PROCUREMENT PRACTICES ON THE INSTITUTIONAL PERFORMANCE: A CASE

OF UGANDA NATIONAL BUREAU OF STANDARDS (UNBS)

BY

EVA ALUPO

18/MPP/KLA/WKD/0006

A DISSERTATION SUBMITTED TO THE SCHOOL OF MANAGEMENT SCIENCE IN

PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF A

MASTERS DEGREE IN PUBLIC PROCUREMENT MANAGEMENT OF

UGANDA MANAGEMENT INSTITUTE

OCTOBER, 2022
 DECLARATION

I, ALUPO EVA Reg No: 18/MPP/KLA/WKD/0006, declare that this dissertation entitled

“Procurement practices on the institutional performance: a case of Uganda National Bureau of

Standards (UNBS)” is my own original work and has not been presented and will not be

presented to any other institution for any academic award where other people’s work has been

used, this has been duly acknowledged.

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

EVA ALUPO

18/MPP/KLA/WKD/0006

i
 APPROVAL

This is to certify that this dissertation by ALUPO EVA Reg NO 18/MPP/KLA/WKD/0006

entitled, “Procurement practices on the institutional performance: a case of Uganda National

Bureau of Standards (UNBS)” has been submitted for examination with our approval as Institute

supervisors.

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

Dr. EDGAR KATESHUMBWA MWESIGYE

SUPERVISOR

Uganda Management Institute

Dr. ALEX NDUHURA

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

SUPERVISOR

Uganda Management Institute

ii
 DEDICATION

This dissertation is dedicated to my family members most especially my dear husband, children,

sponsor (Christine Dallman), my immediate supervisors as well as UNBS for their financial

support and moral encouragement.

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 ACKNOWLEDGEMENT

I am deeply indebted to my research supervisors Dr. Edgar Kateshumbwa Mwesigye and Dr.

Alex Nduhura for their patience with my inadequacies as they guided me throughout the whole

research process. Without your parental and professional input, this research would have been

difficult to elevate to its current level.

I acknowledge with gratitude the contributions and co-operation made by the respondents from

Uganda National Bureau of Standards (UNBS) 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 who dealt with secretarial work and

those who read through the questionnaires and perfected the draft report.

I deeply treasure the contributions of all the above persons 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...................................................................................................................x

LIST OF FIGURES................................................................................................................xi

LIST OF ACROYMNS.........................................................................................................xii

ABSTRACT............................................................................................................................xii

CHAPTER ONE.......................................................................................................................1

INTRODUCTION....................................................................................................................1

1.1 Introduction..........................................................................................................................1

1.2 Background to the study.......................................................................................................2

1.2.1 Historical Background......................................................................................................2

1.2.2 Theoretical Background....................................................................................................4

1.2.3 Conceptual Background....................................................................................................5

1.2.4 Contextual background.....................................................................................................6

1.3 Statement of the problem.....................................................................................................8

1.4 General Objective.................................................................................................................9

1.4.1 Specific Objectives............................................................................................................9

1.5 Research Questions..............................................................................................................9

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1.6 Hypothesis of the study........................................................................................................9

1.8 Conceptual Framework........................................................................................................9

1.9 Justification of the study....................................................................................................11

1.10 Significance of study........................................................................................................12

1.11 Scope of the study............................................................................................................13

1.11 Geographical scope..........................................................................................................13

1.11.2 Time Scope....................................................................................................................13

1.11.3 Content Scope...............................................................................................................13

1.12 Operational Definition of key phrases.............................................................................14

CHAPTER TWO...................................................................................................................16

LITERATURE REVIEW......................................................................................................16

2.1 Introduction........................................................................................................................16

2.2 Theoretical Review............................................................................................................16

2.3 Review of related literature................................................................................................18

2.3.1 Procurement planning and institutional performance.....................................................18

2.3.2 Solicitation Planning and institutional performance......................................................21

2.3.3 Contract Management and institutional Performance....................................................24

2.4 Summary of the Literature Review....................................................................................27

CHAPTER THREE...............................................................................................................28

RESEARCH METHODOLOGY.........................................................................................28

3.1 Introduction........................................................................................................................28

3.2 Research Design.................................................................................................................29

3.3 Study Population................................................................................................................29

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3.4 Determination of the Sample Size......................................................................................29

3.5 Sampling strategies and method.........................................................................................30

3.6 Data Collection Methods....................................................................................................31

3.6.1 Questionnaires.................................................................................................................31

3.6.2 Interview Method............................................................................................................32

3.6.3 Documentary Review......................................................................................................33

3.7 Data Collection Instruments...............................................................................................33

3.7.1 Questionnaires manual....................................................................................................33

3.7.2 Interview Guide...............................................................................................................34

3.7.3 Documentary Review Checklist......................................................................................34

3.8 Data Quality Control..........................................................................................................35

3.8.1 Validity of tools...............................................................................................................35

3.8.2 Reliability of tools...........................................................................................................36

3.9 Data Collection Procedures................................................................................................36

3.10 Data Analysis...................................................................................................................37

3.10.1 Quantitative data analysis.............................................................................................37

3.10.2 Qualitative data analysis...............................................................................................37

3.11 Measurement of Variables...............................................................................................38

3.12 Ethical considerations......................................................................................................39

CHAPTER FOUR..................................................................................................................40

PRESENTATION, DISCUSSION, AND ANALYSIS OF FINDINGS............................40

4.1 Introduction........................................................................................................................40

4.2 Response Rate....................................................................................................................40

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4.3 Background Information....................................................................................................40

4.3.1 Age of Respondents........................................................................................................41

4.3.2 Gender of respondents.....................................................................................................41

4.3.4 Education Level of the Respondent................................................................................42

4.3.5 Employment Status.........................................................................................................43

4.3.6 Working Experience........................................................................................................44

4.4 Findings per Objective.......................................................................................................44

4.4.1 Descriptive Statistics on procurement planning and Institutional performance.............45

4.4.2 Descriptive Statistics on solicitation planning and Institutional performance................49

4.4.3 Descriptive findings on Contract management and institutional performance...............53

4.5 Institutional performance...................................................................................................59

CHAPTER FIVE....................................................................................................................64

SUMMARY, DISCUSSIONS, CONCLUSIONS, AND RECOMMENDATIONS..........64

5.1 Introduction........................................................................................................................64

5.2 Summary of the Study........................................................................................................64

5.2.1 Procurement planning and institutional performance at UNBS......................................64

5.2.2 Solicitation planning and institutional performance at UNBS........................................64

5.2.3 Contract management and institutional performance at UNBS......................................65

5.3 Discussion of findings........................................................................................................65

5.3.1 Procurement planning and institutional performance at UNBS......................................65

5.3.2 Solicitation planning and institutional performance at UNBS........................................67

5.3.3 Contract management and institutional performance at UNBS......................................68

5.4 Conclusions........................................................................................................................69

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5.4.1 Procurement planning and institutional performance at UNBS......................................69

5.4.2 Solicitation planning and institutional performance at UNBS........................................70

5.4.3 Contract management and institutional performance at UNBS......................................70

5.5 Recommendations..............................................................................................................71

5.5.1 Procurement planning and institutional performance at UNBS......................................71

5.5.2 Solicitation planning and institutional performance at UNBS........................................72

5.5.3 Contract management and institutional performance at UNBS......................................72

5.6 Limitations of the study.....................................................................................................72

5.7 Areas recommended for further study................................................................................73

REFERENCES.......................................................................................................................74

APPENDENCES.......................................................................................................................i

APPENDIX 1: QUESTIONNAIRE FOR STAFF AT UNBS...............................................i

APPENDIX II: INTERVIEW GUIDE FOR KEY INFORMANTS..................................vi

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 LIST OF TABLES

TABLE 3.1: SAMPLE SIZE OF RESPONDENTS AND SAMPLING TECHNIQUE.......................................30

TABLE 3.2: RESULTS OF CONTENT VALIDITY FOR RESEARCH TOOLS............................................35

TABLE 3.3: RELIABILITY TEST RESULTS OF RESEARCH INSTRUMENTS..........................................36

TABLE 4.4: RESPONSE RATE...........................................................................................................40

TABLE 4.5: AGE OF RESPONDENTS.................................................................................................41

TABLE 4.6: GENDER OF RESPONDENTS..........................................................................................41

TABLE 4.7: WORKING EXPERIENCE................................................................................................44

TABLE 4.8: PEARSON CORRELATION RESULTS FOR PROCUREMENT PLANNING AND

INSTITUTIONAL PERFORMANCE...............................................................................................49

TABLE 4.9: SOLICITATION PLANNING AND INSTITUTIONAL PERFORMANCE..................................50

TABLE 4.10: PEARSON CORRELATION RESULTS FOR SOLICITATION PLANNING AND

INSTITUTIONAL PERFORMANCE...............................................................................................52

TABLE 4.11: CONTRACT MANAGEMENT AND INSTITUTIONAL PERFORMANCE..............................54

TABLE 4.12: PEARSON CORRELATION RESULTS FOR CONTRACT MANAGEMENT AND

INSTITUTIONAL PERFORMANCE...............................................................................................57

TABLE 4.13: MULTIPLE REGRESSION ANALYSIS FOR PROCUREMENT PRACTICES AND

INSTITUTIONAL PERFORMANCE..............................................................................................58

TABLE 4.14: INSTITUTIONAL PERFORMANCE.................................................................................60

LIST OF FIGURES

x
FIGURE 1.1: CONCEPTUAL FRAMEWORK OF THE EFFECT OF PROCUREMENT PRACTICES ON

INSTITUTIONAL PERFORMANCE...............................................................................................10

FIGURE 4.2: LEVEL OF EDUCATION...............................................................................................42

FIGURE 4.3: EMPLOYMENT STATUS...............................................................................................43

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 LIST OF ACROYMNS

B.O.M: Bill of Materials

BC Before Christ

CVI: Content Validity Index

GDP: Gross Domestic Product

MSI: Medium Scale Integration

OAG: Office of the Auditor General

PDU Procurement and Disposal Unit

PPDA: Public Procurement and Disposal Act

S.R.M: Supplier Relationship Management

TOR: Terms of Reference

UNBS: Uganda National Bureau of Standards.

USD: United States Dollar

xii
 ABSTRACT

The study focused on procurement practices and the institutional performance: a case of Uganda
national bureau of standards (UNBS). The study was guided by three research objectives namely;
to examine the effect of procurement planning on institutional performance at UNBS, to
determine the extent to which solicitation planning affects institutional performance at UNBS
and to determine the effect of contract management on institutional performance at UNBS. The
study adopted a cross section survey design where both quantitative and qualitative approaches
were used. In this study, out of the 188 questionnaires administered, 103 were returned correctly
filled representing 55%. Out of the 25 respondents that were targeted for interviews, only 15
were actually interviewed implying a response rate of 60%. The data was collected using
questionnaires and interviews, quantitative analysis was done using Pearson correlation
coefficients and qualitative analysis was done using content and thematic analysis.

Findings revealed that Pearson correlation results depicts a strong and positive correlation
(r=.522) procurement planning and institutional performance. The study results further indicated
a significant statistical relationship between the study variables given that p value (p=.000) is
less than 0.01 recommended level of significance. Pearson correlation results depicts a strong
and positive correlation (r=.522) between solicitation planning and institutional performance.
The study results further indicated a significant statistical relationship between the study
variables given that p value (p=.000) is less than at 0.01 recommended level of significance.
Pearson correlation results depicts a strong and positive correlation (r=.768) between contract
management and institutional performance. The study results further indicated a significant
statistical relationship between the study variables given that p value (p=.000) is less than at 0.01
recommended level of significance. It was recommended that there is a need for UNBS to put so
much emphasis on the formulation of procurement specifications and designs, and it should
ensure that they are effectively implemented as clearly stated in the procurement plan hence
attaining projects of the best quality, value for money and effective and efficient utilization of
budgeted funds. Basing on the study observations and conclusions, it is recommended that
UNBS needs to make sure that procurement planning, correct/accurate specifications and
contract management plans are well developed to guide the organization on improving on its
performance in all areas.

xiii
 CHAPTER ONE

INTRODUCTION

1.1 Introduction

Public procurement has become of much interest among the developing countries since the

1990s of which Uganda is among. After independence, trials have been made through the

Ugandan authorities to cope up with the weaknesses in public procurement through the

established order of economic and legal instruments. These encompass constitutional

amendments, legislative instruments, administrative commands and financial circulars. Public

procurement has become more interesting for a few of the growing nations since 1990 of which

Uganda is among.

The Government of Uganda enacted the Public Finance Act in 1964 that legalises the ministry of

Works and Public Service to deal with procurements of giant stores and place of business

materials for all Government entities. The inefficiencies that emerged due to the irregularities in

the acquirement of public services prompted the Central Tender Board to be in charge of

approving procurements that were above USD $1,000 so that institutional overall performance

and issuer shipping will be achieved. Hence, this study takes the initiative to understand the

relationship amongst procurement practices and institutional average overall performance at the

Uganda National Bureau of Standards. Therefore, in this study, the independent variable will be

the overall public procurement practices and the dependent variable can be institutional

performance. Each of these variables is conceptualized as indicated in the conceptual framework

in Figure 1.1. This chapter covers background of the study, statement of the problem, purpose of

the study, objectives, research questions, hypotheses, conceptual framework, significance,

justification, scope of the study, and operational definitions of the terms.

1
1.2 Background to the study

The background to the study included the historical background of the variables that is budgeting

and procurement, the theoretical background covering the theory will guide the study on the

contextual and conceptual backgrounds.

1.2.1 Historical Background

Institutional performance became vital during the expansion of business and industries in 1920

(Sigurdsson & McGee, 2015). The need for companies to maximize mass production and

operation efficiency made value supply chain risk management to become the focal point of

management in the World. Institutional performance is premised on how companies achieve set

objectives (Brethower’s, 1972). Companies within the supply value chain are required to monitor

their performance to achieve competitive advantage on the market (Fernanda, 2022).

