FACTORS AFFECTING STAFF PERFORMANCE IN LOCAL GOVERNMENTS

IN UGANDA: A CASE STUDY OF KASESE DISTRICT.

BY

ESAU MURONGO
09/MMSPAM/20/002

A DISSERTATION SUBMITTED TO THE HIGHER DEGREES DEPARTMENT

IN
PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF
THE MASTERS DEGREE IN MANAGEMENT STUDIES (PUBLIC
ADMINISTRATION AND MANAGEMENT) OF UGANDA MANAGEMENT
INSTITUTE.

NOVEMBER 2011.

1
 DECLARATION

I, ESAU MURONGO, declare that this dissertation is my original work and has not been

published or submitted for any other degree award to any other University or academic

institution before.

Signature and date

……………………………………………

i
 APPROVAL

This is to certify that this dissertation entitled “Factors affecting staff performance in Local

Governments of Uganda: A Case study of Kasese District Local Government” was done

under our supervision and is now ready for examination for the award of the Masters

Degree in Management Studies (Public Administration and Management) of Uganda

Management Institute.

…………………………………………………………….

KENNETH ALFRED KIIZA

MAIN SUPERVISOR

……………………………………………………………

ADRIAN BEINEBYABO

CO-SUPERVISOR

ii
 DEDICATION

This work is dedicated to my dear wife Flaviah Kabugho, my children; Masika

Catherine and Biira Vivian, my parents Kaisule Nehemiah and Biira Milly, my brothers

Bwambale Godwin and Masereka Alfred, my uncles Kyomole Ivan and Kalibuliro James

May the Almighty God bless you more.

iii
 ACKNOWLEDGEMENT

In a special way I wish to acknowledge the efforts of my supervisors Mr. Kenneth Alfred

Kiiza and Mr. Adrian Beinebyabo for their patience, inspiration, guidance and

encouragement during the research process.

I would like to thank my colleagues, Government civil servants in Kasese District and all

my classmates for their guidance, social, moral and psychological support accorded to me

during the course.

Special thanks go to my friends; Mugume Ambrose, Acire John, Baritazale Kule Benson,

Ofwono Emmanuel, Kasala Daniel and Christine Namwawu for their encouragement and

comments on my work.

I would also like to thank the Almighty God and the entire Government of the Republic

Uganda for having protected me greatly during the course. Also I thank my parents Mr.

Kaisule Nehemiah and Biira Milly for bringing me up to what I am today.

iv
 TABLE OF CONTENTS

Declaration…………………………………………………………………………………..i

Approval………………………………………………………………………………….....ii

Dedication………………………………………………………………………………..…iii

Acknowledgement………………………………………………………………………….iv

Table of contents…………………………………………………………………………….v

List of figures…………………………………………………………………………….….x

List of tables……………………………………………………………………………...…xi

List of acronyms…………………………………………………………………………...xii

Abstract……………………………………………………………………………………xiv

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

INTRODUCTION…………………………………………………………………………..1

1.0. Introduction………………………………………………………………………….1

1.1. Background to the Study…………………………………………………………….1

1.2. Statement of the Problem……………………………………………………………7

1.3. General Objective…………………………………………………………………...8

1.4. Specific Objectives………………………………………………………………….8

1.5. Research Questions………………………………………………………………….8

1.6. Research Hypotheses………………………………………………………………..8

1.7. Conceptual Framework……………………………………………………………...9

1.8. Significance of the Study…………………………………………………………..11

1.9. Justification of the Study………………………………………………………..…11

1.10. Scope of the Study…………………………………………………………………12

1.11. Operational definitions……………………..………………………………………14

v
CHAPTER TWO…………………………………………………………………............15

LITERATURE REVIEW………………………………………………………………..15

2.0. Introduction ………………………………………………………………………..15

2.1. Theoretical Review…………………………………………………………...……15

2.2. Conceptual Review………………………………………………………………...17

2.3. Technical Factors and Staff Performance………………………………………….17

2.3.1. Training/Skills and Staff Performance…………………………………………….17

2.3.2. Qualifications and Staff Performance……………………………………………..21

2.3.3. Experience and Staff Performance………………………………………………...23

2.4. Financial resources and Staff Performance……………………………………..…24

2.4.1. Salaries and benefits……………………………………………………………….24

2.4.2. Facilitation and allowances………………………………………………………...26

2.4.3. Financial rewards…………………………………………………………………..27

2.5. Government policy and Staff Performance………………………………………...28

CHAPTER THREE………………………………………………………………………31

METHODOLOGY……………………………………………………………………….31

3.0. Introduction ………………………………………………………………………..31

3.1. Research Design……………………………………………………………………31

3.2. Study Population…………………………………………………………………...32

3.3. Sample Size and Selection…………………………………………………………33

3.4. Sampling Techniques and Procedure………………………………………………34

3.5. Data Collection Methods…………………………………………………………..35

3.6. Data Collection Instruments……………………………………………………….35

3.7. Quality Control of the Instruments (Validity and Reliability)……………………..37

vi
3.7.1. Validity of the Questionnaire………………………………………………………38

3.7.2. Reliability of the Questionnaire……………………………………………………39

3.8. Procedure of Data Collection………………………………………………………40

3.9. Data Analysis………………………………………………………………………41

3.9.1. Analysis of Qualitative Data………………………………………………………41

3.9.2. Analysis of Quantitative Data……………………………………………………..42

3.10. Measurement of Variables…………………………………………………………42

CHAPTER FOUR………………………………………………………………………...44

DATA PRESENTATION, ANALYSIS AND INTERPRETATION………………….44

4.0. Introduction………………………………………………………………………...44

4.1. Response Rate……………………………………………………………………...44

4.2. Demographic Characteristics of Respondents………………………………….….45

4.2.1. Gender of Respondents……………………………………………………….……45

4.2.2. Age of Respondents…………………………………………………………..……46

4.2.3. Marital Status of Respondents…………………………………………….….……47

4.2.4. Level of Education of Respondents…………………………………………….….48

4.2.5. Salary scale of Respondents………………………………………………….…….49

4.2.6. Years in service of Respondents……………………………………………….…..50

4.2.7. Current Department of Respondents………………………………………….……50

4.2. Descriptive Statistics of Respondents…………………………………….………..51

4.3. Technical factors and Staff Performance…………………………………………..52

4.3.1.1. Skills/Training and Staff Performance…………………………………….53

4.3.1.2. Qualifications and Staff Performance……………………………………...55

4.3.1.3. Experience and Staff Performance…………………………………………56

vii
4.4. Financial Resources and Staff Performance……………………………………….58

4.4.1. Salaries and benefits……………………………………………………………….59

4.4.2. Facilitation and allowances………………………………………………………...60

4.4.3. Financial rewards…………………………………………………………………..62

4.5. Government policy and Staff Performance………………………………………...64

4.6. Descriptive Statistics on the dependent variable…………………………………..68

CHAPTER FIVE…………………………………………………………………………72

SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS…….72

5.0. Introduction………………………………………………………………………...72

5.1. Summary…………………………………………………………………………...72

5.2. Discussion………………………………………………………………………….74

5.3. Conclusions………………………………………………………………………...78

5.4. Recommendations………………………………………………………………….80

5.5. Areas for Further Research ………………………………………………………..82

REFERENCES…………………………………………………………………………..83

APPENDIX I: Sample Size Determination Table………………………………………….1

APPENDIX II: Uganda Management Institute Introductory Letter………………………1

APPENDIX III: Reliability analysis on questionnaire pre-test…………………………...1-2

APPENDIX IV: Reliability analysis on questionnaires after data collection…………….1-2

APPENDIX V: Correlations and T-Tests…………………………………………………1-2

APPENDIX VI: Descriptive Statistics for Mean and Standard Deviation……………..…1-2

APPENDIX VII: Questionnaire for District Employees………………………………….1-5

viii
APPENDIX VIII: Interview guide for Key Informants……………………………………..1

APPENDIX IX: Interview guide for District Service Commission Chairperson…………...1

APPENDIX X: Interview guide for District Chairperson…………………………………..1

ix
 LIST OF FIGURES

Figure 1: Conceptual Framework…………………………………………………………...9

x
 LIST OF TABLES

Table 1.1: Performance trends in Kasese District…………………………………………...6

Table 2.2: Comparison between health sectors of Uganda, Kenya, Cuba and Malaysia in

performance………………………………………………………………………………..22

Table 3.1: Sample Size determination table……………………………………………….33

Table 3.2: Reliability analysis on questionnaire pre-test…………………………………..39

Table 3.3: Reliability analysis on questionnaire after data collection……………………..40

Table 4.1: Distribution table for gender of respondents…………………………………...45

Table 4.2: Distribution table for age of respondents………………………………………46

Table 4.3: Distribution table for marital status of respondents…………………………….47

Table 4.4: Distribution table for level of education of respondents……………………….48

Table 4.5: Distribution table for salary scale of respondents………………………………49

Table 4.6: Distribution table for years worked for respondents…………………………...50

Table 4.7: Distribution table for department of respondents………………………………51

Table 4.8: Summary of descriptive analysis on technical factor sand staff performance….53

Table 4.9: Correlation analysis on technical factor sand staff performance……………….57

Table 4.10: T-Test analysis on technical factor sand staff performance…………………..58

Table 4.11: Summary of descriptive analysis on financial resources staff performance…..59

Table 4.12: Correlation analysis on financial resources staff performance………………..63

Table 4.13: T-Test analysis on financial resources staff performance…………………….63

Table 4.14: Summary of descriptive analysis on government policy and staff performance…65

Table 4.15: Correlation analysis on government policy and staff performance…………...67

Table 4.16: T-Test analysis on government policy and staff performance………………...68

