively. The mean of 3.34 indicated those who were fairly
satisfied with the statement and the standard deviation of 0.89 indicated those with deviating
responses. This implies that communication in meeting enhances Performance of Public
Organizations This is because frequent open communication builds increasing levels of trust
between the organization and employees. As the trust grows stronger, it can result in good
relations between the organization and employees which enhances cooperation, prevents or
reduces labour unrest and increases individual employee responsibility and ownership for
their own performance. The findings are supported by the key informant who asserts that:
Team meetings at UNBS generate ideas that must be analysed by management
and staff to improve organisational performance. Team meetings are used for
information flow between the different levels of the organisation. They are
also used to obtain feedback between the different levels of the organisation
(KII/001/16th/10/2023)

On the statement team meetings have increased quality service delivery, 36(35%) strongly
disagreed, 15(15%) disagree, 05(05%) were not sure, 41(40%) agreed whereas 16(15%)
strongly agreed, respectively. The mean of 3.45 indicated those who were fairly satisfied with
the statement and standard deviation of 1.12 indicated those with deviating responses. This
implies that team meetings are also an effective way to help the team understand its
objectives, goals and responsibilities and this helps individual employees understand how
they fit into the bigger picture.
As to whether Team meetings have increased operational efficiency, 10(09%) strongly

47
disagreed, 16(15%) disagreed, 24(23%) were not sure, 43(41%) agreed while
10(09%).agreed, The mean of 3.44 indicate those who were fairly satisfied with the statement
and that standard deviation of 0.89 indicate those with deviating responses from the
statement. This implies that team meetings are also an effective way to help the team
understand its objectives, goals and responsibilities and this helps individual employees
understand how they fit into the bigger picture.
As to whether workshops have increased cost effectiveness, 19(18%) strongly disagreed,
16(15%) disagreed, 00(00%) were not sure, 43(41%) agreed whereas 24(23%) strong agreed.
The mean of 3.54 indicate those who were fairly satisfied with the statement and that
standard deviation of 0.89 indicate those with deviating responses from the statement. The
findings are supported by the key informants who assert that:
Workshops are used for brainstorming. This is where various ideas are
generated targeting performance. Workshops create a think tank
(KII/002/16th/10/2023)

Table 4.7: Pearson Correlation for Strategy communication and Performance of Public
Organizations in Uganda National Bureau of Standards

Strategy Performance of
communication Public
Organizations
Strategy Pearson Correlation 1 .669**
communication Sig. (2-tailed) .0001
N 103 103
Performance of Public Pearson Correlation .669** 1
Organizations
Sig. (2-tailed) .0001
N 103 103
*Correlation is significant at 0.01 level (2-tailed)
Pearson correlation results as presented in table 4.7 depicts a strong positive relationship
between Strategy communication and Performance of Public Organizations in Uganda
National Bureau of Standards (r = .669). The study results further indicated a significant
statistical relationship between the study variables given that p-value (p=.000<0.05). Hence,
the results have confirmed that Strategy communication has positive significant relationship
with Performance of Public Organizations at Uganda National Bureau of Standards.
Therefore the alternative hypothesis has stated in chapter one is held
H2: There is a significant relationship between strategy communication and Performance of
Public Organizations at Uganda National Bureau of Standards.