Organizations are focused on creating performance by comparing projected aims such as

efficiency, liquidity and profitability against set targets. The need to maximize shareholder’s

wealth and profitability in the contemporary companies in the world supported implementation

of supply chain risk management in the transport and logistics companies to remain an on-going

concern.

In Africa, (Ogwang and Waweru, 2017) analysed improvements in open procurement at the

Continent. As indicated by those scholars, procurement in the public sector is a challenge to

various fundamental strategies, which can be expected to highlight flawlessly for strong

outcomes to be realised. A piece of those procedures comprises for call of assessment to decide

out longings for things and contributions that ought to be acquired. The second strategy is

planning simultaneously as pondering priority vote heads according to valuable asset

designation. Granting oversight and control of contracts to get the secured things added. It has

2
furthermore been figured out that the worldwide areas toward the south of the Sahara, have

persistently failed to meet expectations in contrast with various global areas in Africa in

appreciation to the prior strategies.

No matter the attempt with the valuable asset of the utilization of the states of nations, similar to

Kenya and improvement accomplices like World Bank to enhance widespread performance of

the procurement work, public procurement stays damaged with poor works but with awful

excellent articles and administrations (Onyango, 2014). Procurement as one of the middle

capacities of public organizations in Uganda has turned into a major dependent situation as use

on its methodologies has kept on being alarmingly unbalanced in government offices including

nearby state run administrations (Anane et al., 2019). Works procurement contracts have

unbalanced values than the materials and administrations contracts, which represent a top notch a

piece of the public spending plan. Reports recommend that the most unfortunate performing

contracts are those connected with works (PPDA, 2014). During the 2013/2015 Financial Year,

Ministry of Works and Transport required 478 days to assess a procurement right from inception

up to the last stage of getting the best bidder (Muhwezi and Ahimbisibwe, 2015).

Public entities in Uganda have been known for their poor performance and corruption, resulting

from non-adherence to procurement processes and procedures, poor resource utilization, poor

personnel management and training, inadequate payment and benefits (Naluyima, 2016). This

has led to increased contract values to Government and failure to achieve the intended objectives

of the procurements/contracts (Auditor General Report, 2015). As such some studies (Makabira

& Waiganjo (2014); Mairura & Ombui (2015) Nshemereirwe (2015) have observed that there is

a gap for research on procurement practices and Institutional performance. This has added

further developed settlement values to Government and inability to accomplish the planned

3
dreams of the procurements/contracts (Auditor General Report, 2015). As this kind of not many

exploration (Makabira and Waiganjo (2014); Mairura and Ombui (2015) Nshemereirwe (2015)

have set that there can be a gap for research on procurement planning and Institutional

performance. The effect of procurement practices on institutional performance in Government

agencies is the main purpose of the study basing on the case of UNBS.

1.2.2 Theoretical Background

This study was guided by the Stakeholder theory postulated by Edward Freeman in 1984. The

foremost assumption of the stakeholder theory is that an organization’s effectiveness is measured

through its capacity to meet the needs of both the external and internal stakeholders and

shareholders especially the ones that have a stake in the organisation (Atwijukire, 2015).

The Stakeholder Theory is a view of capitalism that stresses the interconnected relationships

among a commercial enterprise and its customers, suppliers, institution, investors, groups and

others who have a stake in the organization. The concept argues that a corporation needs to

create a price for all stakeholders, now no longer simply shareholders (Iregi & Kipkorir, 2022).

The theory focuses upon controlled selection making, explains how stakeholders attempt to

persuade institutional selection-making procedures to be steady with their wishes and priorities.

In phrases of businesses, those who need to try to apprehend and stabilize the pursuits of the

numerous participants. Taking those premises into attention and in step with Baldwin (2002), the

idea of stakeholder control becomes evolved in order that businesses ought to recognize, analyse,

and observe the traits of companions being prompted through institutional behaviour. Thus,

control is done over three (3) stages which are; identity of stakeholders, improvement of

procedures, figuring out and decoding their wishes in addition to pursuits and the development of

relationships with the complete procedure established across the organization’s respective

4
objectives (Mokogi et al., 2015). This suggests the significance of involvement of stakeholder

pursuits and needs in the institutional procedures.

1.2.3 Conceptual Background

The conceptual framework provides the relationship between concepts in this study, which are

procurement practices and institutional performance. In relation to Public Procurement and

Disposal Act (2003) "Procurement" refers to acquisition of goods and services through

purchase, rental, lease, hire purchase, license, tenancy, franchise, or any other contractual means,

of any type of works, services, supplies or any combination of the above.

Procurement planning is the system of figuring out which institutional desires will be met via

means of shopping services or products through an outsourced company. It entails attention of

whether or not you got, how, what, how much. (Levin & Levin, 2018). For the reasons of this

study, procurement planning consists of desires’ assessment, quality specification and the value

estimations.

As per Kamaamia (2016), institutional performance is the capacity of an association to satisfy its

undertaking through sound administration, solid administration, and an on-going rededication to

completing outcomes. Firms delivering services need to broaden their examination of

productivity from the conventional organization-oriented attitude to a dual organization-patron

attitude. This broadened method can assist reconcile conflicts or leverage synergies among

enhancing service first-rate and boosting service productiveness (Grönroos & Helle, 2010). For

the functions of this study, institutional overall performance might be measured in phrases of

value for money, well-timed delivery and quality of products and services.

5
1.2.4 Contextual background

UNBS was set up in 1983 under Chapter 327 in order to enhance the competitiveness of local

industries, promote fair trade, and protect the health and safety of the consumers, including

prevention of unfair trade. It has been in existence for 39 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 one object available in the marketplace are 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 more concerned

with weights and measures. UNBS guarantees that it follows procurement practices as stipulated

in the PPDA Act 2003 and these include, procurement making plans, provider choice and

settlement control while purchasing items for use to fulfil its mandate.

UNBS has undertaken numerous procurement guidelines in a bid to enhance its institutional

overall performance and this has been via procurement making plans in which concerned

customers are required to publish their requisitions for items that need to be procured, accurate

exceptional specifications are given to providers and the entity guarantees that there will be fair

and right value estimation (OAG, 2015). Additionally, the entity guarantees that there will be

right solicitation making plans, and this has been via making sure that there will be bid

preparation, bid publication which includes advertising in a widely circulated media (EGP is the

mostly used media now) and bid assessment making sure that bidding is performed in line with

the PPDA (2003), PPDA (2010) and PPDA (2014) as amended.

6
The entity additionally follows right settlement control via the constructing of study provider

relationships, tracking and assessment of the overall performance of providers via overall

performance opinions and additionally set off reporting in addition to provider improvement via

maintaining of provider education sessions (UNBS, 2019). All these were executed to enhance

the overall performance of the entity in phrases of making sure that value for money, well-timed

delivery, exceptional items and offerings are met. Despite the above, it was noted that the

laboratory tests conducted by UNBS were not comprehensive in some aspects. No realization of

value for money, poor quality products and services on the market and some of the tests

undertaken could not detect the presence of hazardous ingredients in products implying that even

for samples that have passed, there is a possibility that they may contain ingredients that may

pose a risk to the consumers (UNBS Audited Financial Statements for FYs 2016/17, 2018/19 and

2020/21.

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.

7
1.3 Statement of the problem

Procurement processes are essential in the aversion of procurement malpractices and

enhancement of institutional performance (Iregi & Kipkorir, 2022). Some of the procurement

processes undertaken to enhance institutional performance include procurement planning,

solicitation planning and contract management which is done through supplier trainings,

development and performance monitoring through provision of regular feedback to suppliers

(UNBS Reports, 2019).

However, despite these measures, performance problems have still emerged in the organization

for instance in the year 2018/2019, inadequate funding which led to the procurement plan not

fully being executed, lack of pre-qualified service Providers and failure to appoint contract

managers (UNBS Annual Procurement Report 2019/2020). Performance issues have in any case

arisen in the institution for instance repeat purchases due to vague specifications and inability to

lease contract supervisors (UNBS Annual Procurement Report 2019/2020). The above

imperatives should bring about raised inadequate product accessible in the commercial centre,

which has a once in a lifetime opportunity to the wellness of occupants and the climate (OAG,

2015).

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 institution within the organization (UNBS Annual Report 2019/2020). The above

constraints could lead to increased substandard products on the market, which possesses a huge

risk to the safety and health of citizens and the environment (OAG, 2015). It is against this

background that the study investigated the effect of procurement practices on institutional

performance at UNBS headquarters in Bweyogerere, Wakiso district.

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1.4 General Objective

The effect of procurement practices on the institutional performance: a case of Uganda National

Bureau of Standards (UNBS)

1.4.1 Specific Objectives

i. To examine the effect of procurement planning on institutional performance at UNBS

ii. To determine the extent to which solicitation planning affects institutional performance at

UNBS

iii. To determine the effect of contract management on institutional performance at UNBS

1.5 Research Questions

i. What is the effect of procurement planning on institutional performance at UNBS?

ii. How does solicitation planning affect institutional performance at UNBS?

iii. What is the effect of contract management on institutional performance at UNBS?

1.6 Hypothesis of the study

H1: Procurement planning has a significant effect on institutional performance at UNBS

H1: Solicitation planning has a significant effect on institutional performance at UNBS

H1: Contract management has a significant effect on institutional performance at UNBS

1.8 Conceptual Framework

A conceptual framework is a structure of concepts or theories, which are put together as a map

for the study, and it shows the relationship of research variables (Mugenda & Mugenda, 2008).

The conceptual framework is used to explain the relationship between the independent variable

and the dependent variable.

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Procurement Practices (IV)
Procurement Planning
 Needs Assessment
 Quality Specification
 Proper cost estimation

Solicitation Planning Institutional Performance (DV)

 Bid Preparation  Value for money
 Bid Publication  Timely Delivery
 Bid Evaluation  High quality of goods
or services
Contract Management
 Relationship Management
 Negotiation
 Performance monitoring
and Evaluation

Source: (adopted from Freeman et al. (2021) and modified by the researcher, 2022)

Figure 1.1: Conceptual framework of the effect of procurement practices on Institutional

performance

The Figure 1 above, shows how procurement practices are measured in phases of procurement

planning that has the sub variables of needs assessment, quality specification and right value

estimation; the second variable below procurement practices is solicitation planning and consists

of the sub variables of bid preparation, bid publication and bid assessment and Contract

Management with sub components of relationship management, negotiation as well as

performance monitoring and analysis. The dependent variable is institutional performance and is

measured in phases of value for money, timely delivery and high quality goods or services.

Timely delivery leads to value for money in a way that; when items are required for use in a

particular moment, when delivered on time they will serve the purpose, for example UNBS tests

10
various samples of customers; this means that performance of UNBS in terms of attending to the

needs of the clients will be met after timely delivery of the laboratory consumables but if

deliveries aren’t on time; clients will be put on hold for their results which in the end leads to

poor performance in terms of clients needs’. Some interpretations of stakeholder theory

maintain that ethical business practices must incorporate the notion that stakeholders are ends

rather than means. All corporate value creation activity depends on the willing participation of

stakeholders to enhance materials into products or services (Freeman et al. 2021).

Normative arguments for consideration of stakeholder interests typically support the notion that

stakeholder demands are legitimate and “right”. Instrumental arguments for stakeholder theory

advocate stakeholder management while maintaining the relative importance of traditional

performance metrics (Jones et al. 2018). The usefulness of the theory is intimately connected to

the mechanisms that facilitate value creation, the preconditions for value creation, the question of

how that value is measured and any potential moderators of the desired effects.

1.9 Justification of the study

Most Government Agencies have unspent balances at the closure of the financial year and some

projects continue to incur both values and time overruns exceeding by large margin performance

targets that had been agreed upon. Over recent years, a number of Government Agencies and

LGs have consistently collected idle cash balances, as noted by the Auditor General in his report

of June 2016, there is poor procurement planning and poor performance of the procurement plan

in 32 Government entities, which led to procurements worth UGX 8,844,048,674 not being

executed or being conducted outside the procurement plan. This caused budget overruns, created

domestic arrears and unimplemented procurements affected Institutional performance with

serious implications for service delivery and public infrastructure investments.

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According to PPDA Audit report on UNBS for financial year 2015/16, it is reflected that despite

the satisfactory performance noted of 85.3% there were exceptions like failure to adhere to

timelines in the procurement plan for 27% of the contracts reviewed, failure to complete 21% of

the sampled procurement within the contractual completion time and awarding of contracts

above value estimates without evidence of conducting market research and failure to pay

providers in the contracted time in 38 % of contracts sampled. However, these problems have

caused considerable concern but little empirical analysis has been conducted to assess the effect

of procurement practices as the predictor variable on Institutional performance at UNBS as one

of the Government Agencies and identify where the problem exactly lies.

1.10 Significance of study

The study may be helpful to UNBS and the procurement specialists in Uganda since they will be

more knowledgeable on the impact of procurement techniques at the general exhibition of the

business undertaking and thus devise 5 star strategies to enroute so as to improve their strategies

and upgrade the overall business venture with large performance in expression of value for cash

and furthermore very much planned delivery.

The study might be of first-rate gain to different public establishments and corporations in

Uganda as they will be capable of scrutinizing on how the institutional procurement methods

contributes to their overall performance over and above in addition to figuring out the loopholes

which could restrict overall performance.

This may be carried out in relation with the institutional concept of corporations. The study may

be of significance to public procurement practitioners since the findings may enable them to have

a more informed perception on how they could manage procurement methods, which may lead to

12
more success and positive steps toward overall performance of public region establishments that

is visible as a critical plan to growth and improved performance of the region.

These studies may offer them with critical data of which they could construct on in an attempt to

alter and align procurement procedures appropriately. The findings from the study might be of

first rate price to researchers and academicians as it may be uploaded to different scholars’

literature, fill the information hole in procurement methods as well as the present gaps as a

contribution on institutional overall performance, avail them with alternative additional studies

when it comes to overall performance primarily based totally on procurement practices.