Table 4.17: Summary of descriptive analysis on staff performance……………………….69

xi
 LIST OF ACRONYMNS

ACAOs Assistant Chief Administrative Officers

CAO Chief Administrative Officer

GoU Government of Uganda

HRHs Human Resource for Health Services

HRs Human Resources

HIV/AIDS Human Immune Virus/Acquired Immunodeficiency Syndrome

HSSP Health Sector Strategic Plan

IPF Indicative Planning Figure

KDLG Kasese District Local Government

LDG Local Development Grant

LLGs Lower Local Governments

LGMSDP Local Government Management and Service Delivery Program

LGFAR Local Governments (Financial and Accounting) Regulations

LOGSIP Local Government Sector Strategic Investment Plan

MoE Ministry of Education

MoH Ministry of Health

MoFPED Ministry of Finance Planning and Economic Development

MoLG Ministry of Local Government

MoPS Ministry of Public Service

NAADS National Agricultural Advisory Services

NDP National Development Plan

PHC Primary Health Care

PNFP Private Not For Profit

PSRRC Public Service Review and Re-Organization Commission

xii
PSRP Public Sector Reform Program

ROM Results Oriented Management

STPC Sub County Technical Planning Committee

xiii
 ABSTRACT

The study set out to establish the factors affecting staff performance in Local Governments

in Uganda, a case study of Kasese District. The study was guided by three objectives

namely; to establish how technical factors affect staff performance, to assess the

contribution of financial resources to staff performance and to establish the moderator

effect of government policy on staff performance in Kasese District. Findings are; the

correlation analysis and T-Test analysis showed that technical factors have a positive

relationship on staff performance. The analysis on financial resources showed that financial

resources have a negative relationship on staff performance. It was found out that

government policy has a significant moderator effect on staff performance. It was

established that rewards and performance have a relationship because people are motivated

when they expect that a course of action is likely to lead to the attainment of a goal and

reward results into improved performance. And it was found out that staff recognition has a

significant relationship with performance as Hertzberg (1968) noted that recognition is an

intrinsic job satisfier and therefore, when staff are not recognized then there is possibility of

not performing as expected. The study concluded that skills and experience have a

significant relationship on performance, opportunities for further studies be provided to

staff to enhance their performance, salaries paid to staff have a bearing on performance, the

provision of non-financial rewards can enhance performance, government policy has a

bearing on staff performance. The study recommended that five staff should be given

opportunities for further studies each year to enhance their performance, the District

leadership should ask the central government to review the salaries paid to staff, Kasese

district should institute mechanisms for the provision of financial and non financial

incentives to staff to enhance performance and the central government should release funds

to the district at the beginning of each quarter to enhance performance.

xiv
 CHAPTER ONE

INTRODUCTION

1.0 Introduction

This study was an examination of the factors affecting staff performance in Local

Governments in Uganda, using a case study of Kasese District. The independent variable

were the factors whose dimensions under study were technical factors, and financial

resources, while the dependant variable was staff performance. Government policy was the

moderating variable in the study.

This chapter presents the background to the study, statement of the problem, general

objective, specific objectives, research questions, hypotheses, conceptual framework,

significance of the study, justification of the study, scope of the study and operational

definitions.

1.1 Background to the Study

Globally, staff performance has been an emphasis in all parts of the world. In the developed

countries like United Kingdom, the current climate of change management and the

associated pandemic of public sector reforms have resulted in many public organizations

being now under seemingly relentless pressure from both internal and external sources.

They need to demonstrate that there have been improvements in performance and that goals

and objectives are being achieved. (Adam et al, (2005).

1
It is noted by Amir (2003) from a study carried out in Local Governments in Indonesia that

in the early 1980s, development theorists argued that the success or failure of development

in any country is affected by a number of interrelated factors such as the skills, values,

attitudes and beliefs of people in their roles, the availability of resources and institutional

machinery through which development planning and implementation takes place. (Amir, I.

2003).

Don, B. (2001) from the study carried out in Sri Lanka noted that performance at individual

level cannot be divorced from incentives. In the New Public Management movement,

remuneration may not be based mainly on financial or material incentives. He adds that

where workers receive a decent wage, non-material rewards may be more acceptable as

employees value them more in long term; these include peer recognition, a sense of making

a contribution to the overall impact of the service, and companionship/solidarity with

fellow workers.

In his study, Don, B. (2001) found out that for central and provincial managers in the health

system, non-financial incentives such as career development, training opportunities and

fellowships and even single recognition are more appropriate, while hospital managers

prefer financial incentives.

As noted from the Pakistan Journal of Social Science, Agagu (2008: 243) asserts that “the

public service which was seen as the custodian of rules and regulations and the engine of
2
the development had lost its prestige and confidence. The aftermath of this is the invention

of a series of reforms which have led to privatization, downsizing and right-sizing of the

public service and even minimizing the role of the public sector in the national life”. This

therefore makes staff in local governments not to perform well in delivery of services.

Esu, B. (2005) notes that in Nigeria, there are many challenges to fostering performance

improvement in resource-poor settings and yet it is in these very contexts that staff are most

in need of some sort of encouragement to perform their jobs well. Low salaries, poor

working conditions, weak or non-existent management and supervision, and lack of

decision making authority, among other things, provide disincentives for staff to invest

time and energy in improving service delivery to the population. (Esu, B. 2005).

In Uganda, the performance of the civil service has been consistently poor since the 1970’s.

(MoPs, 2005). According to Langseth & Mugaju (1996), before the introduction of civil

service reforms, the public service was inefficient, insensitive, wasteful and corrupt. The

authors contend that because of these weaknesses, the performance of the public service

greatly suffered.

According to the Ministry of Public Service (2002), the poor performance was

characterized by abuse of office and government property, lack of discipline and erosion of

rules and regulations and of accountability and transparency, inadequate facilities, lack of

proper planning, inadequate pay and benefits, laxity and discipline.

3
From the above poor state of civil service, Government set up a number of review and re-

organization commissions in order “to restore the past glory of the Public Service in

achieving Uganda’s development objectives at the same time enjoy public respect and

confidence” (MoPs 2005).

Government appointed the Public Service Review and Re-organization Commission

(PSRRC) in 1989 and among the Terms of Reference was to identify causes of poor

performance and recommend ways of restructuring and re-organizing it in order to make it

more cost effective, efficient and responsive in the management of public affairs (Langseth

& Mugaju 1996).

One of the reforms the commission proposed and was adopted by the government of

Uganda was the Result Oriented Management (ROM) in the 2nd phase of the Public Sector

Reform Program (PSRP) 1997 – 2002. This reform was geared at ensuring accountability

and enhancing performance of government departments. This was to be done by ensuring

that government departments were run as quasi-businesses whose performance and service

delivery was to be measured in terms of Cost-Benefit Analysis (Langseth & Mugaju 1996).

According to the Ministry of Public Service (2002), the overall objective of ROM was to

increase efficiency and effectiveness in service delivery. This was done by making the best

use of resources available by clarifying the purpose of the organization, setting clear

objectives and measuring the organization’s performance. Today, ROM is being practiced

in all central and local government units of Uganda. (MoPs, 2002).

4
The effective performance of employees/staff recruited in local governments is measured

through generic performance areas determined by Ministry of Local Government which

include; development planning and management, Local revenue generation/enhancement,

capacity building, organization structure, communication and accountability, staff

functional capacity and monitoring and evaluation. (MoLG, Participants’ handbook for

lower Local Governments, August, 2003).

From the above and out of the annual National assessment exercise of performance of

Local Governments, some districts and Lower Local Governments have been ranked as

poor performers thus penalized, others ranked as static while others ranked as progressive

thus rewarded with bonuses of 20% increment on their Local Development Grant in terms

of LGMSDP funds to these LGs. The penalized LGs have had a 20% deduction of their

LDG allocation while the static ones have maintained their share. (Annual assessment of

minimum conditions and performance measurers for LGs, 2005. final synthesis report,

February 2006).

Accordingly, it was noted from the final report for Kasese District of December 2009 on

annual assessment of minimum conditions and performance measures for local

governments that overall, out of 28 LLGs, only 6 met minimum conditions while the rest

failed. However, as far as trends in performance are concerned, it was noted that there was

a slight improvement in performance of the district and some LLGs especially under the

minimum conditions and some performance indicators when compared to financial year of

2006/07, 2007/08 and 2008/09. This can be reflected in the table below.
5
 Table 1.1: Performance trends in Kasese district local government

Status 2009 2008 2007

Minimum Met Kasese DLG, Hima TC, Maliba, Kasese DLG, Kisinga, Kasese DLG, Katwe
conditions Bugoye, Muhokya, Kasese TC, Mpondwe Lhubiriha TC, Kabatoro TC, Kasese TC,
Bwesumbu, and Kilembe. Kitholhu and Kyondo Ihandiro, Kitholhu,
Karambi, Bwera,
Nyakiyumbu, Hima TC,
Munkunyu, Kisinga,
Kyondo, Kyarumba,
Mahango, Lake Katwe,
Muhokya, Kilembe,
Rukoki, Karusandara,
Bugoye, Maliba,
Kitswamba and
Kyabarungira
Not – Mpondwe Lhubiriha TC, Bwera, Katwe Kabatoro TC, Kasese
met Ihandiro, Kitholhu, Nyakiyumbu, TC, Ihandiro, Karambi,
Kisinga, Mahango, Kyabarungira, Bwera, Nyakiyumbu,
Lake Katwe, Rukoki, Karusandara, Munkunyu, Kyondo,
Kitswamba, Karambi, Katwe Kyarumba, Mahango, Lake
Kabatoro TC, Kyarumba, Katwe, Muhokya, Kilembe,
Munkunyu and Kyondo Rukoki, Karusandara,
Bugoye, Maliba, Kitswamba
and Kyabarungira
Performance Reward Kasese District, Hima TC, Kasese Kasese DLG, Hima TC Kasese DLG, Kisinga,
measures TC, Mpondwe Lhubiriha TC, Katwe Kabatoro TC,
Maliba, Nyakiyumbu, Munkunyu, Kasese TC, Lake Katwe,
Kisinga, Lake Katwe, Muhokya, Karambi, Bwera,
Rukoki and Bugoye Kyarumba, Mahango,
Bugoye and Kitswamba
Static Kilembe, Bwera, Mahango, Kisinga, Kitholhu and Kyondo, Kilembe,
Kitswamba and Bwesumbu Kyondo Rukoki, Hima TC,
Nyakiyumbu, Kitholhu,
Ihandiro, Muhokya,
Karusandara, Maliba and
Kyabarungira
Penalty Katwe Kabatoro TC, Kyabarungira, Katwe Kabatoro TC, Kasese Munkunyu
Kyarumba, Kitholhu, Karusandara, TC, Ihandiro, Karambi,
Karambi, Munkunyu, Kyondo and Bwera, Nyakiyumbu,
Ihandiro Munkunyu, Kyarumba,
Mahango, Lake Katwe,
Muhokya, Kilembe, Rukoki,
Karusandara, Bugoye,
Maliba, Kitswamba and
Kyabarungira
Source: Kasese District report on annual assessment of minimum conditions and performance measures for local

governments, December 2009.