48
4.4.4 Strategy reporting and Performance of Public Organizations at UNBS
The items on strategy reporting were structured basing on the objectives of the study. Items
were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 = Disagree,
3 = Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analyzed basing
on seven (07) items, which are statistically tabulated and presented in Table 4.8 below with
the frequencies and percentages according to the responses collected.
Table 4.8: Opinions of respondents on Strategy reporting at UNBS
Variable (N=103) [Percentage (%)/Frequency] Mean SD
SD D NS A SA
UNBS has carried out data collection 17% 10% 04% 14% 54% 3.52 1.28
(18) (11) (04) (14) (56)
Data collection has increased 06% 27% 07% 50% 08% 3.50 1.01
operational efficiency (07) (28) (08) (51) (09)
Data collection has increased cost 11% 02% 13% 07% 64% 3.68 0.99
effectiveness (12) (03) (14) (08) (66)
UNBS has carried out data analysis 05% 12% 02% 51% 29% 3.49 0.80
(06) (13) (01) (53) (30)
Data analysis has increased quality 06% 07% 25% 52% 07% 3.57 1.00
service delivery (07) (08) (26) (54) (08)
UNBS has established reporting 10% 29% 00% 49% 14% 3.50 1.03
timeframe (11) (30) (00) (50) (14)
Source: Primary Data, (2023)
With reference Table 4.8, as to whether UNBS has carried out data collection, 18(17%)
strongly disagreed, 11(10%) disagreed, 04(04%) were not sure, 14(14%) agree whereas
56(54%) agreed, 14% of the respondents agreed with the statement whereas 10% and 17% of
the respondents disagreed with the statement respectively. The mean of 3.52 indicated those
who agreed with the statement respectively and the standard deviation of 1.28 indicated those
with deviating responses from the statement. The results imply that the programme has data
collection methods in place used to collect data to measure progress of project objectives.
These have practical procedures for verifying consistence, accuracy and completeness of data
and staff endeavour to adequately follow and implement review checks. The findings are
supported by the views of the key informant who revealed that:
All data collection methods by used are checked before entering them in STEP
system, then gaps can be detected and corrected before data is entered, and

49
 all reports developed by implementing staff in the cluster are reviewed and
review tools with comments shared with staff (KII/005/12/02/2023).
On the statement data collection has increased operational efficiency, 07(06%) strongly
agreed, 28(27) disagreed, 08(07%), were not sure, 51(50%) agreed whereas 09(08%) strongly
agreed respectively. The mean of 3.50 indicate those who were satisfied with the statement
and standard deviation of 1.01 indicated those with deviating responses. This implies that
having the right information at their fingertips, staff can make informed choices, identify
areas for improvement, and take proactive actions to drive better organizational outcomes.
Findings further indicate that data collection has increased cost effectiveness 12(11%)
strongly disagreed with the statement, 03(02%) disagreed, 14(13%) were not sure, 08(07%)
agreed whereas 66(64%) strongly agreed,. The mean of 3.68 indicate those who were
satisfied with the statement and standard deviation 0.99 indicated those with deviating
responses.
On the statement UNBS has carried out data analysis, 06(05%) strongly disagreed, 13(12%)
disagreed, 01(02%) were not sure, 53(51%) agreed, whereas 30(29%) strongly agreed. The
mean of 3.49 indicate those who were not satisfied with statement and standard deviation of
0.80 indicate those with deviating responses. This implies that management is also able to
explore various alternatives and analyse the possible results before making decisions and
commitments
As to whether data analysis has increased quality service delivery, 07(06%) strongly
disagreed, 08(07%) disagreed, 26(25%) were not sure, 54(52%) agreed whereas 08(07%)
strongly agreed respectively. The mean of 3.57 indicated those who were satisfied with
statement and the standard deviation of 1.00 indicate those with deviating responses. As to
whether UNBS has established reporting timeframe, 11(10%) strongly disagreed, 30(29%)
disagreed, 00(00%) were not sure, 50(49%) agreed whereas 14(14%) agreed respectively.
The mean of 3.50 indicate those who were fairly satisfied with the statement and standard
deviation of 1.03 indicate those with deviating responses from the statement. This implies
that reporting time frame enables UNBS to periodically monitor performance and take timely
corrective action.The findings are supported by the key informant who asserts that:
Data analysis enables profiling of strategies and risks. Management is able to
use the analysis to prioritize resources that enhance performance
(KII/005/12/02/2023).
Table 4.9: Pearson Correlation Coefficient for Strategy reporting and Performance of
Public Organizations at Uganda National Bureau of Standards

50
 Correlation coefficients
Strategy Performance of
reporting Public Organizations

Strategy reporting Pearson correlation 1 .569

Sig.(2-tailed) .000*
N 103 103
Performance of Pearson correlation .569 1
Public Organizations
Sig.(2-tailed) .000*
N 103 103
*Correlation is significant at 0.01 level (2-tailed)
Pearson correlation results as presented in table 4.9 depicts a strong positive correlation
between Strategy reporting and Performance of Public Organizations in Uganda National
Bureau of Standards (r=.569). The study results further indicated a significant statistical
relationship between the study variables given that p-value (p=.000<0.05). Hence, the results
have confirmed that Strategy reporting has positive significant relationship with Performance
of Public Organizations at Uganda National Bureau of Standards. Therefore the alternative
hypothesis has stated in chapter one is held.
H3: There is a significant relationship between Strategy reporting and Performance of
Public Organizations at Uganda National Bureau of Standards.