1.11 Scope of the study

This includes the geographical place in which the study was taken, the time considered

as well as the content used for this study.

1.11 Geographical scope

The study was carried out at UNBS Standards House in "Bweyogerere Industrial Park", at Plot 2-

12 Kyaliwajala Road, in Kira Town, Wakiso District, around thirteen kilometres (eight mi), with

the guide of utilizing street, upper east of the important business undertaking region of Kampala,

the capital town and greatest metropolitan area in Uganda. The topographical directions of the

UNBS central command are 0°22'06.0"N, 32°39'43.0"E (Latitude: 0.368333; Longitude:

32.661944).

1.11.2 Time Scope

The time considered for the study was from 2016 – 2022 (up to date) due to the fact that it is the

duration in which UNBS invested much resources for procurement however nevertheless faced a

number of challenges concerning the institutional performance.

13
1.11.3 Content Scope

The study focused on the effect of procurement practices on the institutional performance: a case

of Uganda National Bureau of Standards (UNBS). The study considered the following objectives

to examine the effect of procurement planning on institutional performance at UNBS, to

determine the extent to which solicitation planning affects institutional performance at UNBS

and to determine the effect of contract management on institutional performance at UNBS.

1.12 Operational Definition of key phrases

Supplier Selection: in this study, this refers to the technique of selecting providers in engaging

in the procurement feature at UNBS.

Procurement is planning in this study, this mean basic management function involving

formulation of one or more detailed plans to achieve optimum balance of needs or demands with

the available resources. Planning identifies the goals and objectives to be achieved, formulates

strategies to achieve them, arranges or creates the means required and, implements, directs and

monitors all steps in their proper sequence.

Contract control; this could talk with measures UNBS follows to look that contracts introduced

bring out as set through.

Institutional Performance: this could suggest accomplishment of a given project with the aid of

using UNBS measured in opposition to pre-set regarded requirements of accuracy, completeness,

value and speed. In budgeting, overall performance is deemed powerful in utilization and

absorption of price range in a way that is efficient, powerful and economical.

High quality of Services: This consult with the volume to which the work produced with the aid

of using procurement official’s meets the requirements set with the aid of using procurement

managers at UNBS.

14
Timeliness: This consult with the extent of promptness in finishing responsibilities like delivery

of water and solving stolen or distorted water equipment’s with the aid of using UNBS.

Value for money: this could consult with the extent at which the service vendors are capable of

offerings, which might be relative to the price range given to them.

Negotiation: The process that procurement professionals go through to create favourable terms

as part of a new supplier contract

Customer satisfaction: a measurement that determines how happy customers are with UNBS’

products, services, and capabilities.

This chapter has attempted to highlight a general background to procurement practices and

overall performance in organizations. Additionally, a problem statement, aims and objectives

have been stated. The following chapter shows how various literature was used in accordance to

the topic.

15
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

The study focused on procurement practices and budget performance. Literature was reviewed

according to the topic of the study using textbooks, journals, internet and documents about

procurement practices and institutional performance in Uganda and worldwide. The chapter was

based on the objectives and theories underpinning the study.

2.2 Theoretical Review

The stakeholder theory postulated by Edward Freeman guided the study whose concept focuses

upon control selection making, explains how stakeholders attempt to impact institutional

selection-making tactics to be regular with their desires and priorities. In phrases of agencies,

those have to try to recognize the dynamics and the characteristics of the numerous participants.

Taking those premises into attention and in line with Baldwin (2002) the idea of stakeholder

control was advanced in order that agencies ought to recognize, analyse, and understand the traits

of companions being prompted through means of institutional behaviour. Thus, control is

achieved over 3 levels: the identity of stakeholders, the improvement of tactics figuring out and

deciphering their desires and avocations and the development of relationships with the complete

manner based across the employer’s respective objectives (Mokogi et al., 2015). This suggests its

significance in the involvement of stakeholder hobbies and desires in the tactics of agencies. In

fields, which include law, control, and human resources, stakeholder concept succeeded in

difficulties with the same old analysis frameworks, via means of suggesting those stakeholders'

desires to be positioned at the start of any action (Cai & Mehari, 2015).

16
Proponents of stakeholder concept advocate that along with stakeholder representatives on

forums is a proper mechanism in regions that recognize the significance in their relationship with

the employer. One clean function of stakeholders is that they have critical and important data that

they carry on board and if the data is well captured via means of agencies, it will result in higher

institutional overall performance (Christensson, 2020). Evidence from the current literature

suggests how critical it is many miles for businesses to comprise the hobbies and desires of

stakeholders in numerous tactics. However, no readability has been furnished in phrases of

which tactics stakeholders’ desires to be concerned in and the volume to which their involvement

impacts institutional overall performance an opening that the modern take a study will near off.

The stakeholder concept is criticized via way other researchers (Iregi & Kipkorir, 2017) on the

basis that agencies have various stakeholders everyone having their very own hobbies and

desires and therefore it is tough to comprise some of these hobbies and desires in the agencies

tactics (Maroma, 2022).

This concept has additionally a few weaknesses such as satisfactory outcomes popping out after

miles of implementation on a non-stop foundation in employers. Sometimes the analysis of the

Stakeholder concept will also be subjective and it isn't always feasible that everyone

stakeholder’s hobbies will be met equally and as usual agencies can provide greater significance

to stakeholders like shareholders of the agency in preference to personnel and consumers.

Therefore, from the above-mentioned motives we are able to finish that there also are a few risks

of stakeholder concept (Nyabuto, 2016). Since the stakeholder concept is of terrific significance

in organisations, it necessitates behaviour empirical research on its applicability in procurement

tactics and its’ impact on the employer overall performance as there's scanty literature in this,

17
therefore necessitating the requirement to understand the behaviour of the institution which this

study may near off.

2.3 Review of related literature

This is a detailed review of existing literature related to the procurement practices and

institutional performance as seen below.

2.3.1 Procurement planning and institutional performance

Procurement planning depicts the process wherein a partnership settles on a decision on what

to get and from what source (Basheka, 2008). The procurement procedure is allotted with

assumptions for satisfaction, which is not entirely set on a milestone in some undefined time

coming down the line for procurement planning. Procurement planning might be depicted

because of the reality on how the practice is utilized through the approach of each organization in

the overall population and the private area in devising ways of buying leisure activities for a

given timeframe (Ogwang and Waweru, 2022). Procurement planning is one of the essential

gifts of procurement with an ability to add to the accomplishment of public association's

activities and further developed organization conveyance.

As indicated by Wachiuri, (2019), awful procurement planning and control was found to be a

venture adapting to authoritative normal performance, which covered objectives that have been

currently now not appropriately distinguished and assessed, unreasonable spending plans, and

insufficiency of the abilities of group of workers chargeable for procurement. This view shows

procurement planning and plays a critical trademark in upgrading hierarchical common

performance.

This is upheld through approach of the examine of Awanyo (2019) who also was of the view

that appropriate preparation and successful group of workers can best get viable and unpractised

18
procurement procedures in any case the association expects imperfect procurement practice. In

addition, Kibet and Njeru (2014) repeated that adherence to procurement designs, impacted on

hierarchical conventional large performance. These studies show that there is a strong effect of

procurement anticipating hierarchical standards large performance and the innovative view may

collect on this aptitude. Notwithstanding, it should be noticed that they have been of a very

extraordinary setting and utilized specific examine factors from the advanced view so you might

be shut off. Procurement Planning involves the ID of what needs to be obtained (it really is the

stop outcome of a Needs Assessment), how the objectives can unprecedented be met, the extent

of the products, works or administrations required, what procurement systems or procedures to

be set, setting the time periods, and the commitment for the whole procurement practice

(Biwott et al., 2022).

In the view done through the approach of Mwanje (2016) effects of procurement planning on

institutional performance involving Mombasa Law Court as a case examine, it was found that

elements quickly affecting procurement, sported exercises that had been objectives assessment,

value effect, and client top notch specifications. The discoveries of the study showed gigantic

relationship between top-notch specifications and procurement planning. The intention of the

view was to inspect the after effects of procurement, anticipating how public foundations

normally and generally executed procurement with interest on Specific goals, Value Estimation,

Needs Assessment and Quality Specifications. This shows that after procurement planning

improves, the top-notch products and administrations provided would additionally move along.

Also, with the approach of (Anane et al., 2019) on the Effect of Procurement Practices on

Service Delivery utilizing a Case Study of VRA, Ghana; it was found that 73.6% varieties in

organization conveyance had been depicted through the approach of Procurement Policy,

19
Procurement Planning and Sustainable Procurement. The outcome showed a vigorous and

enormous strong connection among procurement planning and friends conveyance. This agrees

with the discoveries of (Anane et al., 2019) in their study about the Assessment of the Effects of

Procurement Planning Processes on Performance of Construction Contracts in Local

Governments in Uganda.

The observation found out that terrible procurement making plans caused huge finance deficits

with an average of 1.86% therefore affecting overall performance of creation of contracts to a

completely big extent. The observation concluded that the process of procurement planning had a

considerable impact on the overall performance and on creation of contracts in District Local

Governments in Uganda. Since making of procurement plans involves first-rate specification,

where incorrect specifications are developed, it results in shipping of incorrect materials.

However, in such scenarios, the provider should be paid due to the fact they will have provided

the gadgets in line with the specifications in the contract; the incorrect gadgets will now no

longer be beneficial to the employer and could turn out to be a waste (Mazet & Dontewell,

2012).

This is supported by (Iregi & Kipkorir, 2017) who opined that inaccurate specification would

result in procurement of incorrect gadgets, which can necessitate repeat of the procurement of

these gadgets thus leading to time and money wastage. At this particular time, value for money

as well as timely delivery wouldn’t have been achieved hence affecting the institutional

performance since it would have an effect on the provider shipping for the reason that gadgets

required would possibly result in preventing of operations until the proper gadgets are procured.

This research displays that inaccurate specification at some point of bid preparation has a bad

effect at the price for cash in agencies because it results in repeat purchases. The cutting-edge

20
observed constructed in this expertise and validated the findings. The study displays that

upgrades in procurement planning through proper bid preparation result in upgrades in contract

overall performance consequently which the cutting-edge observed, validated the findings and

constructed on the prevailing frame of expertise. However, the research performed has now no

longer furnished statistics on how fee estimation affects employer overall performance as the

prevailing literature is centered on desires’ analysis and specification of first-rate, an opening

that the cutting-edge observed will close.

2.3.2 Solicitation Planning and institutional performance

Solicitation Planning refers back to the documenting of product necessities and figuring out

capacity sources. It additionally entails acquiring quotations, bids, offers, or proposals as

appropriate (Levin & Levin, 2018). Solicitation Planning is the procedure of getting ready the

files that help to guide the solicitation. This procedure entails documenting application

necessities and figuring out capacity sources. It encompasses growing solicitation files, which

include RFPs (Request for Proposal) or ITBs (Invitation to Bid), growing contract phrases and

situations, and growing thought assessment standards (Rendon, 2016).

Under solicitation planning, there is need to have a pre-soft committee in institutions. This was

concerned with the instruction of Specifications / TOR / BOM / Plans / Drawings / Obtaining

Licenses / Changes to the Law / Obtaining permission to make plans and such different varieties

of pre-soft sports. Additionally, it necessitated having a Bid Opening committee composed of

procurement institution and a rotating club from different Departments in the business enterprise,

and/or member (Ministry of Finance and Economic Development, 2013).

Bid instruction is the characteristic that expenses a business enterprise a top-notch deal of cash

and hence ought to be completed effectively to maximise effectiveness and decrease expenses.

21
Companies ought to have the functionality to cope up with the numerous bidding conditions

effectively in the modern-day with a fantastic aggressive production market (Pitroda, 2016). This

reinforces the significance of bid instruction, as part of preparation of procurement planning in

making sure that the price for cash in employer through value saving which the modern-day

study based on.

Previous studies had additionally diagnosed that active Competitive Bidding is a key determinant

of procurement compliance since it lets in performance of truthful dealer choice strategies and

enables the focal organisation to pick the fine dealer in phrases of a determining component like

lowest rate offered, fine pace of delivery, sustainable operations and many others due to the fact

that performance of aggressive bidding would make sure that the dealer’s choice takes place

impartially and transparently (Amarasuriya, 2018). This was supported through (OECD, 2016)

which opined that Public and personal corporations regularly depended upon an aggressive

bidding procedure to obtain higher price for cash. Low expenses and/or higher merchandise were

suitable due to the fact that they bring about sources both being stored or freed up to be used on

different items and services. The aggressive procedure obtained a decrease in expenses or higher

fine and innovation best while corporations definitely competed (i.e., set their phrases and

situations without a doubt and independently. The research displayed that with powerful bidding

as part of the solicitation making plans; prices for cash were superior in the business enterprise.

Furthermore, powerful opposition was superior due to sufficient credible bidders who were

capable of replying to the invitation in softcopy and featured an incentive to compete for the

contract. For example, participation in the soft procedure facilitated in lessening the expenses of

bidding, set up participation necessities that didn’t unreasonably restrict opposition, allowed

corporations from different areas and nations to take part, also devised approaches of

22
incentivizing smaller corporations to take part despite the fact that they couldn’t bid for the

complete contract (Kisurat, 2016).

During solicitation making plans, it was very critical to give clean and goal assessment standards

that would guide on the way the dealer would be protected in their earlier on soft submission

(Grobb & Benn, 2014). This enabled equity to the bidders through having a widespread soft

standard which every bidder could interpret. The assessed standards played a huge position to the

assessment committee as well. The assessment committee was guided through the assessed

standards in the course of the assessment, which enabled them to choose the maximum

compliant bidder (Halchin, 2013). According to the (Ministry of Finance and Economic

Development, 2013), an assessment plan ought to be drawn up through the Secretary of the

Tenders Committee below the supervision of the Chairperson, before the assessment crew

meeting. The assessed plan described to the individuals information of the assessment procedure.