From the above, it is seen that the state of performance in most sub counties is deteriorating

because there are still a number of sub counties being penalized, not meeting minimum

conditions in assessment, and others remaining static in performance. Therefore, this

reflects poor staff performance in Kasese district.

6
1.2 Statement of the Problem

In Uganda, staff performance is an important aspect in service delivery among the

population because the way staff perform determines how services will reach the people.

Most local governments in Uganda are characterized by poor job performance of staff as

they deliver services to the people. This is experienced in areas of efficiency, effectiveness,

accountability, absenteeism, poor time management, low revenue collection, delivery of

poor quality goods and services, failure to hold departmental monthly and quarterly

meetings, general lack of interest, and lack of commitment by staff.

In 1994, Kasese District Local Government was among the model districts in Uganda

where its overall performance in terms of service delivery and competent staffing was

excellent and this was seen by the bonuses/rewards it used to get from the central

government. (MoLG National Assessment feedback report, December 1996). However, the

trend has changed; performance rewards in KDLG have now turned into penalties in most

sub counties. (MoLG, National Assessment report, October 2008 and December 2009). If

this trend continues and is not addressed, service delivery may continue deteriorating and

local governments will be at stake. This apprehension motivated the researcher to research

into the factors affecting staff performance in Local Governments – A case study of Kasese

District.

7
1.3 General objective

The overall objective of the study was to examine the factors affecting staff performance in

local governments in Uganda, a case study of Kasese District.

1.4 Specific objectives

i. To establish how technical factors affect staff performance in Kasese District.

ii. To assess the contribution of financial resources to staff performance in Kasese District.

iii. To establish the moderator effect of government policies on staff performance in

Kasese District.

1.5 Research questions

i. How do technical factors affect staff performance in Kasese District?

ii. What contribution do financial resources have on staff performance in Kasese District?

iii. What moderator effect do government policies have on staff performance in Kasese

district?

1.6 Research hypotheses

i. Technical factors significantly affect staff performance in Kasese District.

ii. Financial resources positively contribute to staff performance in Kasese District.

iii. Government policies have a significant moderator effect on staff performance in Kasese

District.

8
 1.7 Conceptual framework

The conceptual framework below shows the relationship between factors affecting staff

performance in Local Governments.

Independent variables (IV) Dependent variables (DV)

Factors Staff performance in KDLG

1. Technical factors Staff performance

 Skills/training  Efficiency
 Qualifications  Effectiveness
 Experience  Accountability
2. Financial resources  Time
 Salaries and management
benefits  Staff duty
 Facilitation & attendance
allowances  Meeting targets
 Financial rewards  Outputs

Moderating
Variable(s)

 Government
Policy

Source: Adopted from Miles, M.B., & Huberman, A.M. (1994). Qualitative data analysis:

A Sourcebook for new methods (2nd Ed.). Thousand Oaks, CA: Sage. and modified by the

researcher.

Figure 1: Conceptual Framework

From figure 1 above, it was assumed that technical factors like skills/training,

qualifications and experience affect staff performance and in the end affect the efficiency,

9
effectiveness, accountability, and service delivery among others. Therefore, the

skills/training one has determines the amount of out puts he or she is to realize. This means

that the outputs realized depend on the technical expertise one has on the job.

It can be said that experience and performance have a relationship in that the experience

staff have is significantly related to quality or organizational efficiency. Therefore,

experience is associated with better performance in terms of efficiency and effectiveness

for staff in the performance of their duties. Further, the more time staff stay in the

organization, the more they are likely to better perform on the job and this helps them in

meeting the intended organizational outputs hence improved performance.

With inadequate financial resources, staff performance decreases. This is so because when

the financial resources are not adequately met like the pay or salaries paid, then staff may

not perform as required. Therefore, staff performance will be affected in terms of their

efficiency, effectiveness, accountability, time management, duty attendance, meeting

targets and outputs as well because the financial resources do not allow them to perform as

required. This means that when staff are not facilitated with financial resources, the amount

of output is reduced.

On the other hand, if there is an unfavourable government policy, and if there is no timely

release of funds from the central government, staff performance will be affected. This has a

relationship with staff performance because if government policy is not favourable to staff,

there will be no efficiency and effectiveness in the performance of their duties hence

impacting on service delivery to the population.

10
1.8 Significance of the Study

The study may be useful to a multiplicity of stakeholders. This is so because it will provide

information to local government authorities on the factors that affect staff performance.

The study may help the district technical team to guide policy makers

(councilors/politicians) in KDLG in particular and other districts in general to formulate

appropriate policies in form of bylaws and ordinances which will enhance staff

performance.

Further, Uganda is emphasizing staff performance to ensure effective service delivery and

value for money. Therefore, the study findings may be of great benefit to planners, policy

makers and funders/development partners, which will make the study useful not only to

KDLG but also to the Ministry of Public Service, National Planning Authority and

International Agencies as well.

1.9 Justification of the Study

Whereas studies were carried out on performance management, little effort has been put in

place by local governments to find out the factors affecting staff performance. Therefore, a

deeper understanding of these factors may help management counter the effects of poor

staff performance.

11
The study may also bridge the knowledge gap existing in the area of study. Therefore, it

will provide strategies for closing the gaps on the factors affecting staff performance

making it a basis for this study.

1.10. Scope of the Study

1.10.1. Geographical scope

The study was carried out in Kasese District Local Government located in the western part

of Uganda. It borders Kabarole district in the north, Rubirizi district in the south, and

Democratic Republic of Congo in the West and East respectively.

1.10.2. Time Scope

The study covered a period from 2000 to 2010. This period was preferred because it covers

the inception of ROM as a reform which was adopted by government in the 2nd phase of the

Public Sector Reform Program of 1997-2002, and during this time scope, Uganda

developed the National Development Plan. Kasese District Local Government was also

assessed by the National Assessment Team from the Ministry of Local Government

(MoLG) on Minimum Conditions and Performance Measures for LGMSDP for the

2009/10 Financial Year. The researcher focused on the time scope in order to get in-depth

information regarding staff performance during the period under study.

12
1.10.3. Content scope

The study focused on factors affecting staff performance in Kasese District Local

Government with independent variable being factors with its dimensions being technical

factors and financial resources. The dependent variable was staff performance with

dimensions of efficiency, effectiveness, accountability, time management, staff duty

attendance, meeting targets and outputs. Government policy was the moderating variable in

the study. This was so to help identify the moderator effect of government policy on staff

performance in local governments in Uganda.

13
1.10 Operational definitions

Allowances: Payments made to staff to top up their monthly salaries for specific purposes

like transport allowances, housing etc.

Byelaws: Rules made by lower local councils

Efficiency: Optimum use of resources including time and the attainment of organizational

objectives, targets or tasks.

Effectiveness: Achieving the intended results in terms of quality and quantity in

accordance with set standards set for service delivery.

Ordinance: The law made or passed by the District Council or a subsidiary legislation

passed by a District council.

Performance: How well an employee is fulfilling the requirements of the job or the

employee/staff outputs that focus on quality and quantity of work vs. time taken to realize

such outputs.

Public Service: For purposes of this study, public service meant service rendered by Local

Governments

Rewards: A set of consciously predetermined inducements for employee performance

improvement.

Staff: The technical and administrative staff working under the officer in charge of an

administrative unit.

Skills: Competence to perform work.

14
 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

According to Kombo, D.K & Delno, L.A. (2006), literature review is essential in research

since it gives the researcher insight into what has already been done in the selected field,

pinpointing its strengths and weaknesses. This information guides the researcher in the

formulation of a theory that aims at addressing the identified gaps.

The literature review was based on the independent variables and the dependent variable(s),

that is; factors and staff performance respectively. The researcher reviewed the dimensions

of the independent variables which are technical factors, with indicators of skills/training,

qualifications and experience, financial resources with indicators of salaries and benefits,

facilitation and allowance, plus financial and non-financial rewards.

The moderating variable of government policy was reviewed as well. This was so because

the researcher wanted to establish the relationship existing between government policy and

staff performance in local governments in Uganda. This chapter presents the theoretical

review, actual literature review with a focus on the independent variables, moderating

variable and the summary of literature review.

2.1 Theoretical Review

The study was guided by the motivational theory which was propounded by Hertzberg

(1968). In this theory, Hertzberg propounded that satisfaction and dissatisfaction at the

15
workplace arose from different factors. He classified them into hygiene factors, i.e.

company policy, working conditions, job security, status, salary, supervision, and

interpersonal relations. These can lead to dissatisfaction and lower performance if absent or

improperly addressed/handled. These factors do not lead to higher levels of motivation, but

without them, there is dissatisfaction. On the other hand, motivation factors/satisfiers

include sense of achievement, recognition, the work it self, responsibility, growth and

advancement. These therefore lead to satisfaction and improve on staff performance.