51
 CHAPTER FIVE
SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATION
5.1 Introduction
This study focused on the relationship between strategy execution and performance of public
organizations in Uganda: A case of UNBS. This chapter presents a summary, discussion of
findings, conclusions and recommendations made by the study, and all these are in line with
the research objectives which include; (1) to examine the relationship between Strategic
Direction and Performance of Public Organizations at UNBS, (2) to examine the relationship
between strategy communication and Performance of Public Organizations at UNBS and (3)
to examine the relationship between strategy reporting and Performance of Public
Organizations at UNBS.
5.2 Summary of the study findings
This section provides a summary to the study findings according to research objectives which
include, examining Strategic Direction and Performance of Public Organizations at UNBS, to
establish Strategy communication and Performance of Public Organizations at UNBS and to
determine Strategy reporting and Performance of Public Organizations at UNBS.
5.2.1 Strategic Direction and Performance of Public Organizations at UNBS.
The results indicate the results as presented in table 4.8 depicts a strong positive relationship
between Strategic Direction and Performance of Public Organizations at Uganda National
Bureau of Standards (r = .702). The study results further indicated a significant statistical
relationship between the study variables given that p-value (p=.000<0.05). Hence, the results
have confirmed that Strategic Direction has positive significant relationship with
Performance of Public Organizations at Uganda National Bureau of Standards. Therefore the
alternative hypothesis has stated in chapter one is held.
H1: There is a significant relationship between Strategic Direction and Performance
of Public Organizations at Uganda National Bureau of Standards.
5.2.2 Strategy communication and Performance of Public Organizations at UNBS.
The results indicate the Pearson correlation results as presented in table 4.10 depicts a strong
positive relationship between Strategy communication and Performance of Public
Organizations in Uganda National Bureau of Standards (r = .669). The study results further
indicated a significant statistical relationship between the study variables given that p-value
(p=.000<0.05). Hence, the results have confirmed that Strategy communication has positive
significant relationship with Performance of Public Organizations at Uganda National Bureau
of Standards. Therefore the alternative hypothesis has stated in chapter one is held.

52
H2: There is a significant relationship between strategy communication and Performance of
Public Organizations at Uganda National Bureau of Standards.

The study found out that strategy communication had a positive influence on performance of
UNBS. Effective and constant communication of strategies to stakeholders through deliberate
communication programs and diversifying the communication channels yielded to success of
the UNBS external and internal activities. Nonetheless, giving feedback and constant
communication amongst the employees did not have a considerable impact in enhancing
performance.

5.2.3 Strategy reporting and Performance of Public Organizations at UNBS.

The results indicate the Pearson correlation results as presented in table 4.12 depicts a strong
positive correlation between Strategy reporting and Performance of Public Organizations in
Uganda National Bureau of Standards (r=.569). The study results further indicated a
significant statistical relationship between the study variables given that p-value
(p=.000<0.05). Hence, the results have confirmed that Strategy reporting has positive
significant relationship with Performance of Public Organizations at Uganda National Bureau
of Standards. Therefore the alternative hypothesis has stated in chapter one is held.
H3: There is a significant relationship between Strategy reporting and Performance of
Public Organizations at Uganda National Bureau of Standards.
5.3 Discussion of results
This section presents discussion of results according to research objectives
5.3.1 Strategic Direction and Performance of Public Organizations at UNBS
The results indicated a strong positive relationship between Strategic Direction and
Performance of Public Organizations at Uganda National Bureau of Standards (r = .702). The
findings are in agreement with Ntoiti and Makau (2022) who indicated that organization’s
strategic direction is embedded in its strategic vision and mission statements. Therefore
strategic vision and mission is the starting point in formulating and implementing the firm’s
strategies. The firm’s strategic vision provides the logical reason for future plans and
directions of the organization. It aims the organization in a particular direction while
providing a long term strategic direction to follow in line with the aspirations of
shareholders.The study findings on the relationship between strategy execution and
performance of public organizations at UNBS are supported by Hyginus and Lazarus (2020)
who carried out a study based on the importance of capabilities for strategic direction and
performance management decision. This study found out that generic organizational