Individual teams were not allowed to do behavioural assessment outdoor of the detailed room,

nor were any of the files allowed to be eliminated from the room. The assessment crew

individuals signalled a Declaration of confidentiality.

The (Asian Development Bank, 2018) advises that, The Tender Analysis Committee should

consist of individuals with the vital abilities, information, and experience, applicable to

procurement necessities. Where appropriate, the individuals of the Analysis Committee ought to

be primarily based totally on their information and information in the supplies, works or services,

in addition to procurement strategies and the law. Tender Analysis Committees were composed

of five (5) individuals, with the specified technical information appropriate for the assessment of

particular tenders. Subject to be counted professionals were also used. The Committee had a

peculiar wide variety overall and encompasses individuals who have abilities in the following

23
areas: Relevant technical information and End consumer representation; Procurement and

contracting abilities; economic control or analysis’ abilities and Legal information (if which

possible).

However, some scholars had opposing perspectives at the impact of solicitation making plans on

institutional performance. The have a study performed through (Wibowo et al., 2015)

approximately an analysis of bidding strategy, venture overall performance and organisation

overall performance contract in production confirmed that bidding techniques had an immediate

effect on venture overall performance, however oblique effect on organisation overall

performance. This was investigated upon in the modern-day have a study. These perspectives

displayed the significance of getting an assessment plan in addition to the significance of the

abilities and information of the individuals of the assessment committee in a business enterprise,

however displayed how the assessed standards affected the overall performance of corporations

in shape of price for cash, well-timed delivery and fine of products and services. There was a

want to conduct extra empirical research at the impact on solicitation plans and decided the

volume to which it affected institutional performance that was missing in the current literature an

opening with a view to be closed off by the current study.

2.3.3 Contract Management and institutional Performance

Contract control is the vivacious checking and overseeing of the settlement apportioned to the

shopping and planning element of the project worker, to ensure conveyance of a value

compelling and dependable supplier at a concurred present and charge. Contract control is the

last recognition of offering a way that imprints the start of an authoritative relationship; a portion

of the shopping and planning element of a project worker (Muhwezi & Ahimbisibwe, 2015).

24
Overseeing contracts is fundamental for the outcome of any procurement. It is a difficulty of

vital significance to movements of every kind included (Maruri, 2015).

The significance of settlement control on hierarchical fundamental generally performance has

been accentuated in exact studies that have been finished. In his have a study a notice was

achieved with the asset of utilizing (Karungani, 2015) about the Effect of Procurement Contract

Determinants on authoritative fundamental in general performance : A Case of Nairobi County,

it was observed that settlement control influences hierarchical essentials by and large

performance significantly; due to the truth that it improves to buy fine, upgrades controls in the

association, oversees suitable personal circumstances, and could blast by and large performance

as well as adequacy.

This has the same opinion with the findings of (Akampurira, 2018) in his have a study where it

has an effect approximately on the effectiveness of contract control on contractors’ overall

performance; with Ministry of Trade, Industry and Cooperatives in Uganda. The findings screen

that the contract control manner could be very powerful on tracking contractors’ overall

performance and majority of the respondents (70%) agreed and strongly agreed that a powerful

contract control can beautify dealer overall performance.

Additionally, (Natumanya, 2015) performed a study about procurement control practices and

value for cash in Uganda: A Case of Mitooma District and observed that there has been a

considerable nice contract control among procurement making plans, contracts control and dealer

relationships control applications and value for cash. The “have a study” concluded that

procurement making plans; contracts control and dealer relationships control applications relate

to value for cash. All the above display that contract control is important in attainment of

institutional overall performance. However, a lot of them have been performed years again and

25
in exceptional agencies aside from UNBS of Uganda consequently their findings cannot be

generalized an opening that the modern have a study has neared off.

In contract control, mutual belief and know-how, openness, splendid communications among key

stakeholders in contract control and tracking by departments, contractor, contract manager,

procurement and disposal unit and accounting officer are as critical to the achievement of an

association because the fulfilment of the formal contract phrases and conditions (Kosgei& Gitau,

2016). This entails contract control that is important in the enhancement of institutional

performance.

Existing literature helps contract control in enhancement of institutional overall performance.

Kosgei & Gitau (2016) performed a study on the Effect of dealer contract control on institutional

overall performance: A Case Study of Kenya Airways Limited.

The significant motivation behind this has effect to assess the effect of supplier relationship

control on the authoritative general and by large execution. The have a study establishment

realised that data and running toward of inventory network control with key acknowledgment on

supplier connections is essential for remaining serious in the worldwide race and upgrading

beneficiary in the market. The have a study led to an inspect additionally situated out that there

was an extraordinary chance for associations to adorn its exhibitions through appropriate

utilization of Supplier Relationship Management (SRM) procedures and along these lines urged

that associations need to show more assurance in SRM. With the asset utilization of having

frameworks to screen, evaluate and to have good results, it requires general and good

performance at an essential level. This should really improve conceivable outcomes of endurance

in the extraordinarily serious market. This has the equivalent assessment with the discoveries of

the have a study that became accomplished with the asset of the utilization of (Al-abdallah et al.,

26
2014) about the Impact of Supplier Relationship Management on Competitive Performance of

Manufacturing Firms.

Besides, the significance of performance checking and assessment of organizations, this has

additionally been underscored with the asset of the utilization of gift writing in impacting

hierarchical general mostly performance (Kitheka, 2015) in his have a study about The Effect of

Supplier Quality Management on Institutional Performance: A Survey of Supermarkets in

Kakamega Town believed that practices alongside estimating the overall by and large

performance of organizations, appealing organizations in decent control frameworks, supplier

reviews, supplier advancement, combination and cut-throat supplier wants are an incredible

chance to improve hierarchical general performance as far as client assistance conveyance

stages and functional values are concerned.

These studies show the significance of relationship control in association generally by and large

performance however they have an inspect with the asset of the utilization of Kosgei and Gitau

(2016) zeroed in on endurance of firms on the equivalent time on the grounds that the current

day have an analysis has acknowledged on hierarchical general by and large performance as far

as value for cash, well-coordinated conveyance and pleasant of product and administrations.

Furthermore the have a study has an analysis with the asset of the utilization of (Al-abdallah et

al., 2014) became accomplished in unique worldwide places separated from Uganda. Along the

lines the discoveries can't be summed up for the rationale, that setting of the current day have a

study is remarkable.

2.4 Summary of the Literature Review

From the present literature, the Stakeholder idea has a first rate effect on the overall performance

of enterprises however, there's scanty empirical research performed on its utility in procurement

27
strategies and the way this affects institutional overall performance. Additionally, present

research displays that upgrades in procurement making plans brought about upgrades in contract

overall performance consequently the modern have a study has validated these findings and

constructed on the present frame of understanding.

Regarding solicitation making plans and institutional overall performance, present research

displays the significance of getting an assessment plan in addition to the significance of the

capabilities and understanding of the contributors of the assessment committee in an

organization, however they do now no longer display how the assessment standards impacts the

overall performance of agencies in shape of value for cash, well timed delivery and fine of

products and services.

In the research carried out approximately, contract control and institutional overall performance

displayed that contract control is important in attainment of institutional overall performance.

However, a lot of them have been performed years again, in exceptional international locations,

time zones and in exceptional agencies aside from UNBS of Uganda consequently their findings

cannot be generalized, an opening that the modern have a study has neared off.

28
 CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This chapter explains how data for the study was collected, analysed and interpreted with a

purpose to get a solution for the studies’ questions or take the studies hypotheses, thereby

assembling the cause of this have a study. The chapter has consequently incorporated the study

design, study population, sample size, sampling strategies, data collection techniques, data

collection tools, quality control, data collection procedures, data analysis and measurement of

variables.

3.2 Research Design

A studies’ design is the general plan for connecting the conceptual studies’ troubles to the

pertinent (and achievable) empirical studies (Majid, 2018). The study used a cross sectional

study design. A cross-sectional survey is appropriate for this kind of have a study to collect

statistics at a given factor in time, instead of a given period. While using the cross-sectional

design, the study used both qualitative and quantitative strategies to collect designated statistics.

By using the quantitative technique, the study described numerical data, and statistical inferences

that are to cognizance on relationships among variables (Amin, 2005). Qualitative technique

assisted in organizing narrative and descriptive statistics, to make a deeper exploration on how

procurement practices affects institutional performance.

3.3 Study Population

This study was carried out at Uganda National Bureau of Standards (UNBS). These

encompassed executive members, UNBS senior management personnel, UNBS procurement

committee participants and service providers. Executive participants were selected due to the fact

that they have the general duty of overseeing procurement and delivery of services. This

29
population was drawn from mainly the officials who at once interface with procurement tactics,

which include selection making and handy for the researcher to get data with ease.

3.4 Determination of the Sample Size

The sample size was determined using the table 3.1 below in which sample sizes are depicted.

Table 3.1: Sample Size of Respondents and Sampling Technique

Category of Population Population Size Sample Size Sampling Technique

Executive Members 13 10 Purposive sampling

Senior Management Staff 10 7 Purposive sampling

Procurement Members 30 28 Convenience sampling

Service Providers 100 80 Convenience sampling

HR 5 3 Purposive sampling
Finance and administration 12 10 Purposive sampling

Legal metrology and imports 129 80 Convenience sampling

Total 309 183

Source: (Population adopted from UNBS Human Resource Manual, 2022)

3.5 Sampling strategies and method

In table 3.1; it shows how the samples were arrived at. Sampling is an approach (method or

device) adopted by the study to systematically investigate a particularly smaller range of item or

individuals (a subset) from a pre-described population to function topics (data source) for

commentary or experimentation as in line with the goals of his or her have a study (Sharma,

2017). The study used random sampling and purposive sampling.

3.5.1 Convenience sampling

This is a method adopted by researchers where they collect research data from a conveniently

available pool of respondents. It is the most commonly used sampling technique as it’s

30
incredibly prompt, uncomplicated, and economical. In many cases, members are readily

approachable to be a part of the sample. There is no criterion required to be a part of this sample.

Thus, it becomes incredibly simplified to include elements in this sample. All components of the

population are eligible and dependent on the researcher’s proximity to get involved in the

sample. The researcher chooses members merely based on proximity and does not consider

whether they represent the entire population or not. Using this technique, they can observe

habits, opinions, and viewpoints in the easiest possible manner (Majid, 2018). This technique

was used because it collects data quickly: In situations where time is a constraint, many

researchers choose this method for quick data collection, it is inexpensive to create sample and

low cost. Low cost is one of the main reasons why researchers adopt this technique. Due to

money constraints and more so in this error of post-Covid 19, researchers especially students, use

the most convenient way to attain their goals considering how their financial status maybe.

3.5.2 Purposive sampling

It is also known as judgemental sampling, it’s a non-probability technique that involves

the conscious selection by the researcher of certain people to include in a study (Etikan, 2022).

Participants are selected basing on their peculiar characteristics that are of interest to the

researcher. Purposive sampling was used to select executive members and senior management

personnel. One of the benefits of purposive sampling is its comfort and fee effectiveness

(Buchanan, 2022). Purposive sampling was used since it saves time as one of the most effective

methods that specializes in respondents who are more believed to have the most required

statistics approximately that they have a study variables are interested in.

3.6 Data Collection Methods

The following data collection techniques were used in the study:

31
3.6.1 Questionnaires

Questionnaires are a listing of questions both open-ended and close-ended for which the

respondents deliver answers (Zhao, 2020). Questionnaire was carried out through cell phones,

mail, via e-mail and different techniques (Muhammad & Kabir, 2018). Questionnaires were used

since they permitted the constant collection of quantitative data for better analysis, they were

cheaper to design, administer, and took much less time to manage. Questionnaires defend the

confidentiality of the respondents considering that having their identification hidden as a result

honesty (Roopa, 2012). Furthermore, this technique was used as it saves time and easy to

administer.

Members from the PDU, Legal Metrology and Imports department as well as service providers

are the people with whom I mainly interacted with. These were considered since they were more

familiar with the procurement process at UNBS and I could easily interact with them during my

working hours. More so, departments like Legal Metrology and Imports work mainly in the field

hence if procurement processes such as planning is not handled well; it negatively impacts on

their operations. They work towards set targets in terms of money collections as well as the

number of inspections on the number of goods entering into the country. For example, if

procurement of fuel isn’t made on time; this affects the departmental planned work schedule that

they would have set among other constraints such as inadequate government funding. The

members from PDU were involved since they are the main process owners of the procurement

practices.

All these collectively impact on the performance of the institution.

32
3.6.2 Interview Method

An interview is a list of questions an investigator addresses individually to respondents. An

interview can be dependent (in which you ask genuinely described questions) or unstructured,

and you permit a number of your thinking to be led via way of means of the responses of the

interviewee (Osang, 2013). According to (Alshenqeeti, 2014) interviews permit the researcher to

acquire statistics that can be inaccessible and that it was performed everywhere or in specific

paperwork. Additionally, (Alshenqeeti, 2014) states mutual knowledge was received as questions

were rephrased or simplified and Interviews are reasonably priced to use. The researcher used

interviews because they permitted the researcher to get intensive statistics in particular from

personnel in excessive superiority positions and helped in addition to probing and giving

readability.

These included the executive members, senior management staff, human resource and the

department of finance and administration. I interacted with the above since they understood more

of the managerial issues at UNBS and obtaining of first-hand information.

3.6.3 Documentary Review

Document analysis is a form of qualitative research in which documents are interpreted by the

researcher to give a voice and meaning around an assessment topic (Bowen, 2009). Analysing

documents incorporates coding content into themes similar to how focus group or interview

transcripts are analysed (Bowen, 2009). A rubric can also be used to grade or score document.

The study collected secondary data through documentary assessment where assessment of files

with a purpose to acquire statistics is associated with the have a study. This technique was used

as it allows the researcher get entry to data at his handy time to acquire data. This is considerate

33
in that stakeholders involved deliver interest in acquiring them and permit the researcher acquire

data in the language of the respondent (Oso & Onen, 2008).