Hertzberg’s (1968) theory advanced a two factor model of work motivation, namely “job

satisfiers” and “job dissatisfiers”. Job dissatisfiers defined extrinsic work motivational

factors. The absence of these conditions at optimal levels causes job dissatisfaction.

Examples of these factors include acceptable salary, job security, work conditions, level

and quality of supervision, quality of administration, and interpersonal relations. These

external conditions were viewed as pre-requisite to meeting workers’ extrinsic motivational

needs (Hertzberg, 1968).

Hertzberg’s (1968) theory argues that intrinsic “job satisfiers” include achievement,

recognition, responsibility, and advancement. Specific job characteristics that influence an

individual’s intrinsic motivation to work include; autonomy, job feedback, task identity,

skill variety, and task significance.

Employees’ desires are divided into two groups. One group revolves/centers around the

need to develop in one occupation a source of personal growth and therefore satisfiers

because they are seen to motivate the employee to superior/higher performance and effort.

The second group operates as an essential base for the first and it associates with fair

treatment in compensation, supervision, working conditions and administrative practice

16
which relates to the environment and serves as job dissatisfaction while having little effect

on possible job attitude. Therefore, Hertzberg underpins the proposition that reward

systems should provide for better financial and non-financial rewards.

This theory helped to understand the factors that affect staff performance since it covers the

dimensions indicated in the independent variables with a focus on satisfiers and

dissatisfiers. The theory was preferred because it helps one to understand, explain, describe

and make predictions on the factors that affect staff performance in local governments.

2.2. Conceptual Review

In the conceptual framework, the independent variable i.e. factors affect the dependent

variable of staff performance. In the context of the study, performance can be looked at as

how well an employee is fulfilling the requirements of the job or the employee/staff outputs

that focus on quality and quantity of work vs. time taken to realize such outputs.

2.3.0. Actual Literature review

2.3. Technical Factors and Staff Performance

Under this dimension, the researcher looked at skills/training, qualifications and experience

of staff to see whether there is a relationship to performance.

2.3.1 Training/Skills and Staff Performance

Training has been identified as an example of a human resource management practice that

contributes to gains in competitive advantage (Schuler & MacMillan, 1984). Researchers

have long argued that the importance of training extends beyond the skills and knowledge

needed to carry out one’s job (Tannenbaum, Mathieu, Salas, & Canon-Bowers, 1991).

Theories from management, psychology and labor economics show different and
17
sometimes contrary predictions about the impact of training on employees’ attitudes and

the willingness to stay within the company. Therefore, the skills and training one has

determines the way he or she will perform and in the end determines the amount of outputs

to be realized.

Employee training directly enhances firm/organizational performance by raising the

general level of skills. As employees become more highly motivated and more highly

skilled, so their task performance improves and organizational effectiveness is directly

enhanced (Richard Cooney et al (2002) as cited by (Bartel 1994, d’Arcimoles 1997.

Therefore, employee training may in this view be seen as a discrete or stand alone

management practice, one that directly enhances human capital of the firm/organization

and so directly leads to performance improvements.

Cooney, R et al. (2002), argue that employees require some training in order to manage the

enlargement of their work role following the delegation of responsibilities for quality. They

also require some training in non-technical skills to be able to participate in quality

improvement activities and they need a broader range of skills in order to flexibly respond

to changes in managerial practices/requirements. Therefore, with training, staff

performance is greatly enhanced hence leading to efficiency and effectiveness in service

delivery to the population.

In most organizations’ Human Resource Development systems personnel training is the

cornerstone (Nordhaug, 1989). In times of notable changes, many organizations change

their policies and procedures related to training. This may have consequences for the many

work-related attitudes. So, organizational commitment is increasingly valued as a predictor

18
of work behaviors and behavioral intentions (Jaros et al. 1993). Studies of Human Resource

Development practices, including training have shown to influence organizational

commitment. (Iles et al. 1990; Meyer & Smith 2000; Whitener 2001). Once staff are not

trained, the level of their performance is affected which in the end has a bearing on

efficiency, effectiveness and the amount of outputs to be realized.

Individuals need to develop general skills to increase their mobility to other jobs.

Development of individual skills is now seen as an integral part of the employment

relationship (Rousseau, 1995). Employers should come across inventive manners to retain

the employees. A method to commit your employees as an employer is to provide training.

In the case of decisions around investments in the employability through training and

development of employees, employers must take into account the effects on the employees.

However, the challenge for employers is to discover ways to retain the employees and to

increase the organizational performance. This means that once staff are not trained, then

they may not be committed to the job which may affect their performance.

It is postulated in the background to the budget of the Republic of Uganda 2010/11 fiscal

year that over the past two decades, the Uganda economy has established a strong record of

prudent macroeconomic management and continues to undertake private-sector oriented

structural reforms.

Inspite of the economic structural transformation over the past two decades, the economy

still faces challenges that will have to be addressed in the short, medium and long term.

These challenges include: persistently high unemployment particularly of the youth;

inadequate skills development which limits entrepreneurship and innovation; inadequate

infrastructural networks such as roads, railway, energy, waterways, and internet usage
19
which raises the cost of doing business and undermine private sector competitiveness; and

a low manufacturing base. These constraints have undermined achievement of faster

socioeconomic transformation. This in the end may affect the way staff outputs are

realized.

At institutional level, there has been inadequate public sector intervention in strategic

sectors of the economy which has historically led to dismal performance in some areas

which were left to the private sector. The medium term Government policy and investment

priorities to address these challenges are outlined in the recently published National

Development Plan (2010/11 – 2014/15).

It is advanced that the key challenges affecting performance include staff absenteeism

particularly in the lower health units, lack of drugs and a dilapidated infrastructure.

(MoFPED National Budget Framework Paper 2009/10-2013/2014). It was concluded that

the focus for FY2009/10 budget will therefore be on improving the health infrastructure

and provision of drugs especially for HIV/AIDS and malaria. Other areas of focus were;

improvement of human resource management and preventive measures for non-

communicable diseases.

Field research findings in Kasese indicate that training is important for staff to perform

better and is also a non-financial motivation factor. This in the end makes staff to perform

better.

20
2.3.2 Qualifications and Staff Performance

According to the Uganda National Development Plan 2010/11 – 2014/15, the quality of

human resource is important to organizational success. Despite the large and fast growing

youthful labour force and the Government’s efforts to provide education and training at

various levels, the country continues to experience deficits in the supply of skilled human

resources. This is evident in the limited availability of skilled labour as partly shown by

wide wage differentials, and the high number of vacant posts in technical areas.

The lack of skilled human resources is associated with quality in the education system,

including low school completion rates, limited capacity in the vocational and technical

training institutions, and the brain drain from the country. This is exacerbated by

inadequate manpower planning in key areas of the economy which may in the end affect

the way staff perform their work.

The Uganda National Development Plan 2010/11-2014/15 states that; the health sector, for

example, continues to experience considerable workforce challenges arising from numbers,

skills and motivational factors. The ratio of doctors to the patients in Uganda, Kenya,

Malaysia and Cuba and for nurses can be seen in the table below.

21
Table 2.1: Comparison between health sectors of Uganda, Kenya, Cuba and Malaysia
in performance

Sector Country Ratio of Doctors to Year Ratio of nurses to Year

patients patients

Health Uganda 1:24,725 2002 1:1,643 2000

Kenya 1:7,100 2002 1:877 2000

Cuba 1:169 2002 1:134 2002

Malaysia 1:1,430 2000 1:740 2000

Source: Adopted from the Uganda NDP 2010/11-2014/15 and modified by the researcher.

The low number of health professionals in Uganda adversely affects the delivery of health

services. The situation is similar with regard to the low levels of qualified people in other

professions. (Uganda National Development Plan 2010/11 – 2014/15)

According to the Health Sector Strategic Plan III (2010/11-2014/15), Uganda, like many

developing countries, is experiencing a serious human resources crisis in the health sector.

Human Resources for Health Services are in short supply, both in numbers and in skills

mix, to effectively respond to the health needs in Uganda. The HIV/AIDS epidemic

presents additional demand on the HRs because of the special skills required for HIV/AIDS

prevention and treatment, and the health workers themselves being affected by the disease.

Although significant steps have been taken in the development of the HRH Policy and

Strategic Plan 2005-2010, HRH development, deployment and utilization are still not

rigorously directed in a sustainable manner, either at national or district level. The present

22
number of health staff (Doctors, nurses, midwifes) available in the country, including the

PNFP sector, amount to 59,000, with a ratio of 1 to 1,818 people. It is estimated that 22%

of these categories of health workers in the health sector is currently contracted by the

PNFP sector and 21% by the private sector. Overall almost 40% of the HRH are working

for the private sector, and there is no clear policy and guidelines to coordinate and optimize

their use. (HSSP III (2010/11-2014/15).

In terms of training, emphasis for most curricula of health workers is on curative care.

Despite the private not for profit (PNFP) sub sector producing the majority of PHC staff,

recognition and inclusion of the PNFPs in national and district level decision-making for a

for health training remains limited. Training of medical doctors and other health staff is

governed by several institutions (MoH, MoE, PNFP training institutions, Professional

Councils), with no clear leadership, line of responsibility and mandates. Often decisions

taken by one sector affect the others and result in an overall reduced training capacity.

Findings from the study showed that staff performance in Kasese District is not affected by

the qualifications and thus qualifications enhance efficient performance in local

governments.

2.3.3. Experience and Staff Performance

According to Clifford, N. (1994), experience-based learning can provide two things:

knowledge and skills. "Knowledge" refers to the relatively formal and established facts,

rules, policies and procedures within the organization. Thus, knowledge involves the

possession of ready-made information. Because information flows through both formal and

23
informal channels at different rates and different frequencies and information is better

remembered with greater levels of exposure, the probability of an administrator's

knowledge of any given piece of data necessarily increases with time. This means that

experience is of great importance to the performance of staff in realizing the set targets.