53
capabilities have a positive impact on strategy deployment and on the achievement of overall
performance. This study concluded that generic capability is one of the main drivers of
performance and firms seeking high overall performance would well be advised to ensure
that they actively consider their generic capabilities being the basis of their strategic
direction. These study findings on the relationship between strategy execution and
performance of public organizations at UNBS also contradict with Odita and Bello (2015)
who conducted a study on strategic intent and Performance of Public Organizations in the
banking sector in Nigeria. This study found that strategic direction is positively and
significantly related to Performance of Public Organizations. The study also revealed the
existence of a positive relationship between various dimensions of strategic direction such as
goals and objectives, mission and vision with the organization’s performance. Specifically,
the study found that the objectives component of the strategic direction accounted for 58%
variance in Performance of Public Organizations while mission and vision accounted for 47
and 19% variations in organization performance respectively.
The findings on the relationship between strategy execution and performance of public
organizations at UNBS are in agreement with Jakobsen and Jensen (2021) who indicated that
Goal setting can be transformational and trigger new behaviours that guide the firm’s daily
actions and gives employees clear purpose and direction. Setting goals provides a clear
purpose and helps create a measureable road map to success. Goal setting clarifies what
matters most in the organization. Goals also help the organization to use time effectively,
improve decision making, increase focus and make the organization more productive
(Kelman & Hong, 2020).
Goals provide the framework to organize time, energy and focus to the organization; Goals
motivate the organization to take action and provide a clear road map and path to follow each
day towards goal achievement (Akhtar, Ding & Ge, 2018). Goals provide specific
measurements and achievements to effort, which increases productivity. Setting goals
provides the framework to make measurable progress (Huselid, 2019). Monthly, quarterly
and annual goals give a target to shoot for and a measuring stick to track organizational
progress (Kim & Lee, 2020).
5.3.2 Strategy communication and Performance of Public Organizations at UNBS
The results indicate the Pearson correlation results as presented in table 4.10 depicts a strong
positive relationship between Strategy communication and Performance of Public
Organizations in Uganda National Bureau of Standards (r = .669). The findings on the
relationship between strategy execution and performance of public organizations at UNBS

54
are in agreement with Gregory, (2019) who indicated that survey can be used to question an
audience over a protracted period of time. Using an online service the manager can easily
create a set of queries and just continue to collect responses. At the same time, this will
reduce bias and allow make better business decisions from the information. Surveys can be
adjusted according to the new market environment without too much hassle. Surveys are
powerful tools when used correctly by the organization. They can help the organization
collect valuable information that can help improve the organization’s operations and generate
future direction for the organization. Surveys offer significant benefits for organization over
other forms of feedback collection tools that make them more valuable and offer better
information.
The findings on the relationship between strategy execution and performance of public
organizations at UNBS disagreed with Gore (2019) who indicated that when organized
efficiently, a team meeting can be one of the most powerful tools in the organization’s
workplace arsenal; it can enable closer collaboration, help with brainstorming and facilitate
communication with the whole team. Team meeting allows all the members of the unit or
organization to convene, communicate and collaborate on shared objectives. To run an
effective team meeting, take the time to evaluate needs and plan accordingly. Regular team
meetings are a great way to develop team alignment. Findings further revealed that when
people connect frequently they are more in sync with what they are working toward together
and each of their roles in that mission.
The study findings on the relationship between strategy execution and performance of public
organizations at UNBS are in agreement with Brewer and Walker (2019) who revealed that
workshop may introduce a new idea, inspire participants to further explore it on their own, or
may illustrate and promote actual process practice. It is a great way to teach hands-on skills
as it gives learners an opportunity to try out new methods and fail in a safe environment.
Some of the most valuable experiences a professional can have are when he or she attends a
workshop. Brewer (2020) also revealed that workshop gives you as the professional the best
opportunity to meet other people who share your interests. It is always a pleasure to meet
someone with the same enthusiasm that you do. Attending a workshop is a great way to meet
other people in your area with shared interests. It is not, of course, a guarantee that a
friendship will flourish but it never hurts trying. You will at least be able to find a friend and
somebody who knows your "talk shop," as it were for instance to discuss matters concerning
your work.