3.7 Data Collection Instruments

Three tools were used for carrying out this study and these are defined in the element as under:

3.7.1 Questionnaires manual

According to Amin (2005), questionnaires were close-ended questions, which offered

alternatives from which the respondents tick the maximum suitable alternative or open-ended

questions in which respondents are asked to offer their very own perspectives in the areas

provided. These well-designed questions permitted respondents to offer out their designated

perspectives approximately the have study variables had in question. Most closed-ended

questions were in shape of a 5-Likert scale with codes 1 representing ‘strongly disagree, 2

Disagree, 3 now no longer sure, four agree and 5 strongly agree,’ which required the respondents

to tick in the solution that show the perfect alternative on every part of the gadgets designed in

the questionnaire. They were administered to the personnel in the PDU, Legal Metrology and

Imports department as well as service providers. The questionnaire turned into data that was used

to decide on the fact, which is in line with Amin (2005), it is miles much less high-priced to

manage and was despatched both physically and via email and easy to administer.

3.7.2 Interview Guide

Mbaga (2010) defined an interview as communication among the interviewer and the

respondents. It is defined in a way that it facilitates the researcher to continue eliciting sure

statistics from the respondents. An Interview manual was used to stabilize the intensity of

statistics from the interviewees by the investigator. Due to the presence of COVID-19, dependent

cell phone interviews with open-ended questions were carried out with the government

34
participants and senior control. The open-ended questions permitted in addition to probing

amongst the interviewer and interviewee with a purpose to get greater intensive statistics

approximately to the study variables.

3.7.3 Documentary Review Checklist

A documentary assessment checklist was used to collect greater intensive data for the study. The

checklist was used to offer intensive qualitative statistics, which turned into now no longer viable

to collect with closed ended questionnaire.

3.8 Data Quality Control

This is the process of controlling the usage of data for an application or a process,

which consists of discovery of data inconsistency and correction. The controls used are

discussed below.

3.8.1 Validity of tools

According to Amin (2005), validity of a tool is that whilst it measures what it is meant to

measure; that the data is collected sincerely and as it should be, represents the respondents’

opinions. Validity of the quantitative tools was ensured through the usage of CVI (Content

Validity Index). The benchmark to be able to be used is 0.7, which means that if the instrument

falls under 0.7, it might now no longer be legitimate as a result modifications might be made.

CVI was received with the usage of the formula; Content Validity Index= Number of applicable

gadgets/Total Number of gadgets*100. Regarding the qualitative validity, this was ensured

through professional judgement in which the professional or manager verified every tool to

decide whether they were applicable in achieving the goals of the study.

Table 3.2: Results of content validity for research tools

Dimensions No of Items Relevant CVI

35
 Procurement planning 09 07 0.777

Solicitation planning 09 08 0.888

Contract management 09 07 0.777

Institutional performance 07 6 0.857

In table 3.2 it presents averages all 0.857 and (0.777, 0.888, 0.777 & 0.857 respectively) on all

four variables had a CVIs that were above 0.7, imply that the tool was valid since it was

appropriately answering / measuring the objectives and conceptualization of the study.

According to Mugenda & Mugenda (2003), 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 tools

Reliability is involved with ‘errors in dimension’ as an example how continually or dependably

does a dimension scale degree what it is meant to be measuring (Bannigan & Watson, 2018).

According to (Ahmad, & Khairushalimi, 2016), reliability is dependability, trustworthiness or

the credential to which a tool yields constant effects after repeated trials.

The reliability of instruments was established using Cronbach Alpha Coefficient, which tests

internal reliability and the average reliability test result for research, which was 0.84 and is

recommended as given below in table 3.3.

36
Table 3.3: Reliability test results of research instruments.

Study variables Cronbach’s Alpha

Procurement planning 0.745

Solicitation planning 0.986

Contract management 0.876

Institutional performance 0.765

Average Cronbach Alpha coefficient for variables 0.843

3.9 Data Collection Procedures

The researcher acquired an introduction letter from Uganda Management institute after a

successful defence of the proposal, which introduced her to UNBS to acquire approval and carry

out the study. The questionnaire was put on a pilot of a pattern of 10 respondents and the

interview manual on respondents. This enabled the researcher to use remarks from those

respondents to enhance the questionnaire and interview manual. At this factor, studies’ assistants

were recruited and skilled on the moral considerations. Appointments with the human resource

personnel and administrators on the procedures of conducting interviews were made.

3.10 Data Analysis

This is the process of systematically applying statistical and/or logical techniques to describe and

illustrate, condense and recap, and evaluate data. Data was analysed each quantitatively and

qualitatively (Mugenda and Mugenda 1999)

3.10.1 Quantitative data analysis

Quantitative data analysis contained use of descriptive and inferential data in the Statistical

Package for Social Scientists (SPSS). Descriptive data was analysed of central tendency that

37
includes mean, standard deviation; frequency distributions; and percentages. Data was processed

through means of editing, coding, entering, after which it was provided in complete tables

displaying the responses of every class of variables. Inferential data consisted of correlation

analysis, usage of a correlation coefficient and regression analysis, usage of a regression

coefficient with a purpose to solve the studies questions (Marsh et al, 2020).

3.10.2 Qualitative data analysis

Qualitative data analysis contained thematic and content material analysis, and primarily based

totally on how the findings relate to the studies questions. Thematic analysis is a method of

qualitative data analysis. This approach is flexible in that it can be used with different research

designs. Thematic analysis is good for exploring patterns across qualitative data from

participants and researchers often use this to analyse interviews. Themes are the over-arching

categories of common data across multiple participants. All textual data contained in a theme

tells a story about that theme and is somehow related, representing different dimensions of a

phenomenon. Thematic analysis helps researchers understand those aspects of a phenomenon

that participants talk about frequently or in depth, and the ways in which those aspects of a

phenomenon may be connected.

Content analysis, on the other hand, was used as a qualitative method of data analysis. Even in a

qualitative content analysis, there is some quantification of data, as content analysis helps

researchers count instances of codes. Content analysis can be applied to other textual data and

not just interviews. Content analysis is also appropriate for analysing visual imaginations like

pictures or videos. This type of analysis may help researchers with large amounts of textual data,

as content analysis is useful for determining how words and word patterns are used in context

(Marsh et al, 2020).

38
3.11 Measurement of Variables

Mugenda and Mugenda (2003) guide the usage of nominal, ordinal, and Likert kind score scales

all through questionnaire design and dimension of variables. The nominal scale was used to

measure such variables as gender and phrases of employment, amongst others. The ordinal scale

was hired to degree such variables as age, degree of education, years of experience, amongst

others. The 5 factor Likert scale (1- strongly disagree, 2-disagree, 3-now no longer sure, four-

agree and 5-Strongly agree) was used to measure the independent variable (procurement

practices) and the dependent variable (Institutional performance). The desire of this scale of

dimension is that every factor on the dimension consists of a numerical rating that is used to

degree the respondent’s mind set and it's miles; the maximum often used summated scale in the

have a study of a social mind set.

3.12 Ethical considerations

i. The fundamental moral trouble predicted on this have a study is the confidentiality of the

respondents.

ii. To encourage confidentiality , the questionnaire was knowledgeable in advance that

certainly their names were not required, that they had got the proper handling to go away

with questions unanswered for which they no longer had to provide the needful statistics.

iii. To emphasize confidentiality, the topic was known in advance that the statistics they

delivered was entirely used for educational purposes and data received on non-public

topics was to be handled with confidentiality (Amin, 2005).

iv. To keep away from bias, the researcher used a research assistant to collect data and

directed him on the way to examine the data, and then she was be able to pass in advance

to assemble the study’s findings.

39
v. To make sure that there was no plagiarism on this study, all work used was referenced.

40
 CHAPTER FOUR

PRESENTATION, DISCUSSION, AND ANALYSIS OF FINDINGS

4.1 Introduction

This chapter presents the analysis and interpretation of findings based on the specific objectives

of the study and is stretched starting with the introduction, followed with the response rate,

demographic data of the respondents, and descriptive statistics interlinked with qualitative

results.

4.2 Response Rate

In the study, the researcher used both the interview guides and self-administered questionnaire to

aid the collection of data.

Table 4.4: Response rate

Tool (Planned/Scheduled) (Received/ Held) Percentage (%)

Questionnaires 183 103 55%

Interviews 25 15 60%

Source: Primary Data (2022)

From the Table 4.4 above, results returned indicate that out of 183 questionnaires issued, 103

were returned fully completed, constituting (55%). On the other hand, the researcher held, (15)

interview sessions, out of the planned (25), resulting in a (60%) 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.

41
4.3.1 Age of Respondent

Table 4.5 below shows findings from the study on the age of respondents that participated in the

study

Table 4.5: Age of respondents

Age Frequency Percentage

Below 20 years 34 33
26-31 years 37 36
32-37 years 23 22
38 and above 9 9
Total 103 100

Source: Primary Data, (2022)

Findings from the study in Table 4.5 reveal that 34% of the respondents were aged below years,

36% were aged between 26-31 years, 22% were aged between 32-37 years and 9% were aged 38

and above. The findings show that most of the respondents were in the age bracket of 26-31

years. This indicated that all categories of respondents in reference to different age groups were

represented in this study thus representing the response rate of the institution.

4.3.2 Gender of respondent

Table 4.6 below shows study findings on the gender of respondents who participated in the study

Table 4.6: Gender of respondents

Gender of respondent Frequency Percentage (%)

Male 54 52
Female 49 48
Total 103 100
Source: Primary Data, (2022)

42
Findings from the study as illustrated in Table 4.6 show that 52% of the respondents are male

while 48% are female. This reveals how the study involved a balanced sample of respondents

from both the female and male respondents, hence giving balanced information on the effect of

procurement practices on the institutional performance: a case of Uganda national bureau of

standards (UNBS).

4.3.4 Educational Level of the Respondents

Findings from the study in Figure 4.2 show a summary of statistics on the level of education of

the respondents who took part in the study.

Figure 4.2: Level of education

60

50

40

30
Percentage (%)
20

10

0
Certificate Diploma Bachelor’s Post Graduate
Degree

Source: Primary Data, (2022)

Findings from the above Figure 4.2, shows that 22% of total respondents had their highest level

of education as a diploma, 53% of the total respondents had a bachelor’s level of education, 11%

had a postgraduate level of education while 13% had certificate level of education. Basing on the

academic or educational levels, most of the respondents had basic knowledge of procurement
43
practices and institutional performance: a case of Uganda national bureau of standards (UNBS).

Therefore, it is evident that the information provided by them is worth trusting.

4.3.5 Employment Status

Findings from the study in Figure 4.3 show a summary of statistics on the employment status of
the respondents who participated in the study.
Figure 4.3: Employment Status

Probation
16%

Permanent
46%

Contract
38%

Source: Primary Data, (2022)

Findings from the study in Figure 4.3 reveal that 16% of the respondents were on probation,

38% of the respondents were on contract, and majority of the respondents 46% were on

permanent basis. Today as I research, the members who were on permanent are now on contract

that is renewable after three years. The renewal of the contract bases on one’s performance,

which is determined through the human resource management system database that is

continually updated throughout the three years. This also contributes to the performance of the

institution since no one will take it for granted that they are permanently employed.

4.3.6 Working Experience

Findings in Table 4.7 show the working experience of the respondents as per this study.

Table 4.7: Working experience

44
 Working experience Frequency Percentage

Less than 6 months 10 10

6 months -1year 8 8

Over 2 years 22 21

Over 3 years 38 37

Over 5 years 25 24

Total 103 100

Source: Primary Data, (2022)

Findings from the study as illustrated in Table 4.7 reveal that 37%, which is the majority of the

respondents, had experience of over 3 years, 24% had experience of over 5 years, while 21% had

experience of 2 years. 10% and 8% of the respondents had experience of less than 1 year. This

implies that most of the respondents had enough experience of the procurement practices and

institutional performance: a case of Uganda national bureau of standards (UNBS). This means

that the findings from the study are sounding from an experienced population.

4.4 Findings per Objective

In this chapter, the section comprises of the detailed findings from the field of study using both

the interview and questionnaire methods. The findings presented descriptively based on the

specific objectives of the study, which include; examining the relationship between Procurement

planning and institutional performance, the relationship between Solicitation planning and

institutional performance, as well as the relationship between Contract management and

institutional performance at UNBS.

45
4.4.1 Descriptive Statistics on procurement planning and Institutional performance

The items on Procurement planning 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

(7) items, which are statistically tabulated and presented in the table below with the frequencies

and percentages according to the responses collected.