It should be noted that as experienced administrators have been exposed more frequently to

the intelligence of the organization than have less experienced administrators, experienced

administrators will have greater levels of knowledge, all other things being equal. With

practice, administrators can develop new techniques for gathering, manipulating and

interpreting information. Greater experience permits greater refinement and improvement

of information-processing skills. Research findings from Kasese district indicated that

experience is very important for staff performance because with experience, staff are likely

to work better for improved service delivery.

2.4 Financial Resources and Staff Performance

2.4.1. Salaries and benefits

Turner (2002) argues that the way in which employees are rewarded in terms of their pay

and benefits communicates powerful messages which make them agree to perform some

job. He concludes that rewards are the mainstream of human resource practices. The

amount of thoughts managers devote to reward systems will lead to motivated or

demotivates employees/staff.

24
Dessler (2003) like Armstrong (2003) argue that rewards and reward system should be

designed to result into desired employee performance regarding aspects like quality of

work, quantity of work done, time taken to accomplish tasks and the overall organizational

profitability. Therefore, the quality of staff performance can be improved if staff in local

governments become effective and efficient, and this can be achieved through having

attractive and favourable financial resources.

Accordingly, it is noted in the Ugandan National Development Plan (2010/11 – 2014/15)

that staffing and management in the public service is characterized by low remuneration

and meager annual salary increments. In general, the salaries are insufficient for civil

servants to afford a decent standard of living. In addition, the working environment is ill-

equipped for personnel to adequately perform.

Additionally as stated in the NDP, both political and technical supervision and monitoring

of implementation in LGs have significantly been constrained by lack of funding.

The GoU budget allocation to the health sector has remained static. In 2004/5 this was at

11.2% but in 2006/7 and 2007/8 it went down to 9.6% still falling short of the 15 % Abuja

target of 2000. Achieving acceptable safe hygiene and sanitation remains a challenge for

Uganda with a significant proportion of the population of up to 32.5 percent with no

latrines. (HSSP III, 2010/11-2014/15, p.33).

25
Field research findings from Kasese district indicated that salaries paid to staff are not

appropriate to their performance. This implies that the salary paid to staff is a motivating

factor that supplements other factors, which according to some respondents are lacking in

the local government. Therefore, once staff agree that salaries paid are not appropriate, then

their performance is likely to be affected.

2.4.2. Facilitation and allowances

In the study context, facilitation includes but not limited to the provision of tools like

furniture, computers, office and housing accommodation, motor vehicles/motorcycle

(transport facilitation) and allowance which can enhance an individual’s capacity to

achieve higher performance.

The Public Service Reform Program Strategic Framework for 2005/06-2009/10, (2005)

cited lack of facilitation as a key cause of poor performance in Local Governments and

Central Government. Therefore, without facilitation, staff in local governments will not

perform to the required standard.

In Kasese, study findings indicated that facilitation is not given to staff and this may affect

their performance. This is so because it was found out that the District Health Officer does

not have transport means to enable him carryout his work effectively and efficiently. This

in the end affects the outputs he is supposed to realize.

26
2.4.3. Financial and non-financial rewards

The issue of use of rewards to induce performance has proved to be an international issue.

Braton, (1988) argues that in Canada, the US and UK, top management pay is increasingly

linked to the achievement of business objectives and for their subordinates, for pay is being

geared to individual potential and performance.

For non-financial rewards, Deway, (2000) postulates that individual employee needs are

different and it therefore makes sense to relate the benefit package to those needs by giving

employees a menu of benefit to select from. Benefits are viewed as another example of

non-financial rewards. Wages on the other hand are non-cash additions to basic pay.

Armstrong, (2003) presented benefits as time off, work leave, social facilities while

Maicibi (2003) presents as maternity leaves, payment of telephone, and health insurance

among others.

Armstrong looked at benefits as a sense of supplements to basic pay and a means of

facilitating good work by employees. They are forms of indirect compensation such as

housing, medical care; meals, transport facilities, and such benefits may be a motivation to

local government staff. These may improve on time management, efficiency, effectiveness,

and reduce absenteeism of staff.

Substantial research has been conducted on factors that influence job satisfaction in high-

income countries and has shown a clear link between job satisfaction and the intention to

leave a post. Financial benefits are an important factor, particularly in settings where

salaries are extremely low, but they are not the only reason (Hongoro & Normand, 2006).

27
In Kasese district, field research findings indicated that staff are not given financial and

non-financial incentives like recognition and also giving them other essentials which can

make them have a positive attitude towards work. This in my opinion affects staff

performance since they just work unwillingly hence affecting service delivery to the

population.

2.5. Government Policy and Staff Performance

Tim, W. (2003) argues that tension is emerging between Uganda highly decentralized local

government system and the centrally Sector Wide Approach (SWAP) processes where

sector service delivery targets have been established at national level. This has been

combined with excessive and increasing central control over inputs through a large number

of tightly earmarked conditional grants. Despite attempts by sectors to increase central

control, there remain wide variations in performance in local governments, even with

similar resource endowments. The focus on central control has actually distracted attention

from the need for local controls and system for accountability in the delivery of services.

(Tim, 2003). Therefore, once there is increased central control over conditional grants, the

amount of outputs required by local governments may be affected because of the stringent

conditions attached on these conditional grants.

Tim, W. (2003) adds that despite the participatory legal framework, planning and

budgeting decisions are largely concentrated at the district level. This translated into lack of

knowledge and/or ownership of planned activities and set targets in lower local

governments. This affects staff performance at in that activities that are planned are

implemented by the lower local governments who never participate in the planning and

28
budgeting process. In the end, there is no ownership because the projects implemented are

not the priority of the implementing agency hence affecting the outputs required at

completion stage.

Golala, M.L. (2001) argues that apart from political expediency, politicians at the centre

have no wish to cede their powers, notably those overstate finances that enable them to

exercise political patronage to the local level. They only embark on meaningful rural

reforms including decentralization when they detect real benefits to themselves from

incorporating the countryside into mainstream political process. This affects staff

performance in that reforms that would bring out key outputs in service delivery are not

considered because of personal benefits for the staff at the centre.

According to the NDP (2010/11–2014/15), Public Sector Management (PSM) is a key

function for efficient and effective management of public service delivery. It entails the

establishment of institutions, structures and systems, and the formulation and enforcement

of policies, laws, regulations, standards and procedures for effective coordination and

management of public service delivery systems. PSM aims at ensuring that public services

are accessible by users in a timely and reliable manner, and they are affordable and of good

quality. As Government’s coordination mechanism, PSM ensures that public service

delivery institutions are well guided (strategic planning and policy direction), coordinated

and regulated. PSM strives to build capacity of public service institutions for effective and

efficient service delivery as well as ensuring that these institutions conduct themselves in a

manner that is accountable to the general public (value-for money). The objective is to

enhance coherence in policy frameworks for public sector management in planning, policy

formulation and implementation, coordination of implementation, monitoring and

29
evaluation of Government policies and programmes, and institutional and human capacity

building both at central and Local Government.

Further, the NDP (2010/11–2014/15) states that the Government performance measurement

and management framework is still weak. There are no organized processes amongst the

central control agencies for ensuring that Government objectives are properly financed and

implemented; and that the problems in policy management and service delivery are

identified and fixed. Therefore, the Results Oriented Management (ROM) initiative should

be complemented by instituting better compliance and control measures. With this

therefore, staff performance is likely to be affected because of the weak management

framework which makes it difficult to achieve the objectives set for service delivery hence

affecting results expected from staff.

In Kasese district, research findings showed that government policy affects staff

performance and also has a significant moderator effect on staff performance. This is due to

the frequent changing of policies like the NAADS implementation guidelines which makes

staff find difficulties in implementation.

In summary, it can be said that staff/employee performance is the core of effective service

delivery in local governments of Uganda. However, there is need to improve the factors

that affect their performance so that service delivery is improved. This study will also close

the knowledge gap, and expand employee/staff work performance.

30
 CHAPTER THREE

METHODOLOGY

3.0. Introduction

Methodology is defined as an approach a researcher uses to investigate a subject. (White,

B. 2000). It refers to the philosophical basis on which a research is based. Methods on the

other hand are particular techniques used to collect data and information. Therefore, the

purpose of this chapter is to describe the methodology that was used in the study.

This chapter presents the research design, study population, sample size and selection,

sampling techniques and procedure, data collection methods, data collection instruments,

validity and reliability, the procedure of data collection, data analysis and the measurement

of variables.

3.1. Research Design

Research design can be defined as the arrangement of conditions for data collection and
analysis of data in a manner that aims to combine relevance to research purposed with
economy in procedure. (Kothari, 2004).

The study adopted a case study design. This design was preferred because the researcher
wanted to examine the technical factors, and financial resources together with the
government policy existing in KDLG and how these affect staff performance.

A case study design was used to describe the nature and pattern of the study. The case
study approach calls for the researcher to make choices from among a number of possible
events, people and organizations. (Deniscombe, 2000). The choice for the case study was

31
to enable the researcher understand the study in depth so as to get solutions to the problems
in the area of study. The study employed both qualitative and quantitative approaches.

The research employed the qualitative approach in order to get the opinions of respondents
in relation to the variables under study and their understanding on factors affecting staff
performance was sought using interviews and documentary reviews.

The quantitative approach was used to obtain the magnitude of the relationship between the
variables and this was mainly through questionnaires to the district officials. This study
was more quantitative than qualitative because most of the data was got from
questionnaires. This is because of the number of respondents that responded to
questionnaires viz-a-viz that of key informants.

Data was also got through face to face interviews and documentary review. The
quantitative method was used to obtain the magnitude of the relationship between the
variables.