55
5.3.3 Strategy reporting and Performance of Public Organizations at UNBS
The results indicate the Pearson correlation results as presented in table 4.12 depicts a strong
positive correlation between Strategy reporting and Performance of Public Organizations in
Uganda National Bureau of Standards (r=.569). The findings on the relationship between
strategy execution and performance of public organizations at UNBS are supported by
Cummings and Anton, (2019) who asserts that when senior management and employees are
sharing the same information, there is better communication between them to identify
problems areas and find mutually agreeable solutions. In addition, governments and other
public sector organizations are able to share statistics and progress reports. This is one of the
most important benefits because having the data readily available and clearly communicating
it builds trust in organization and efforts to drive better organizational outcomes. Good
management reporting system promotes cross-functional cooperation across departments and
helps decrease any duplication efforts among team members. Automated reports also save
employees countless hours of sifting through mounds of paperwork in search for data and
results.
The findings on the relationship between strategy execution and performance of public
organizations at UNBS contradict Ferris, Frink and Hopper (2020) who revealed that without
an effective, functional management reporting system managers are often relying on their
experience alone and employees don’t have a clear sense of direction. Better availability of
information reduces uncertainty and lets managers make decisions based on reliable data.
Good reporting system helps management achieve maximum effectiveness before program or
project reaches crisis level. Management is also able to explore various alternatives and
analyse the possible results before making decisions and commitments. Management
reporting system is essential for any public sector organization that is serious about
improving the performance of their organization.
Reporting system helps to ensure that everyone in your organization has access to accurate
and up-to-date performance data (Favero & Bullock, 2019). Real-time dashboards, both
internal and public facing, as well as customizable (and attractive) reports enable easier data-
driven decision making for frontline workers, department heads, and elected officials. By
having the right information at their fingertips, staff can make informed choices, identify
areas for improvement, and take proactive actions to drive better organizational and
community outcomes (Eisenhardt, 2019).

56
5.4 Conclusions
5.4.1 Strategic Direction and Performance of Public Organizations at UNBS
The study concluded that Strategic Direction and Performance of Public Organizations have a
significant positive relationship. This means that Strategic Direction has a positive effect on
Performance of Public Organizations at UNBS. The study concludes that objective setting
practices provides the foundation for effective decision making and performance of the
organization.

5.4.2 Strategy communication and Performance of Public

Organizations at UNBS
Despite the fact that communication influenced performance, it was noted that to a larger
extent there was no effective communication practices in the organization. The study
concluded that strategy communication and Performance of Public Organizations have a
significant positive relationship. It is further concluded that. Furthermore concluded is that
rigidity of the structure that supported top down communication rather than two way
approach of communication affected feedback among workers of new strategies adopted.
5.4.3 Strategy reporting and Performance of Public Organizations at UNBS
The study concludes that strategy reporting influences organization performance. It is
important, particularly for those responsible for collecting and sharing information for the
strategy execution that they understand the rationale behind the system and their role in it.
Further concluded is that training of staff enhances their understanding of strategy execution
processes.
5.5 Recommendations
The conclusion drawn in the previous section (5.4) of this study provided a basis upon which
recommendations are being made according to the study objectives.
5.4.1 Recommendation for policy implementation
5.5.1 Strategic Direction and Performance of Public Organizations at UNBS
The study also recommends that strategy implementation policies should be re-evaluated to
enhance performance of institutions and to align policies with stakeholder demands and the
emerging trends in implementation of strategies. Again the study recommends that specific
ministries should evolve comprehensive structures on which relevant institutions under them
can anchor implementation policies in tandem with their strategic objectives.
It is also recommended that UNBS top management considers adopting practices such as
allocating more resources to physical and human resources proportionate to the team