Table 4.8: Procurement planning and Institutional performance

Statements [Percentage (%)/ Frequency] Mean SD

SD D NS A SA
The UNBS’s procurement process begins 15% 2% 7% 22% 53% 3.97 1.43
with "planning" (16) (1) (8) (23) (55)
The UNBS’ needs are clearly defined by 3% 18% 6% 65% 5% 3.51 0.98
the responsible personnel. (4) (19) (7) (67) (6)
Thorough needs assessment is undertaken 2% 2% 11% 67% 18% 4.00 0.68
by the respective managers for the required (1) (2) (12) (69) (19)
materials through use of Budget approval.
Funding is assured for the required items
before purchase at the UNBS.
Relevant approvals are obtained from 8% 4% 6% 69% 9% 3.67 1.02
UNBS authorities for all procured items (9) (5) (7) (72) (10)
Only personnel with legal powers to 12% 17% 6% 6% 56% 3.76 1.56
purchase undertake such transactions at (13) (18) (7) (7) (58)
UNBS
Decisions on when to procure the goods 4% 12% 22% 57% 2% 3.40 0.92
and services are taken by the procurement (5) (13) (23) (59) (3)
committee
The procurement and disposal unit clearly 6% 9% 20% 47% 15% 3.55 1.08
states when they will use the required (7) (10) (21) (49) (16)
goods and services.
Source: Primary Data, (2022)

Findings from the study in Table 4.8 above reveal that 15% of the total respondents strongly

disagree that the UNBS’ procurement process begins with "planning", 2% disagree, 7% not sure,

46
22% agreed, while 53% strongly agreed. This is also supported by the mean value of 3.97 that

shows agree and the standard deviation of 1.43 that shows the dispersion of responses close to

the mean value. The findings from the study imply that respondents appreciate the significance

of Procurement planning and attach much value to the whole process. The key informant who

asserted that supports the findings above:

Financial year procurement plans begin at section/unit level by declaring their

procurement requirements and respective specifications. These procurement proposals

are compiled at Departmental level. All departments compile their reconciled proposals

to management. Finally, management organises a meeting when all procurement

proposals are prioritised to form the institution’s procurement plan. (KII 2/7/2022)

Relatedly, another key informant indicated that:

A procurement plan is a strategic document used by the PDU. It is prepared annually. It

is got from the various work plans of departments and the available budget. It is

approved by management, council and the contracts committee at the time of approving

the budget and then becomes a working document. (KII 2/7/2022)

Findings from the study also reveal that 3.9% (4) of the total respondents strongly disagreed that

UNBS’ needs are clearly defined by the responsible personnel, 18% disagree, 6% not sure, 65%

agreed, while 5% strongly agreed. This is also supported by the mean value of 3.51 and standard

deviations of 0.98, which imply closeness of results to the mean value of 4.00, which indicate,

agree.

In addition to the above, the findings show that 2% of the total respondents strongly disagree that

thorough needs assessment is undertaken by the respective managers for the required materials to

use Budget approval that is obtained for the required items before purchase at the UNBS, 2%

47
disagree, 11% not sure, 6% agree, while 18% strongly agree. Findings show that majority of the

respondents agree that thorough needs assessment is undertaken by the respective managers for

the required materials after budget approval is obtained for the required items before purchase at

the UNBS, and this is also supported by the mean value of 4.0 that show that most respondents

agree and the standard deviation of 0.68 that show less dispersion of the responses from the

mean. Findings imply that Procurement planning helps to shape the operational behaviour and to

motivate the institution towards achieving the vision set by UNBS of making sure that quality

items are found on the market so that the consumer finds all products fit for consumption. The

findings above are supported by the key informant who asserted that:

The introduction of the Electronic Government Portal has greatly affected the budget

performance of UNBS. Since it’s a new system, it’s taking time for all process users to

adopt to it and more so, it has some areas that need to be redeveloped well so as to be fit

for use. On its introduction, the perception was that work would move faster; however,

this hasn’t been the issue since it requires all suppliers to learn how to bid on the system,

which has made most of them not to participate in the procurement exercise. This left

only a few suppliers especially at the start hence not promoting good competition.

Money used to be absorbed in the 1 st and 2nd quarters but in the previous financial year

2021/2022, money absorption began in the 3 rd quarter; by the fourth quarter, there was a

lot of panic on how to absorb the money hence not a good thing. (It would have been

good for EGP to work hand in hand with the manual system so that it phases out

gradually as people would be adopting to it and to avoid panic and much pressure

towards budget absorption when closing the financial year.(KII 2/7/2022)

48
Findings from the study also reveal that 8% of the total respondents strongly disagree that

relevant approvals are obtained from UNBS authorities for all procured items, 4% disagree, 6%

not sure, 69% agree, while 9% strongly agree. Findings show that most of the respondents agree

that relevant approvals are obtained from UNBS authorities for all procured items; this is also

supported by the mean value of 3.67 and standard deviation of 1.02. Findings imply that there is

equal participation and representation of all the members and their views are respected which is

key towards improving the services that are offered by UNBS.

Findings also reveal that 12.6% (13) of the total respondents strongly disagree that only

personnel with legal powers to purchase undertake such transactions in the UNBS, 17% disagree,

6% neither agree nor disagree, 6% agree, while 56.3% strongly agree. Findings show that most

of the respondents agree with the statement and this is supported by the mean value of 3.76 and

standard deviation of 1.56.

Findings also reveal that 4% of the total respondents strongly disagree that decisions on when to

procure the goods and services are taken by the procurement committee, 12% disagree, 39% not

sure, 97% agree, while 3% strongly agree. This is also supported by the mean value of 3.4 that

shows agree and the standard deviation of 0.92 that show the dispersion of responses close to the

mean value.

Findings also reveal that 6.8%% (7) of the total respondents strongly disagree that the

procurement and disposal unit clearly states when they will use the required goods and services,

9% disagree, 20% not sure, 47% agreed, while 15% strongly agreed. The study showed that

most of the respondents agree that the procurement and disposal unit clearly states when they

will use the required goods and services. This is also supported by the mean value of 3.55 and

49
standard deviations of 1.08, which imply closeness of results to the mean value of 4.00, which

indicate, agree.

Table 4.8: Pearson Correlation Results for procurement planning and institutional
performance

Procurement Institutional
planning Performance

Procurement planning Pearson Correlation 1 0.740**

Sig. (2-tailed) 0.000
N 103 103
Institutional Pearson Correlation 0.740** 1
Performance Sig. (2-tailed) 0.000
N 103 103
**. Correlation is significant at the 0.01 level (2-tailed). Source: Primary Data (2022)

In table 4.9 Pearson correlation results as presented depicts a strong and positive correlation

(r=.740) between procurement planning and institutional performance. The study results further

indicated a significant statistical relationship between the study variables given that p value

(p=.000) is less than at 0.01 recommended level of significance. Hence, the results have

confirmed that procurement planning has positive significant relationship with institutional

performance at UNBS.

4.4.2 Descriptive Statistics on solicitation planning and Institutional performance

The items on solicitation planning 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 six (6)

items, which are statistically tabulated and presented in the table below with the frequencies and

percentages according to the responses collected.

50
Table 4.9: Solicitation planning and institutional performance

Statements [Percentage (%) /Frequency] Mean SD

SD D ND A SA
UNBS maintains a list of competitively 10% 5% 15% 65% 2% 3.43 1.03
prequalified service providers who (11) (6) (16) (67) (3)
provide quality service.
Procurements are advertised in at least 9% 12% 11% 61% 4% 3.38 1.08
two forms of media to ensure (10) (13) (12) (63) (5)
competitive bidding.
UNBS personnel participate in the 60% 31% 4% 2% 2% 1.24 0.99
drafting of the evaluation criteria for (62) (32) (5) (1) (3)
bids to ensure quality of procurements.
An evaluation panel with proper 9% 64% 7% 17% 2% 3.34 0.89
technical skills was constituted on time. (10) (66) (8) (18) (1)
The evaluation process follows the 54% 14% 14% 10% 5% 1.30 1.12
procurement ethical code of conduct. (56) (15) (15) (11) (6)

Overall, the solicitation and evaluation 9% 15% 23% 41% 9%

process improved project performance. (10) (16) (24) (43) (10)
Source: Primary Data, (2022)

Findings in Table 4.10 above reveal that 10% of the total respondents strongly disagree that

UNBS maintains a list of competitively prequalified service providers who provide quality

service, 5% disagree, 15% not sure, 65% agree, while 2% strongly agree. Findings also show that

most respondents agree that UNBS maintains a list of competitively prequalified service

providers who provide quality service. This is also supported by the mean value of 3.43 that

shows agree and the standard deviation of 1.03 that show the dispersion of responses close to the

mean value.

51
According to the table, findings also reveal that 9% of the total respondents strongly disagree

that procurements are advertised in at least two forms of media to ensure competitive bidding,

12% disagree, 11% neither agree nor disagree, 61% agree, while 4% strongly agree. Study

findings show that most of the respondents agree that procurements are advertised in at least two

forms of media to ensure competitive bidding. This is also supported by the mean value of 3.38

and standard deviations of 1.08, which indicate, agree.

While carrying out the research, I was able to find out that due to the introduction of EGP at

UNBS, adverts are no longer put into the newspapers. All information concerning any

procurement is put on EGP; this implies that if a bidder isn’t registered with EGP, they will

never see any information or advert regarding any procurement with UNBS. This further

communicates to bidders to register on EGP as well as understand the system then be able to get

business. PPDA had a session where they were training the interested suppliers on the system

though one of the challenges was that some suppliers were and are computer illiterates.

More findings show that 60.2% (62) of the total respondents strongly disagree that UNBS

personnel participate in the drafting of the evaluation criteria for bids to ensure quality of

procurements, 31% disagree, 4% not sure, 2% agree, while 2% strongly agree. Findings show

that majority of the respondents disagree that UNBS personnel participate in the drafting of the

evaluation criteria for bids to ensure quality of procurements, and this is also supported by the

mean value of 1.24 that show that most respondents agree and the standard deviation of 0.99 that

show less dispersion of the responses from the mean.

Findings from the study also reveal that 9% of the total respondents strongly agree that an

evaluation panel with proper technical skills was constituted on time, 64% agree, 7% not sure,

17% disagree, while 2% strongly disagree. Findings show that most of the respondents agree that

52
the evaluation panel with proper technical skills was constituted on time; this is also supported

by the mean value of 3.34 and standard deviation of 0.89.

Findings also reveal that 54% of the total respondents strongly disagree that the evaluation

process follows the procurement ethical code of conduct, 14% disagree, 14% not sure, 10%

agree, while 5% strongly agree. Findings show that most of the respondents disagree that the

evaluation process follows the procurement ethical code of conduct and this is supported by the

mean value of 1.30 and standard deviation of 1.12.

Furthermore, findings show that 9% of the total respondents strongly disagree that overall, the

solicitation and evaluation process improved project performance, 15% disagree, 23% not sure,

41% agree, while 9% strongly agree. Findings show that majority of the respondents agree that

overall, the solicitation and evaluation process improved project performance, and this is

supported by the mean value of 3.26 that show that most respondents agree and the standard

deviation of 1.13 that shows less dispersion of the responses from the mean.

Table 4.10: Pearson Correlation Results for Solicitation planning and institutional

performance

Solicitation planning Institutional

Performance
Solicitation planning Pearson Correlation 1 0.522**
Sig. (2-tailed) 0.000
N 103 103
Institutional Pearson 0.522** 1
Correlation 0.000
Performance Sig. (2-tailed)
N 103 103
**. Correlation is significant at the 0.01 level (2-tailed). Source: primary data (2022)

53
In the table 4.10; Pearson correlation results as depicted a strong and positive correlation

(r=.522) between solicitation planning and institutional performance. The study results further

indicated a significant statistical relationship between the study variables given that p value

(p=.000) is less than at 0.01 recommended level of significance. Hence, the results have

confirmed that solicitation planning has positive significant relationship with institutional

performance at UNBS.

4.4.3 Descriptive findings on Contract management and institutional performance

The items on contract management 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 six (6)

items, which are statistically tabulated and presented in the table below with the frequencies and

percentages according to the responses collected.

54
Table 4.11: Contract management and Institutional Performance

Variable (N=103) [Percentage (%)/Frequency] Mean SD

SD D NS A SA
UNBS fulfils the terms of contract agreed 17% 10% 8% 8% 54% 1.86 1.28
by successful contractors. (18) (11) (9) (9) (56)
Contracts are completed as per the 6% 67% 7% 9% 8% 2.61 1.01
guidelines and the amended PPDA Act (7) (69) (8) (10) (9)
2014
Bids are received by the Procurement and 11% 2% 13% 7% 64% 1.68 0.99
Disposal Unit (PDU) (12) (3) (14) (8) (66)
Received goods and services are checked 5% 10% 2% 12% 69% 3.01 0.80
against the Local Purchase Order (6) (11) (1) (13) (72)
Bids are opened by the Procurement and 6% 7% 25% 52% 7% 3.57 1.00
Disposal Unit (PDU) (7) (8) (26) (54) (8)
An independent committee evaluates the 4% 9% 17% 53% 14% 3.57 0.80
bids (5) (10) (18) (55) (15)
UNBS conducts possible bargaining 10% 5% 15% 65% 2% 3.43 1.03
during contract making (11) (6) (13) (64) (1)
The top management is involved in 9% 12% 11% 61% 4% 3.38 1.08
evaluating the eligible contractors by (10) (14) (12) (65) (5)
comparing the shortlisted ones
Source: Primary Data, 2022

Findings in Table 4.12 above reveal that 54% of the total respondents strongly agreed that

UNBS fulfils the terms of contract agreed by successful contractors, 8% agree, 8% not sure, 10%

disagree, while 17% strongly disagree. Findings show that most respondents agreed that UNBS

fulfils the terms of contract agreed by successful bidders. This is also supported by the mean

value of 1.86 that shows agree and the standard deviation of 1.28 that shows the dispersion of

responses close to the mean value.

Through the appointment of contract managers to manage the contracts on behalf of the

accounting officer. They are given a copy of the contract and the contract implementation

55
 terms, which states clearly their terms of reference such as the delivery schedule,

specifications and the validity period of the contract. (KII 2/7/2022)

Findings also reveal that 6% of the total respondents strongly disagree that contracts are

completed as per the guidelines and the amended PPDA Act 2014, 67% disagree, 7% not sure,

9% agree, while 8% strongly agree. Findings show that most of the respondents disagree that

contracts are completed as per the guidelines and the amended PPDA Act 2014. This is also

supported by the mean value of 2.61 and standard deviations of 1.01, which indicate, agree.

Findings from the study further reveal that 64% of the total respondents strongly agree that bids

are received by the procurement and Disposal Unit (PDU), 7% agree, 13% not sure, 2% disagree,

while 11% strongly disagree. Results show that majority of the respondents agreed that bids are

received by the procurement and Disposal Unit (PDU), and this is also supported by the mean

value of 1.68 that shows how most respondents agree and the standard deviation of 0.99 that

shows less dispersion of the responses from the mean.