3.2. Study Population

Population is the complete collection (or universe) of all the elements (units) that are of
interest in a particular investigation. (Amin, 2005).

The study population was 180 consisting of staff working at both district and sub county

level. It included sub county chiefs, extension workers, senior accounts assistants,

community development officers, sub county STPC members, sub county chairpersons,

teachers, and district head quarter staff. The District planner, Chairperson District Service

32
Commission, the District Chairperson, the Chief Administrative Officer and Personnel

Officer were selected as key informants.

3.3. Sample Size and Selection

The researcher agrees with Mugenda & Mugenda (1999) that collecting data from the

entire population is not possible due to cost and time constraints. Therefore, by studying

the sample, the researcher was able to draw conclusions that can be generalized on the

population of interest.

The sample size was selected from the population using a table by Krejcie and Morgan

cited by Amin, (2005). Therefore, with the study population of 180, the estimated sample

was 167. The table below summarizes the sample size.

Table 3.1: Sample Size determination table

Category Target Sample Sampling

Population Size Technique
Sub County Chiefs 15 14 Purposive
Extension workers 10 10 Purposive
Senior Accounts Assistants 10 10 Convenience
Community Development Officers 20 19 Convenience
Sub County STPC members 40 36 Purposive
Sub County Chairpersons 15 14 Convenience
Teachers 35 32 Purposive
District Head quarters staff 35 32 Convenience
Total 180 167
Source: From R.V Krejcie and D.W.Morgan (1970), as cited by Amin E. (2005).

33
The sample size was chosen because it is difficult to get information from the entire

population. The target population was the population to which the researcher generalized

the results of the study. The sample was drawn from the target population. Therefore, the

sampled results were generalized to the sampled population. (Amin, 2005).

3.4. Sampling Techniques and Procedure

Probability sampling is a process of selecting a sample in such a way that all elements in

the population have some probability of being selected, while non-probability sampling is a

sampling method where elements in the population do not have a known probability of

being selected. (Amin, 2005).

In determining the sample size, the non-probability method was used. For this study

particularly; purposive and convenience sampling techniques were used. The advantage of

purposive sampling is that the researcher will focus on people or elements that are critical

for research.

In this case, it was not only informative but economical because data was got only from

subjects who were having it, instead of trial and error like accidental sampling.

(Deniscombe, 2003). This means that data was got from respondents who were intended for

the study.

34
Convenience sampling was used by the researcher because the respondents were easily

accessed and easy to study. The researcher selected the closest persons as respondents

whom he easily accessed.

3.5. Data Collection Methods

Data collection methods during the study included questionnaires, conducting face-to-face

interviews with key informants and documentary reviews regarding factors affecting staff

performance. Data was collected with the aid of both structured and unstructured

questionnaires because they are very instrumental in obtaining detailed information from

samples detected. This is so because these questionnaires generate detailed information on

the subject under investigation.

Interviews were from the key informants. This enabled the researcher to obtain more

elaborate, accurate information and in-depth data through further probing which may not be

possible in questionnaire. Two research assistants were employed to distribute the

questionnaires and ensure that they are collected.

3.6. Data Collection Instruments

The researcher used both primary and secondary sources. Primary data was collected from

key informants. Primary sources included interviews with colleagues, staff, and

government leaders. Secondary sources included records, government publications,

websites, internet and journals.

35
Data collection instruments which were used included; questionnaires and interview guide

respectively.

3.6.1. Questionnaires: This consisted of questions which the respondents answered in

writing. This instrument was used because it is cheap compared to other methods. The

researcher used self administered and semi structured questionnaires to collect data. The

self administered questionnaires were filled by respondents who were selected to

participate in the study. The self-administered questionnaires were delivered physically by

the researcher and the research assistants to ensure that they are not delayed.

The questionnaires comprised both structured and unstructured questions. This gave

respondents freedom to elicit some information in details due to the open-ended nature of

some of the items it consisted. It accommodated a wide range of close ended questions

giving a more latitude to cover all areas of interest as far as desired data was concerned.

Questionnaires were used in order to cover a large number of respondents in a relatively

short time and there was generation of data because answers were given in their own mood.

This however stimulates the respondents because it gave an insight into their feelings and

options. (Mugenda & Mugenda, 1999).

3.6.2. Interview: Face-to-face interviews ensured that the respondents were the people the

researcher wanted to interview and this improved reliability of the data. The face-to-face

interviews also allowed longer and more complicated questions to be covered in that

clarification was sought/made there and then where necessary. They also ensured a high

response rate.
36
To supplement the data from the self administered questionnaires, an interview guide was

used for key informants. This was applied in face-to-face interviews in order to explore

further on the concepts, namely technical factors, financial resources, and government

policy/political interference in relation to staff performance.

This was administered to CAO, District Planner, District Service Commission Chairperson,

District Chairperson and Personnel Officer. This was used because of its flexibility in terms

of adapting, adopting, changing the questions as the researcher proceeds.

The interview guide was important because it facilitated the understanding and

exploration/clarification of the complex issues of staff performance.

3.7. Quality control of the instruments (Validity and Reliability)

To ensure the quality control of the instrument, the researcher ensured that the instrument is

reliable and valid. Pre-testing of the above instruments was undertaken to measure that the

questions were understood by the respondents and that there were no problems with the

wording or measurement. This helped to rectify the inadequacies in the instruments before

administering them. (Sekaran, 2003).

Pre-testing was done on 20 persons of a similar sample in the neighboring district of

Kabarole who never participated in the actual study. The pre-test sample was chosen based

on Sekaran, (2003) who says that a sample between 1% and 10% is appropriate depending

on the sample size. The pre-test subjects were encouraged to make comments and

suggestions concerning instruments, clarity of questions and relevance.

37
3.7.1. Validity of the questionnaire

Sekaran (2003) defines validity as the accuracy and meaningfulness of inferences which

are based on research results. Validity was established through a validity test using content

Validity Index (CVI). This is a tool used to guage the content validity of items on an

empirical measure. It was applied to the formula below;

CVI = Number of items rated relevant by all judges

Total number of items in the instrument

In this approach, Subject Matter Experts (SMEs) were asked to indicate whether or not the

instrument was valid, and when the CVI is 0.7 and above, the instrument can be considered

valid (Amin, 2004). After the comments by the SMEs, the result was 0.857 i.e. 34/42 + 38/42

= 72/2 = 36/42 = 0.857. This means 85% of total items in the instrument were rated relevant.

The researcher considered this because Amin proposes that a minimum of CV1 of 0.7 and

above is valid.

3.7.2 Reliability of the Questionnaire

Sekaran (2003) defines reliability as the degree to which a research instrument yields

consistent results. To ensure reliability, the research instruments were pre-tested to selected

20 respondents using test-re-test method to ensure consistency and comprehensiveness.

Further, consultations with other researchers and supervisors were done to review the

research instruments. Further, to ensure reliability of the instrument, the researcher used the

Cronbach’s Alpha Co-efficient with the help of SPSS version 15.0. Therefore, when the

38
Coefficient Alpha from the reliability test is greater than 0.5, it means there is high

reliability of the instrument (Amin, 2005).

Table 3.2: Reliability analysis on questionnaire pre-test

Variables under study Cronbach’s Alpha Number of item

Technical factors .540 8

Financial resources .663 9

Staff performance .597 8

Government policy .653 10

All the 4 Variables above .858 35

From the table above, a pretest on technical factors showed Cronbach’s alpha of .540 with

8 items, financial resources got Cronbach’s alpha of .663 with 9 items, staff performance

got alpha .597 with 8 items, and government policy gave alpha .653 with 10 items. While

pre-testing all the four variables, the researcher got Cronbach’s alpha of .858 with 35 items.

This meant that the questionnaires designed for the study were reliable, and fit to be

administered to respondents in the field for data collection. Refer to appendix III. After

data analysis, the reliability Cronbach’s alpha indicated the following results as shown in

the table below.

39
Table 3.3: Reliability analysis on questionnaires after data collection

Variables under study Cronbach’s Alpha Number of items

Technical factors .733 8

Financial resources .500 9

Staff performance .515 8

Government policy .598 10

All the 4 Variables above .772 35

From the table above, a pretest on technical factors obtained Cronbach’s alpha of .733 with

8 items, financial resources got alpha .500 with 9 items, staff performance got alpha .515

with 8 items, and government policy also showed alpha .598 with 10 items. While testing

all the four variables after data collection, the results obtained for the Cronbach’s alpha

were .772 with 35 items. This therefore means that the instruments were reliable for the

study. Refer to appendix IV.

3.8. Procedure of Data Collection

The researcher wrote the proposal and submitted it to the Higher Degrees department for

defense. Upon successful defense before a Masters defense committee, he was given an

authority letter which was then presented to the Chief Administrative Officer of KDLG.

The CAO introduced the researcher to the Sub Counties where the study was carried out.

After permission/introduction, the researcher recruited two research assistants and then

trained them for one day on issues about the research i.e. questionnaires, ethics
40
(confidentiality), establishing or creating rapport with respondents and editing

questionnaires among others. Data was then collected, analyzed, interpreted and

dissertation report was produced, forwarded to Supervisors who made comments. After the

comments from supervisors, the researcher submitted the dissertation book to the Higher

Degrees department for Viva. During viva, some errors were observed and addressed to the

researcher. The researcher corrected the errors in a period of one month as directed during

the viva and submitted the final dissertation copies to the Higher Degrees department for

graduation, thus the end of research.

3.9. Data Analysis

Sekaran (2003) suggests that analysis is the evaluation of data. It is the process of

systematically applying statistical and logical techniques to describe, summarize and

compare data.

3.9.1. Analysis of Qualitative data

The analysis of interview responses from key informants was edited according to the

themes developed in the objectives of the study. The information from open-ended

questions and interview responses was analyzed by listing down all respondents’ views

under each question or category. The data was harmonized basing on a common view from

respondents on the themes and was then interpreted to give meaning.