57
executing the strategy. UNBS needs to lobby for more resources from government and
development partners. Deliberate programs and collaborative projects involving stakeholders
in development of strategies should be considered for better implementation of strategies.
5.5.2 Strategy communication and Performance of Public Organizations at UNBS
The study found out that even though communication influenced organization performance,
to a larger extent structures adopted discouraged two-way communication. Therefore, this
study recommends that UNBS should review the organization structure and adopt a more
efficient and effective structures that encourage two-way communication approach for
effective strategy implementation and organization performance.
It is recommended that organizations should adopt organic structures which promote
information sharing, teamwork and coordination of activities to enhance their performance
5.5.3 The effect of Strategy reporting on Performance of Public Organizations
The study furthermore recommends that training help implementers and other data collector
to understand questions like “who this is all for who are we gathering information for, how
do we expect they used this information and why have we decided to gather the information
in the ways that we have”.
There is need for data audit. This should entail the review of strategy reporting to address
needs arising from the use of software for analysis and allow for adjustments of monitoring
and evaluation plan when the approach changes.
An information system should be tailor-made in order to make it more user-friendly to data
clerks and should be updated as and when data is collected. It should be easy to store and
retrieve information and perform data analyses.
The study recommends that effective planning be put in place by the Strategy execution team
and management. A Strategy execution team member should ensure that their Strategy
execution aligns with the organizational objectives.
5.6 Recommendations for Further Research
Previous studies suggest the importance of gender diversity in top management for
performance of organisations; however, this variable was not tested in this study and is
therefore an opportunity for further investigation to ascertain the difference in organisational
performance on the basis of gender representation in top leadership positions. It is of interest
to ascertain why this is the case. Further, though this study considered strategic leadership,
which is informed by Strategic Leadership Model, and aspects of transformational leadership,
there are needed to conduct more studies based on other leadership constructions such as
virtuous leadership.

58
5.7 Limitations of the study
The study adopted cross-sectional research design to establish the problem that was under
investigation. However, future studies should seek to adopt longitudinal and exploratory
research design to investigate similar problems in the same context or other contexts. The
study adopted a cross sectional However, future studies should seek adopt longitudinal or
case study research designs to collect information from finite population.

59
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 APPENDICES
APPENDIX I: QUESTIONNAIRE FOR OPERATION STAFF AT UNBS

Dear respondent
I am Innocent Giboni Majeme a student at Uganda Management Institute pursuing a master’s
degree in Public Administration. I am carrying out a research study entitled “Strategy
Execution and Performance of Public Organizations at UNBS”. You are among the
respondents randomly selected to provide information. You are kindly requested to respond
to the questions by ticking the appropriate box or you can write a brief statement where
applicable. The information provided was kept confidential and will only be used for
academic purposes.

PART A: BIO DATA OF THE RESPONDENTS

Please tick (√) the box that matches your answer to the questions and give the answers in the
spaces provided as appropriate.
1. Gender of Respondent
Female [ ] Male [ ]
2. Respondent’s Age
20 to 29 years [ ] 30 to 39 years [ ] 40 to 49 years [ ] 50 and above years [ ]
3. Please indicate your highest level of Education:
Masters [ ] Bachelors [ ] Diploma [ ] Certificate [ ] Others [ ]
4. How long have you worked at UNBS?
1- 4years [ ] 5 – 9 years [ ] 10 -14 years [ ] 15 and above years [ ]

PART B: Performance of Public Organizations, Strategic Direction, Communication

and Reporting
This part comprises of four sections providing questions pertaining to the research variables.
Please indicate by ticking according to the scale below your order of preference. Using a
Likert scale of 1 – 5 to rate the following alternatives from A – I where 1 – Strongly
Disagree (SD), 2 – Disagree (D), 3- Not Sure (NS), 4 - Agree (A) and 5 - Strongly Agree
(SA). Please kindly tick where appropriate

67
 SECTION A: PERFORMANCE OF PUBLIC RANKING
ORGANIZATIONS
SD D NS A SA
1 2 3 4 5
a) UNBS has registered an increase in operational efficiency
b) UNBS has offered its services in time
c) UNBS has offered quality services to the public
d) UNBS has complied with quality international standards
e) UNBS has registered cost effectiveness
f) UNBS has responded to needs of its clients in time
g) UNBS has registered an increase in value for money
h) UNBS has incurred cost reduction
SECTION B: STRATEGIC DIRECTION SD D NS A SA
1 2 3 4 5
Vision
a) UNBS has set processes to be followed by the leadership team
as far as Performance of Public Organizations is concerned
b) Resource planning has increased operational efficiency
Mission
c) UNBS has a description of where it is going and what it will
look like when it gets there as regards Performance of Public
Organizations
d) UNBS leadership sets timeline for performance target
completion and has reached its milestones
e) Time scheduling has increased operational efficiency
Objectives or Goals
f) UNBS has carried out goal setting
g) Goal setting has increased quality service delivery
h) UNBS sets attainable, time-bound and specific objectives to
be achieved as regards Performance of Public Organizations
i) The goals set by the leadership team of UNBS helps achieve
Performance of Public Organizations
SECTION C: STRATEGY COMMUNICATION SD D NS A SA