Findings from the study do reveal that 5% of the total respondents strongly disagree that

received goods and services are checked against the Local Purchase Order, 10% disagree, 2% not

sure, 12% agree, while 69% strongly agree. The results show that most of the respondents agree

that received goods and services are checked against the local purchase order; this is also

supported by the mean value of 3.01 and standard deviation of 0.80.

Findings from the study confirm that 6% of the total respondents strongly disagree that bids are

opened by the procurement and Disposal Unit (PDU), 7% disagree, 25% not sure, 52% agree,

while 7% strongly agree. Findings show that most of the respondents agree that the procurement

56
and Disposal Unit (PDU) opens bids, and this is supported by the mean value of 3.57 and

standard deviation of 1.00.

The results indicate that 4% of the total respondents strongly disagree that an independent

committee evaluates the bids, 9% disagree, 17% not sure, 53% agree, while 14% strongly agree.

Findings show that most of the respondents agree that the independent committee evaluates the

bids; this is also supported by the mean value of 3.57 and standard deviation of 0.80.

Findings from the study as shown in table 4.12 above give assurance that 10% of the total

respondents strongly disagree that UNBS conducts possible bargaining during contract making,

5% disagree, 15% not sure, 65% agree, while 2% strongly agree. Findings show that most

respondents agree that UNBS maintains a list of competitively prequalified service providers

who provide quality service. This is also supported by the mean value of 3.43 that shows agree

and the standard deviation of 1.03 that show the dispersion of responses close to the mean value.

Findings also reveal that 9% of the total respondents strongly disagree that top management is

involved in evaluating the eligible contractors by comparing the shortlisted ones, 12% disagree,

11% neither agree nor disagree, 61% agree, while 4% strongly agree. Findings show that most

of the respondents agree that procurements are advertised in at least two forms of media to

ensure competitive bidding. This is also supported by the mean value of 3.38 and standard

deviations of 1.08, which indicate, agree.

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Table 4.12: Pearson Correlation Results for Contract management and institutional

performance

Contract management Institutional

Performance

Contract management Pearson Correlation 1 0.768**

Sig. (2-tailed) 0.000
N 103 103
Institutional Pearson Correlation 0.768** 1
Performance Sig. (2-tailed) 0.000
N 103 103
**. Correlation is significant at the 0.01 level (2-tailed). Source: primary data

In table 4.12 Pearson correlation results depicted a strong and positive correlation (r=.768)

between contract management and institutional performance. The study results further indicated

a significant statistical relationship between the study variables given that p value (p=.000) is

less than at 0.01 recommended level of significance. Hence, the results have confirmed that

contract management has positive significant relationship with institutional performance at

UNBS.

58
Table 4.13: Multiple Regression Analysis for Procurement Practices and Institutional
Performance

Standardize
Unstandardize d
Model Variables d Coefficients Coefficients
Std.
Beta Error Beta t Sig.
(Constant) 12.90
81.607 6.326 .000
0
Procurement planning .224 .074 .218 3.041 .000
Solicitation planning .065 .142 .031 .456 .000
Contract management
.260 .075 .230 3.484 .001
1
.687
a
R
.
R Square 724
Adjusted .139
R Square
F 13.6
statistic 57
.000
b
Sig.
a. Dependent Variable: Institutional Performance
b. Predictors: (Constant), Procurement planning, Solicitation planning and Contract
management

In table 4.13 it indicates that procurement practices and Institutional Performance R=.687

indicating a strong relationship between the two variables.

R square of .724 implies that Procurement Practices predicts/explains the variance in

Institutional Performance by 72%. This suggests that holding other factors constant, one unit of

improvement in Procurement Practices would result into an improvement in Institutional

Performance by a magnitude of 0.72 units.

59
The regression model in table above shows that procurement planning had (Sig=.001), less than

0.05, hence indicating that it is statistically a significant result. This implies that procurement

planning affects Institutional Performance. The B (.224) Coefficients implies that a 0.224 unit

increase in procurement planning will lead to 0.224 unit increase in Institutional Performance at

UNBS.

The regression model in the table above shows that solicitation planning had (Sig=.000), less

than 0.05, hence indicating that it is statistically a significant result. This implies that Solicitation

planning influences Institutional Performance. However, since the Beta coefficient is high (.875),

it means that existing solicitation planning is among factors improving service delivery at UNBS.

The B (.065) Coefficients implies that a 0.065 unit increase in solicitation planning will lead to

0.65 unit increase in Institutional Performance at UNBS.

The regression model in the table above shows that contract management had (Sig=.000), less

than 0.05, hence indicating that it is statistically a significant result. This implies that contract

management influences Institutional Performance. However, since the Beta coefficient is

high .260), it means that existing contract management is one of the significant factors in

improving Institutional Performance. The B (.260) Coefficients implies that a 0.260 unit increase

in contract management will lead to 0.260 unit increase in Institutional Performance at UNBS.

4.5 Institutional performance

The items on institutional performance 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 eight (8) items, which are statistically tabulated and presented in the table below with

the frequencies and percentages according to the responses collected.

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Table 4.14: Institutional performance

Statements [Percentage). (%)/Frequency] Mean SD

SD D NS A SA
UNBS has been able to achieve 10% 13% 22% 45% 7% 3.26 1.1
its intended objectives (11) (14) (23) (47) (8) 2
There are a lot of complaints 8% 16% 17% 39% 17% 3.41 1.2
about the quality of supplies in (9) (17) (18) (41) (18) 0
UNBS
There is prompt service delivery 6% 16% 15% 53% 7% 3.38 1.0
in UNBS (7) (17) (16) (55) (8) 6
UNBS generates cost savings on 4% 8% 10% 54% 21% 3.78 1.0
most of its procurements. That is, (5) (9) (11) (56) (22) 3
it does less with fewer resources.
Customers complain on the 8% 4% 6% 69% 9% 3.67 1.0
delays in service delays at UNBS (9) (5) (7) (72) (10) 2
Does management at UNBS 12% 17% 6% 6% 56% 3.76 1.5
endeavour to optimally use (13) (18) (7) (7) (58) 6
resources on time in the
attainment of the organizations
objectives?
Our supplies at UNBS are done 4% 12% 22% 57% 2% 3.40 0.9
within the set time. (5) (13) (23) (59) (3) 2
UNBS has been able to achieve 6% 9% 20% 47% 15% 3.55 1.0
its intended objectives. (7) (10) (21) (49) (16) 8
Source: Primary Data, (2022)

Findings from the study in table 4.16 indicate that 10% of the total respondents strongly

disagree that UNBS has been able to achieve its intended objectives, 13% disagree, 22% not

sure, 45% agree, while 7% strongly agree. Findings show that most respondents agree that

UNBS has been able to achieve its intended objectives. This is also supported by the mean value

61
of 3.26 that shows agree and the standard deviation of 1.12 that shows the dispersion of

responses close to the mean value.

Findings also reveal that 8% of the total respondents strongly disagree that there are a lot of

complaints about the quality of supplies in UNBS, 16% disagree, 17% not sure, 39% agree,

while 17% strongly agree. Findings show that most of the respondents agree that there are a lot

of complaints about the quality of supplies in UNBS. This is also supported by the mean value of

3.41 and standard deviation of 1.20.

Further findings from the study show that 6% of the total respondents strongly disagree that there

is prompt service delivery in UNBS, 16% disagree, 15% neither agree nor disagree, 53% agree,

while 7% strongly agree. Findings show that majority of the respondents agree that there is

prompt service delivery in UNBS, and this is supported by the mean value of 3.38 that show that

most respondents agree and the standard deviation of 1.06 that show less dispersion of the

responses from the mean.

Findings indicate that 4% of the total respondents strongly disagree that UNBS generates cost

savings on most of its procurements. That is, it does less with fewer resources, 8% disagree, 10%

not sure, 54% agree, while 21% strongly agree. Findings show that most of the respondents agree

to the above, and this is supported by the mean value of 3.78 and standard deviation of 1.03.

Findings also reveal that 8% of the total respondents strongly disagree that Customers complain

on the delays in service delays at UNBS, 4% disagree, 6% not sure, 69% agree, while 9%

strongly agree. Findings show that most of the respondents agree that relevant approvals are

obtained from UNBS authorities for all procured items; this is also supported by the mean value

of 3.67 and standard deviation of 1.02. Findings imply that there is equal participation and

62
representation of all the members and their views are respected which is key towards improving

the services offered by UNBS.

Findings also reveal that 12.% of the total respondents strongly disagree that management at

UNBS endeavour to optimally use resources on time in the attainment of the organizations

objectives, 17% disagree, 6% neither agree nor disagree, 6% agree, while 56.3% strongly agree.

Findings show that most of the respondents agree with the statement and this is supported by the

mean value of 3.76 and standard deviation of 1.56.

Findings do reveal that 4% of the total respondents strongly disagree that our supplies at UNBS

are done within the set time, 12% disagree, 22% not sure, 57% agree, while 2% strongly agree.

This too is supported by the mean value of 3.4 that shows agree and the standard deviation of

0.92 that show the dispersion of responses close to the mean value.

Findings show that 6.8% of the total respondents strongly disagree that UNBS has been able to

achieve its intended objectives, 9% disagree, 20% not sure, 47% agreed, while 15% strongly

agreed. The findings show that most of the respondents agree that the Procurement and disposal

unit clearly states when they will use the required goods and services. This is also supported by

the mean value of 3.55 and standard deviations of 1.08, which imply closeness of results to the

mean value of 4.00, which indicate, agree.

In conclusion, among the factors that contribute to institutional performance of UNBS,

procurement planning, solicitation planning and contract management do contribute much to the

performance of the institution. The effect maybe negative or positive; however according to the

findings from the study, these have a strong and positive influence on the performance of UNBS

63
and hence need to be improved upon more so that the institution performs much better than it is

doing now.

64
 CHAPTER FIVE

SUMMARY, DISCUSSIONS, CONCLUSIONS, AND RECOMMENDATIONS

5.1 Introduction

This chapter presents the study discussions, conclusions, and recommendations drawn from the

findings of the study. The purpose of this study was to investigate the relationship between

procurement practices and institutional performance at UNBS, Wakiso District.

5.2 Summary of the Study

5.2.1 Procurement planning and institutional performance at UNBS

In table 4.8 Pearson correlation results depict a strong and positive correlation (r=.522) between

procurement planning and institutional performance. The findings from the study indicated a

significant statistical relationship between the study variables given that p value (p=.000) is less

than at 0.01 recommended level of significance. Hence, the results have confirmed that

procurement planning has a positive significant relationship with institutional performance at

UNBS.

5.2.2 Solicitation planning and institutional performance at UNBS

In table 4.10 Pearson correlation results manifest a strong and positive correlation (r=.522)

between solicitation planning and institutional performance. The results further indicated a

significant statistical relationship between the study variables given that p value (p=.000) is less

than at 0.01 recommended level of significance. Hence, the results have confirmed that

solicitation planning has a positive significant relationship with institutional performance at

UNBS.

65
5.2.3 Contract management and institutional performance at UNBS

Pearson correlation results as presented in table 4.12 depicts a strong and positive correlation

(r=.768) between contract management and institutional performance. The results from the table

portray a significant statistical relationship between the study variables given that p value

(p=.000) is less than at 0.01 recommended level of significance. Hence, the results have

confirmed that contract management has a positive significant relationship with institutional

performance at UNBS.

In addition to the above findings from the study, it was discovered that all staff that had been on

contract were paid all their terminal benefits that had accrued and their working terms changed to

contract basis. This was also aimed at improving on the performance of the institution through

performance appraisals and the contracts are renewed after three years but depending on the

performance as per the database with the human resource. All these show a positive significance

of contract management on institutional performance of UNBS.

5.3 Discussion of findings

5.3.1 Procurement planning and institutional performance at UNBS

The findings are supported by Mwanje (2016) who explained the effects of procurement

planning on institutional performance involving Mombasa Law Court as a case examine, it was

found that elements quickly affecting procurement sports exercises had been objectives

assessment, value effect, and client top notch specifications. The discoveries of the study showed

gigantic relationship among top notch and procurement planning. The intention of the view was

to inspect the after effects of procurement, anticipating public foundations normally and

generally executed with interest on Specific goals, Value Estimation, Needs Assessment and

66
Quality Specifications. This shows that after procurement planning improves, the top notch of

product and administrations provided additionally moves along.

Also, in the view done through way of approach of (Anane et al., 2019) about The Effect of

Procurement Practices on Service Delivery utilizing a Case Study of VRA, Ghana. It was found

that 73.6% varieties in organization conveyance had been depicted through way of approach of

Procurement Policy, Procurement Planning and Sustainable Procurement. The outcome showed a

vigorous enormous strong connection among procurement planning and friends conveyance.

This is consistent with (Anane et al., 2019) in their study about the Assessment of the Effects of

Procurement Planning Processes on Performance of Construction Contracts in Local

Governments in Uganda.

The findings from the study are consistent with Iregi and Kipkorir, (2017) who opined that

inaccurate specification improvement would result in procurement of incorrect gadgets, which

could necessitate repeat of the procurement of the gadgets thus leading to time and money

wastage. It could even have an effect on provider shipping for the reason that gadgets required

would possibly result in preventing of operations until the proper gadgets are procured. The

study displays that inconsistent specification at some point of procurement making plans has a

bad effect at the price for cash in agencies because it results in repeat purchases. The cutting-

edge observe will construct in this expertise and validate those findings. This research displays

that upgrades in procurement making plans result in upgrades in contract overall performance

consequently the cutting-edge observe will validate those findings and construct on the

prevailing frame of expertise. However, the research performed have now no longer furnished

statistics on how fee estimation affects employer overall performance as the prevailing literature

67
is centered on desires’ analysis and specification of first-rate, an opening that the cutting-edge

observe will close.