41
3.9.2. Analysis of Quantitative data

Quantitative data was collected mainly from the close-ended type of questions. The

researcher ensured that data is coded and categorized into useful and relevant data. The

data collected from questionnaires was entered in a computer and analyzed using the

Statistical Package for Social Scientists (SPSS) because it is the most recommended

package for analyzing social science research data. (Sekaran, 2003).

Descriptive data was presented inform of summary tables, frequency distributions, and

percentages and was analyzed using Pearson Correlation and T-Test analysis.

3.10. Measurement of Variables

According to Mugenda & Mugenda (1999), measurement of variables gives the researcher

information regarding the extent of individual difference on a given variable. It is on this

basis that appropriate measurement of instruments was used to measure and data was

categorized in an orderly form using a five likert scale on the questionnaire as reflected

below. A likert scale consists of a number of statements which express either favorable or

unfavorable attitudes towards the given object to which the respondent is asked to respond.

Each response was given a numerical score indicating its favorableness or un favorableness

and the scores are totaled to measure the respondents’ attitudes. The scale of 1-5 was used

to help the researcher measure the extent to which objectives were achieved where by 1

represented strongly disagree 2 = disagree, 3 = neither agree nor disagree, 4= agree and 5

42
strongly agree. Therefore, all responses to each scale was used to determine the common

view of respondents on the themes developed in the objectives of the study.

5 4 3 2 1

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

A nominal scale was used where numbers were assigned to the different variables to serve

as its name and create sameness or difference. This enabled the researcher to know the

difference between the variables.

43
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION.

4.0. Introduction

This chapter presents the findings of the study and had three objectives, which were; To

establish how technical factors contribute to staff performance in Kasese District Local

Government, to assess the contribution of financial resources to staff performance in

Kasese District Local Government and to establish the moderator effect of government

policy on staff performance in Kasese District Local Government.

This chapter is divided into three sections i.e. background data, descriptive statistics on the

independent variables, dependent variable and moderating variable.

4.1 Response Rate

The response rate shows the respondents that participated in the study. In this study, a total

of 167 questionnaires were distributed to respondents and 151 were returned. This

represents 90%. This indicates that the response from study was acceptable because

Mugenda & Mugenda (1999) says that a 50% response rate is adequate, 60% good and

above 70% very good. Therefore, basing on this aspect, the response rate of 90% in this

study was very good.

44
4.2. Demographic Characteristics of respondents

This presentation shows the analysis of demographic characteristics of respondents

summarized in tables. The researcher collected information on the characteristics of

respondents in order to verify whether data was collected from the right population. This is

so because it would help in determining whether the intended respondents actually

participated in the study. These demographic characteristics of respondents included:

gender, age, marital status, level of education, salary scale, years worked and current

department.

4.2.1: Gender of respondents

The researcher obtained data from male and female respondents to ensure that the views of

both male and female were representative in the study. The researcher was interested in

finding out whether this would affect staff performance in the local governments. The

responses are presented in the table below;

Table 4.1 Distribution table for Gender of respondents

Frequency Percent Cumulative Percent

Valid Male 101 66.9 66.9
Female 50 33.1 100.0
Total 151 100.0
Source: Field research findings

From the above table, it is seen that 101 respondents with 66.9% were male and 50

respondents with 33.1% were female. This means that the views for both male and female

were representative in the study. Therefore, this gives a good balanced view of both male

45
and female staff that participated in the study. So, the researcher was interested in getting

information from a variety of both male and female staff in Kasese district.

4.2.2: Age of the respondents

The researcher focused on the age of the respondents so that people from different age

groups could be included in the study. People from different age groups have different

views concerning the problem under investigation and therefore capturing views from

different age groups was important for this study to give a balanced argument from

different age groups.

Therefore, the study aimed at finding out whether local government staff are considered in

terms of age when joining service, and whether this affects staff performance. This in the

end would help the researcher know whether staff performance was determined by age.

The findings from the study are summarized in the table below;

Table 4.2: Distribution table for Age of respondents

Frequency Percent Cumulative Percent

Valid 20-30 52 34.4 34.4
31-40 72 47.7 82.1
41-50 19 12.6 94.7
51-60 6 4.0 98.7
61 years and above 2 1.3 100.0
Total 151 100.0
Source: Field research findings

From table 2 above, the majority of respondents were in the age bracket of 31-40 i.e. 72 (

47.7%), those in 20-30 were 52 (34.4%), 41-50 got 12.6%, 51-60 got 4% and lastly 61

years above obtained only 1.3%. This means that age has a bearing on staff when joining

local governments since the majority of respondents were in the age bracket of 31-40

46
(47.7% and 20-30 with 34.4%. This means that staff age determines how one will perform

the job in local governments because the majority of respondents in the study were in the

active age which makes them to perform better. Therefore, this is to justify that the more

staff in this age group, the more effort is dedicated to the job leading to improved

performance. Further, with the age bracket of 51-60 (4%) and 61 years being small (1.3%),

then this age group is likely not to perform better since they are no longer in the active age

group.

4.2.3: Marital Status of respondents

The researcher was interested in the marital status of the respondents to see whether it

affects staff performance. This would enable the researcher to see which category of

respondents were affected as they perform their duties in relation to their status. People

with different marital statuses would tell whether staff performance is being affected with

the status one has. The findings are shown in the table below.

Table 4.3: Distribution table for marital status of respondents

Cumulative
Frequency Percent Percent
Valid Married 111 73.5 73.5
Single 35 23.2 96.7
Divorced/Separated 3 2.0 98.7
Widowed 2 1.3 100.0
Total 151 100.0
Source: Field research findings

From the above table, 111 respondents with 73.5% were married, 35 (23.2%) were single, 3

(2%) were divorced/separated and only 2 respondents with 1.3% were widowed. Therefore,

these finding shows that marital status does not affect staff performance since the majority
47
of the respondents that participated in the study were married meaning that they attended

duty even when they were married, followed by the singles. This implies that they were

taking more time on the job than at home because the married are seen to have participated

in the study in a big number. This helped the researcher to be able to know whether marital

status has a bearing on staff performance in Kasese district.

4.2.4: Level of Education of respondents

The researcher was interested in the education level of respondents because there is always

a close relationship between the education level one has attained and the way he/she

performs on the job. This therefore would establish whether staff education levels affects

their performance in local governments. The results were summarized in the table

hereunder;

Table 4. 4: Distribution table for level of Education of respondents

Frequency Percent Cumulative Percent

Valid Graduate/Degree 45 29.8 29.8
Diploma 69 45.7 75.5
Certificate 36 23.8 99.3
Other 1 .7 100.0
Total 151 100.0
Source: Field research findings

From table 4 above table, 45 (29.8%) were at graduate/degree level, a big number of

respondents were 69 (45.7%) with diploma, those with certificates were 36 (23.8%) and

only 1 was in others represented by .7%. Therefore, since majority of the respondents had

diploma level and above, it shows that the respondents who participated in the study were

well qualified for the job. Therefore, they are likely to perform better since they have the

48
qualifications to enable them perform their jobs better. Further, it can be argued that in

terms of general performance, the educated group can perform better than the uneducated

group other factors remaining constant. So, the level of education helped respondents to

understand and interprete the questions very well, hence giving quality responses for the

study.

4.2.5: Salary Scale of respondents

The researcher was also interested in knowing the salary scale of different respondents so

that he can determine whether salary paid by the district makes them willing to work for

the local government and the table below summarizes the responses;

Table 4.5: Distribution table for Salary scale of respondents

Frequency Percent Cumulative Percent

Valid U2 3 2.0 2.0
U3 6 4.0 6.0
U4 30 19.9 25.8
U5 25 16.6 42.4
U6 10 6.6 49.0
U7 73 48.3 97.4
U8 4 2.6 100.0
Total 151 100.0
Source: Field research findings

From the table above, 3 respondents (2%) were in U2, 6 respondents with 4% were in U3,

30 respondents with 19.9% were in U4, 25 (16.6%) respondents were earning U5, 10

(6.6%) were in U6, the majority respondents were 73 (48.3%) in U7 and 4 respondents

(2.6%) were in U8 salary scale. Since the majority of the respondents were in U7, then the

salary scale may affect performance because the pay one gets is a motivating factor that

supplements other factors and this determines the way one is supposed to perform duties at

49
the work place. This helped the researcher to determine whether salary paid to staff affects

their performance since the amount of pay received makes staff perform well.

4.2.6: Years in Service of respondents

The researcher also asked respondents for the period they had worked in the local

government. This period ranged from less than 1 year to 10 years and above. The

responses are presented below;

Table 4.6: Distribution table for years in service for respondents

Frequency Percent Cumulative Percent

Valid Less than 1 year 21 13.9 13.9
Between 1-5 years 47 31.1 45.0
Between 6-10 years 39 25.8 70.9
Above 10 years 44 29.1 100.0
Total 151 100.0
Source: Field research findings

From table 6 above, 21 respondents (13.9%) had worked in local government for a period

of less than a year, 47 (31.1%) had worked for a period between 1-5 years, 39 (25.8%) had

worked between 6–10 years, and those who had worked above 10 years were 44 (29.1%).

Therefore, since the majority of the respondents that participated in the study had worked

more that one year and above, it can be argued that they had the required information on

the factors affecting staff performance in local governments.

4.2.7: Current department of respondents

The study sought to establish the different departments where the respondents belonged in

a bid to ensure that all the views of different departments were represented in the study.