68
 1 2 3 4 5
Surveys
a) UNBS has carried out surveys
b) Surveys have increased operational efficiency
c) Surveys have increased cost effectiveness
Team meetings
d) UNBS has organized team meetings
e) Team meetings have increased quality service delivery
f) Team meetings have increased operational efficiency
Workshops
g) UNBS has organized workshops
h) Workshops have increased cost effectiveness
SECTION D: Strategy Reporting SD D NS A SA
1 2 3 4 5
Data collection
a) UNBS has carried out data collection
b) Data collection has increased operational efficiency
c) Data collection has increased cost effectiveness
Data analysis
d) UNBS has carried out data analysis
e) Data analysis has increased quality service delivery
f) Data analysis has increased operational efficiency
Reporting timeframe
g) UNBS has established reporting timeframe
h) Reporting timeframe has increased quality service delivery

Thank you for your cooperation

69
 APPENDIX II: INTERVIEW GUIDE FOR TOP MANAGEMENT AT UNBS
Dear respondent,
I am Innocent Giboni Majeme a student at Uganda Management Institute pursuing a master’s
degree in Public Administration. I am carrying out a research study entitled “Strategy
Execution and Performance of Public Organizations at UNBS”. You are among the
respondents purposively selected to provide information and the information provided was
kept confidential and will only be used for academic purposes. This interview will take only
30 minutes.
Part A: Strategic direction and Performance of Public Organizations
i. How has resources planning contributed to Performance of Public Organizations at
UNBS?
ii. How has time scheduling contributed to Performance of Public Organizations at
UNBS?
iii. How has goal setting contributed to Performance of Public Organizations at UNBS?
Part B: Communication and Performance of Public Organizations
i. How have surveys contributed to Performance of Public Organizations at UNBS?
ii. How have team meetings contributed to Performance of Public Organizations at
UNBS?
iii. How have workshops contributed to Performance of Public Organizations at UNBS?
Part C: Reporting and Performance of Public Organizations
i. How has data collection contributed to Performance of Public Organizations at
UNBS?
ii. How has data analysis contributed to Performance of Public Organizations at UNBS?
iii. How has reporting timeframe contributed to Performance of Public Organizations at
UNBS?
Thank you for your cooperation

70
 APPENDIX III: DOCUMENTARY REVIEW CHECKLIST
The study will review the following documents from the UNBS
i. Evaluation Reports,
ii. Strategic reports,
iii. Annual performance report

71
 APPENDIX IV: TABLE DETERMINING SAMPLE SIZE FROM A GIVEN
POPULATION
N S N S N S N S N S
10 10 100 80 280 162 800 260 2800 338
15 14 110 86 290 165 850 265 3000 341
20 19 120 92 300 169 900 269 3500 246
25 24 130 97 320 175 950 274 4000 351
30 28 140 103 340 181 1000 278 4500 351
35 32 150 108 360 186 1100 285 5000 357
40 36 160 113 380 181 1200 291 6000 361
45 40 180 118 400 196 1300 297 7000 364
50 44 190 123 420 201 1400 302 8000 367
55 48 200 127 440 205 1500 306 9000 368
60 52 210 132 460 210 1600 310 10000 373
65 56 220 136 480 214 1700 313 15000 375
70 59 230 140 500 217 1800 317 20000 377
75 63 240 144 550 225 1900 320 30000 379
80 66 250 148 600 234 2000 322 40000 380
85 70 260 152 650 242 2200 327 50000 381
90 73 270 155 700 248 2400 331 75000 382
95 76 270 159 750 256 2600 335 100000 384
Note: “N” is population size
“S” is sample size.
Krejcie, Robert V., Morgan, Daryle W., “Determining Sample Size for Research Activities”,
Educational and Psychological Measurement, 1970.

72
APPENDIX V: UMI LETTER FOR DATA COLLECTION

74
APPENDIX VI: MAP OF STUDY AREA

75
APPENDIX VII: ANTI-PLAGIARISM REPORT

76