5.3.2 Solicitation planning and institutional performance at UNBS

Findings from the study are supported by Amarasuriya, (2018) his previous studies additionally

diagnosed that active Competitive Bidding is a key determinant of procurement compliance since

it lets in performance of truthful dealer choice strategies and enables the focal organisation to

pick the fine dealer in phrases of a determining component like lowest rate offered, pace of

delivery, sustainable operations and many others due to the fact that performance of aggressive

bidding will make sure that the dealer choice takes place impartially and transparently

(Amarasuriya, 2018). This is supported through (OECD, 2016) which opined that Public and

personal corporations regularly depend upon an aggressive bidding procedure to obtain higher

price for cash. Low expenses and/or higher merchandise are suitable due to the fact that they

bring about sources both being stored or freed up to be used on different items and services. The

aggressive procedure can obtain decreased expenses or higher fine and innovation best while

corporations definitely compete (i.e., set their phrases and situations) without a doubt and

independently. The findings have displayed that with powerful bidding as part of the solicitation

making plans; price for cash will be superior in the business enterprises.

Findings are in agreement with Asian Development Bank, (2018) which advises that, the Tender

Analysis Committee consist of individuals with the vital abilities, information, and experience,

applicable to procurement necessities. Where appropriate, the individuals of the Analysis

Committee ought to be primarily based totally on their information and information in the

supplies, works or services, in addition to procurement strategies and the law. Tender Analysis

68
Committees will be composed of as much as five (5) individuals, with the specified technical

information appropriate for the assessment of particular tenders.

Findings from the study are supported by Wibowo et al., (2015) who indicated that an analysis

of bidding strategy, venture overall performance and organisation overall performance contract

in production, confirmed that bidding techniques had an immediate effect on venture overall

performance, however oblique effect on organisational overall performance. This was

investigated upon in the modern-day have a study. These perspectives displayed the significance

of getting an assessment plan in addition to the significance of the abilities and information of

the individuals of the assessment committee in a business enterprise, however they do now no

longer display how the assessment standards affects the overall performance of corporations in

shape of price for cash, well timed delivery and fine of products and services.

5.3.3 Contract management and institutional performance at UNBS

The findings from the study have the same opinion with the findings of Akampurira, (2018) in

his have a study approximately the effectiveness of contract control on contractors’ overall

performance; with Ministry of Trade, Industry and Cooperatives in Uganda. The findings screen

that the contract control manner could be very powerful on tracking contractors’ overall

performance and majority of the respondents (70%) agreed and strongly agreed that a powerful

contract control can beautify dealer overall performance.

Additionally, (Natumanya, 2015) performed a study about procurement control practices and

value for cash in Uganda: A Case of Mitooma District and observed that there has been a

considerable nice contract among procurement making plans, contracts control and dealer

relationships control applications and value for cash. The “have a study” concluded that

procurement making plans; contracts control and dealer relationships control applications relate

69
to value for cash. All these displayed that contract control requires being consistent throughout to

attain institutional overall performance. However, a lot of them have been performed years again

and in exceptional agencies aside from UNBS of Uganda consequently their findings cannot be

generalized an opening that the modern have a study has neared off.

Findings from the study are supported by Kosgei and Gitau, (2016) who asserts that in contract

control, mutual belief and know-how, openness, and splendid communications among key

stakeholders in contract control and tracking like person department, contractor, contract

manager, procurement and disposal unit and accounting officer are as critical to the achievement

of an association because the fulfilment of the formal contract phrases and conditions. This

entails contract control that is important in the enhancement of institutional performance. The

significant motivation behind this have an inspect, became to assess the effect of supplier

relationship control on authoritative general by and large performance. The have a study

establishment that data and running toward of inventory network control with key

acknowledgment on supplier connections is fundamentally essential for remaining serious in the

worldwide race and upgrading beneficiaries in the market.

5.4 Conclusions

5.4.1 Procurement planning and institutional performance at UNBS

The findings from this study have indicated that procurement planning significantly influences

performance of UNBS. As a result of this study I have learnt that procurement planning is the

major activity behind the organization since procurements account for 70% of the entity`s

budget. This implies that performance depends largely on procurement planning. It is therefore

concluded that UNBS needs to ensure that procurement planning is prioritized where different

70
stakeholders are involved; in coming up with procurement plans in the organization, if good and

better performance is to be achieved.

5.4.2 Solicitation planning and institutional performance at UNBS

The study established that UNBS had a list of prequalified service providers who provide quality

service and with whom there is a good relationship. The institution also advertised procurements

of the MSI beneficiaries’ goods and services in at least two forms of popular media to ensure

competitive bidding and allowed bidders sufficient time for studying the bidding documents in

order to prepare a responsive bid. On the other hand, the study found out that a few of the

respondents were not satisfied with the way solicitation of bids was carried out. They mentioned

that, there was corruption in the system of selecting the qualified bidders, who in the end

provided poor quality equipment, which was either absolute or did not measure to the given

specifications.

The study also established how the introduction of EGP left out quite a number of previously

prequalified suppliers; since they hadn’t been registered on EGP; they could not immediately

participate in the bidding. More so, more time was required to teach them on how to use the new

on-line system.

5.4.3 Contract management and institutional performance at UNBS

The findings from the study portrayed how contract management had a significant relationship

with the performance of UNBS. I have come to understand that contract management is directly

related to performance of UNBS. It is a norm that most payments are made without contract

management reports for most payments. This means that most suppliers are not rated which isn’t

good for continuity purposes. More so, some advance payments are made to contractors or

suppliers before the contract is executed this implies that the budget is committed before contract

71
management and in the process in the disguise of spending all the budget funds payments are

effected without all reports being attached, it was concluded that there is lack of adequate

contract management in UNBS which negatively affect the performance of UNBS.

5.5 Recommendations

The following are some of the recommendations from the study with regard to the gaps

identified during the discussion. The recommendations are derived from the specific objectives

of the study.

5.5.1 Procurement planning and institutional performance at UNBS

There is a need for UNBS to put so much emphasis on the formulation of procurement

specifications and designs, and it should ensure that they are effectively implemented as clearly

stated in the procurement plan, which will lead to attaining projects of the best quality, value for

money as well as effective and efficient utilization of budgeted funds.

There is a need for UNBS to always interact with the staff at operational level so that proper

identification of user needs is correctly captured before any procurement is done, this will assist

them to strategically budget for the specified need, also the procurement committee should be

able to confirm the availability of funds before any purchase is made hence having a successful

performance.

There is a need for UNBS to always endeavor to engage all stakeholders that maybe attached in

procurement planning at early stages, for instance the budget officers and program officers

among others, important to note is that; their opinions should be discussed and considered as

these may yield effective planning.

72
5.5.2 Solicitation planning and institutional performance at UNBS

In relation to solicitation of bids in improving performance of the MSI project, the UNBS PDU

needs to identify appropriate and quick procurement methods such that direct procurement of

goods that can be readily acquired from within the country or internationally recognize suppliers

instead of open competitive bidding to avoid delays.

All those involved in procurement activities have a responsibility to behave ethically at all times

since ethical behavior supports openness and accountability in a procurement process and gives

suppliers confidence to participate in the Government market places. Ethical behavior can also

reduce the cost of managing risks like wrong procurement of equipment, which was the key

factor, associated with the performance.

5.5.3 Contract management and institutional performance at UNBS

Basing on study observations and conclusions,

 it is recommended that UNBS needs to make sure that contract plans are well developed

to guide the organization in control and monitoring contracts.

 In addition to this, contract managers need to be explained to thoroughly about their

responsibilities and expectations. This will enable them to carry out their responsibilities.

All these will provide a basis for assessing whether the contracts are performing to expectations

and meeting the budget time frame thus improving quality and budget absorption on time.

5.6 Limitations of the study

The study registered a number of limitations and these majorly included;

Some respondents deliberately failed to answer the questionnaire, this gave the researcher hard

time but she had to resource and replaced such people with the same people in the target

population.

73
Secondly, some respondents wrongly filled the questionnaires; this came as a result of time

constraints as some of them rushed to answer the question so as to attend to their work.

However, the researcher managed to recover most of the questionnaires well filled; those which

were wrongly filled were ignored.

Time was one of the study’s major constraints, as the researcher couldn’t meet some people as

expected since they had travelled abroad and others were in the field, yet the study had a

specified duration, the researcher replaced such people with their personal assistants. In spite of

all these challenges, the researcher did everything she could to undertake it successfully.

5.7 Areas recommended for further study

Time constraint was the most important limiting factor, collecting more data from more than two

organizations could lead to more precise representation of the real situation on the topic.

Given that the study was conducted only in one organization further studies suggested are for

researchers to study in more details, to represent insight details on the matter, explicitly address

the issue of procurement practices and performance, future research should involve more public

sector organizations.

This study was limited to UNBS, not any other public sector organization in Uganda; hence,

there is need for further research to be replicated in other government departments and ministries

to ascertain the similarity and differences of the findings.

74
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 APPENDENCES

APPENDIX 1: QUESTIONNAIRE FOR STAFFS AT UNBS

Dear respondent

This questionnaire is intended to seek your view on the study on procurement practices and the

institutional performance: a case of Uganda National Bureau of Standards (UNBS). The research

is being undertaken as part of the requirement for the award of a master’s degree in public

procurement at Uganda management institute. You are kindly requested to spare some of your

valuable time and indicate your opinion on each question and statement. The information

provided will only be used for academic purposes and will therefore be treated as confidential.

Thank you

Please tick the appropriate option, any response you give will be respected

SECTION A: DEMOGRAPHIC CHARACTERISTICS

1. Age: 1. 20-25 years 2. 26-31 years 3. 32-37 years, 4. 38 and above

2. Sex: 1. Male 2. Female

3. Highest level of Education

1. Certificate 2. Diploma 3. Bachelor’s Degree, 4. Post Graduate

4. Employment Status: 1. Probation 2. Contract 3. Permanent

5. Duration of service: 1. Less than 6 months 2. 6 months -1 years 3. Over 2 years

4. Over 3 years 5. Over 5 years

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SECTION B: THE EFFECT OF PROCUREMENT PLANNING ON THE

INSTITUTIONAL PERFORMANCE AT UNBS

Respondents are requested to indicate their responses by selecting appropriate items by ticking

the number that best describes their view or opinion based on the following scales:

Strongly agree (SA)-5, Agree (A)-4, Not sure (N) -3, Disagree (D)-2, Strongly Disagree (SD)-1

NO Statements SD A NS D SA
1 The UNBS’s procurement process begins with
"planning"
2 The UNBS needs are clearly defined by the responsible
personnel
3 Thorough needs assessment is undertaken by the
respective managers for the required materials to use
Budget approval is obtained for the required items
before purchase at the UNBS
4 Relevant approvals are obtained from UNBS authorities
for all procured items
5 Only personnel with legal powers to purchase undertake
such transactions in the UNBS
6 Decisions on when to procure the goods and services
are taken by the procurement committee
7 The waste and disposal unit clearly states when they
will use the required goods and services

SECTION C: THE EXTENT TO WHICH SOLICITATION PLANNING AFFECTS THE

INSTITUTIONAL PERFORMANCE AT UNBS.

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Respondents are requested to indicate their responses by selecting appropriate items by ticking

the number that best describes their view or opinion based on the following scales:

NO Statements SD A NS D SA

1 UNBS maintains a list of competitively prequalified

service providers who provide quality service.
2 Procurements are advertised in at least two forms of
media to ensure competitive bidding.
3 UNBS personnel participate in the drafting of the
evaluation criteria for bids to ensure quality of
procurements.
4 An evaluation panel with proper technical skills was
constituted on time.
5 The evaluation process follows the procurement ethical
code of conduct.
6 Overall, the solicitation and evaluation process improved
project performance.

SECTION D: THE EFFECT OF CONTRACTS MANAGEMENT ON THE

INSTITUTIONAL PERFORMANCE AT UNBS

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Respondents are requested to indicate their responses by selecting appropriate items by ticking

the number that best describes their view or opinion based on the following scales:

Strongly agree (SA)-5, Agree (A)-4, Not sure (N) -3, Disagree (D)-2, Strongly Disagree (SD)-1

NO Statements SD A NS D SA
1 UNBS fulfils the terms of contract agreed by successful
contractors.
2 Contracts are completed as per the guidelines and the
amended PPDA Act 2014
3 Bids are received by Procurement and Disposal Unit
(PDU)
4 Received goods and services are checked against the
local purchase order.
5 Bids are opened by Procurement Disposal Unit (PDU)
6 The independent committee evaluates the bids
7 UNBS conducts possible bargaining during contract
making.
8 The top management is involved in evaluating the
eligible contractors by comparing the shortlisted ones.
9 UNBS publishes the contract with invitation to tender.

SECTION E: INSTITUTIONAL PERFORMANCE

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Respondents are requested to indicate their responses by selecting appropriate items by ticking

the number that best describes their view or opinion based on the following scales:

Strongly agree (SA)-5, Agree (A)-4, Not sure (N) -3, Disagree (D)-2, Strongly Disagree (SD)-1

No. Statements SD A NS D SA
1 UNBS has been able to achieve its intended objectives
2 There are a lot of complaints about the quality of
supplies in UNBS
3 There is prompt service delivery in UNBS
4 UNBS generates cost savings on most of its
procurements. That is, it does less with fewer
resources.
5 Customers complain on the delays in service delays at
UNBS
6 Does management at UNBS endeavour to optimally
use resources on time in the attainment of the
organizations objectives
8 Our supplies at UNBS are done within the set time
9 We have had delays in our procurement process at
UNBS

THANK YOU FOR YOUR PARTICIPATION

APPENDIX II: INTERVIEW GUIDE FOR KEY INFORMANTS

i. How does UNBS develop procurement plans and which parties are involved?

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 ii. In what ways does procurement planning affect budget performance in UNBS?

iii. What is your opinion on the general budget performance at UNBS?

iv. How does UNBS ensure that contractors comply with contract terms and conditions?

v. What role does the legal department play in the contract management processes?

vi. Please give your view about the organization procurement timelines, cost and Quality of

scientific equipment, works and services

THANK YOU FOR YOUR TIME AND RESPONSES

vi