50
This is so because factors that affect staff performance in local governments may cut across

all departments. The responses are presented in the table below;

Table 4.7: Distribution table by department of respondents

Cumulative
Frequency Percent Percent
Valid Management and Support
45 29.8 29.8
services
Finance and Planning 15 9.9 39.7
Community Based Services 21 13.9 53.6
Education and Sports 42 27.8 81.5
Health and Environment 18 11.9 93.4
Production and Marketing 10 6.6 100.0
Total 151 100.0
Source: Field research findings

The table above indicates that 45 respondents with 29.8% belonged to management and

support services,15 with 9.9% were in finance and planning, 21 with 13.9% were in

community based services department, 42 with 27.8% were in education and sports, 18

with 11.9% were in health and environment department and 10 with 6.6% belonged to

production and marketing department. The researcher picked respondents from different

departments to ensure that balanced views from staff in Kasese District Local Government

on factors affecting staff performance are representative enough in the study. This helped

the researcher to get representative data from a wide range of departments in Kasese

district which gave representativeness as far as departmental views were concerned in the

study.

51
4.3: Descriptive statistics of respondents

Descriptive statistics characterize the distribution of a set of observations on a specific

variable or variables. This shows the nature of data, how it is presented and how it is

summarized.

The study examined the factors affecting staff performance in Local Governments of

Uganda, a case study of Kasese district. The following were the hypotheses of the study;

Technical factors significantly affect staff performance, financial resources positively

contribute to staff performance and Government policy has a significant moderator effect

on staff performance.

To test these hypotheses, the researcher used T-test and this was according to the

objectives of the study. This therefore shows the relationship between variables and the

extent to which each item affects or contributes to the other.

4.4. Technical factors and staff performance

A number of questions were asked to employees of Kasese local government in regard to

the variable above and the responses were given in the objective as indicated below.

4.4.1 Objective 1: To establish how technical factors affect staff performance in

Kasese District Local Government.

This objective was set to measure how technical factors affect staff performance using the

following dimensions namely; skills/training, qualifications and then experience. This was

52
 got using the questionnaires and also interviews from respondents. The findings in relation

to the above objective are summarized in the table below;

Table 4.8: Summary of descriptive analysis on the technical factors and staff

performance

Response category SA A Neither D SD Mean Standard

agree Deviation
nor
disagree
I have the required skills to 94 39 9 (6%) 3 (2%) 6 (4%) 4.40 .981
(62.3%) (25.8%)
perform my job
I am always given on job 68 60 6 (4%) 12 (7.9) 5 4.15 1.044
(45%) (39.7%) (3.3%)
training sessions
I have opportunities for further 5 17 16 46 67 1.99 1.143
(3.3%) (11.3%) (10.6%) (30.5%) (44.4%)
studies to enhance performance
I do the work in relation to my 57 65 24 5 00 4.15 .806
(37.7%) (43%) (15.9%) (3.3%)
qualifications
Some staff do work which is 00 00 4 (2.6%) 89 58 1.64 .533
(58.9%) (38.4%)
outside their qualifications to
perform
Staff qualifications
enhance 81 56 10 1 (.7%) 3 (2%) 4.40 .809
(53.6%) (37.1%) (6.6%)
efficient performance in local
governments
I have adequate experience to 94 39 9 (6%) 3 (2%) 6 (4%) 4.40 .981
(62.3%) (25.8%)
perform well
Experience is important for 68 60 6 (4%) 12 5 4.15 1.044
(45%) (39.7%) (7.9%) (3.3%)
employees to perform well
Source: Field research findings

4.4.1.1 Skills/training and staff performance

From the table above, 94 respondents with (62.3%) of the respondents strongly agreed, 39

respondents with (25.8%) agreed, 9 respondents with (6%) neither agreed nor disagreed, 3

respondents with (2%) disagreed and 6 respondents with (4%) strongly disagreed that they

53
have the required skills. The mean response is 4.40 meaning that the majority of the

respondents were in agreement with the issue. The standard deviation is .981 this also

means that respondents had a common view on the issue. This was computed using SPSS

as per appendix VI. Therefore, training has a contribution on staff performance since most

of the respondents that participated in the study had the required skills to perform their job.

Further, respondents were asked whether they are always given on job training sessions for

better performance and 68 respondents with (45%) strongly agreed, 60 respondents with

(39.7%) agreed, 6 respondents with (4%) agreed nor disagreed, 12 respondents with (7.9%)

disagreed and 5 respondents with (3.3%) strongly disagreed. Therefore, 84.7% were in

agreement, 11.2% were in disagreement and only 4% were undecided. The mean response

is 4.15. This implies that respondents that participated in the study were in agreement and

with the standard deviation of 1.044, shows that respondents had diverse views about the

issue under investigation. Refer to appendix VI. This finding was confirmed in face to face

interviews with key informants where it was noted that training is important for staff to

perform better and is also a non-financial motivation factor. This in the end makes staff to

perform better hence not affecting their performance.

As per the table, 5 respondents with (3.3%) strongly agreed, 17 respondents with (11.3%)

agreed, 16 respondents with (10.6%) neither agreed nor disagreed, 46 respondents with

(40.5%) disagreed and 67 respondents with (44.4%) strongly disagreed that they have

opportunities for further studies to enhance performance. The mean response was 1.99 and

standard deviation 1.143. The mean response implies that respondents were in

disagreement and the standard deviation means that respondents had diverse views.

54
This finding was also confirmed from interviews with key informants where they said that

staff have worked for a long period of time with the same qualifications and are not

considered for further studies so that they are motivated to perform better. This in the end

affects the way they perform duties. This is so because staff become demoralized for since

they have no opportunities for further studies to enhance their performance.

While administering the interview guide in face to face interviews with key informants, it

was found out that training is important for staff to perform better and is also a non-

financial motivation factor. This in the end makes staff to perform well. Also, on whether

staff have opportunities for further studies to enhance performance, it was confirmed that

staff have worked for a long period of time with the same qualifications and are not

considered for further studies so that they are motivated to perform better. This in the end

affects the way they perform duties.

4.4.1.2 Qualifications and staff performance

From table 4.3.1 above, 57 respondents with (37.7%) strongly agreed, 65 respondents with

(43%) agreed, 24 respondents with (15.9%) neither agreed nor disagreed, and only 5

respondents with (3.3%) disagreed that they do work in relation to their qualifications. The

mean response was 4.15 and the standard deviation was .806. Refer to appendix IV. This

implies that performance of staff in KDLG is not affected by the qualifications since the

majority of the respondents that participated in the study had the required skills to perform.

Further, respondents were asked whether some staff do work which is outside their

qualifications and 4 respondents with (2.6%) neither agreed nor disagreed, 89 respondents

55
with (58.9%) disagreed and 58 respondents with (38.4%) strongly disagreed. The mean

response was 1.64 and standard deviation .533. This finding implies that respondents were

in strong disagreement that some staff do work outside their qualifications hence does not

affect their performance.

Finding from the study on whether staff qualifications enhance efficient performance in

local governments revealed that; 81 respondents with (53.6%) strongly agreed, 56

respondents with (37.1%) agreed, 10 respondents with (6.6%) neither agreed nor disagreed,

1(.7%) disagreed and only 3 respondents with (2%) strongly disagreed. The mean response

was 4.40 and standard deviation was .809. Refer to appendix IV. This finding implies that

the majority of the respondents were in agreement and had diverse views on the question

under investigation.

4.4.1.3 Experience and staff performance

Under this, respondents were asked whether they have adequate experience to perform

well. This was done in order to see whether experience would be seen as a factor affecting

staff performance in KDLG. It was found out that 94 respondents with (62.3%) strongly

agreed, 39 respondents with (25.8%) agreed, 9(6%) neither agreed nor disagreed, 3

respondents with (2%) disagreed and 6 respondents with (4%) strongly disagreed. The

mean response was 4.40 and standard deviation was .981. With this, it can be argued that

on average, the majority of respondents were in agreement that they have adequate

experience to perform better hence making them perform better for improved service

delivery.

56
Further, it was found out that 68 respondents (45%) strongly agreed that experience is

important for employees to perform better, 60 respondents with (39.7%) agreed, 6

respondents with (4%) neither agreed nor disagreed, 12 respondents with (7.9%) disagreed

and only 5 respondents with (3.3%) strongly disagreed. With the mean response of 4.15

and standard deviation of 1.044 means that the majority of respondents were in agreement

with the issue under investigation.

Table 4.9: Correlation Analysis on Technical Factors and Staff Performance

SP (Staff
TF (Technical Factors) Performance)
TF (Technical Factors) Pearson Correlation 1 .517(**)
Sig. (2-tailed) .000
N 151 151
SP (Staff Performance) Pearson Correlation .517(**) 1
Sig. (2-tailed) .000
N 151 151
** Correlation is significant at the 0.01 level (2-tailed).

This table was analyzed to see the relationship between technical factors and staff

performance. From the table above, it can be said that technical factors have a positive

relationship on staff performance with staff performance correlation of .517(**) at the

value of 0.01. Therefore, Ho is to the effect that there is no relationship between technical

factors and staff performance. As per the table above, the researcher rejects the Ho and

adopts the H1 which says that there is statistically positive relationship between technical

factors and staff performance based on Sig level of (.000) which appears to be below +1.

This is a positive relationship as per Pearson correlation of .517(**).

Further, the researcher subjected the results in the table above on a T-Test and the results

are in the table below.

57
Table 4.10: T-Test analysis on Technical Factors and Staff Performance

Unstandardized Standardized
Coefficients Coefficients t Sig.

Model B Std. Error Beta B Std. Error

1 (Constant) 1.995 .242 8.232 .000
TF
(Technical .483 .065 .517 7.371 .000
Factors)
a Dependent Variable: SP (Staff Performance)

From the T-Test, the analysis showed a positive relationship between technical factors and

staff performance as shown by the t-value of 7.371 which is above the p-value of .000.

Therefore, the study showed positive relationship on technical factors and staff

performance. This is reflected by the standardized coefficients of .065 which implies that

technical factors do not affect staff performance in KDLG. So, with the p-value of 7.371,

the null hypothesis that there is no relationship between the two variables is rejected and

then the alternative hypothesis that technical factors affect staff performance is accepted.

4.5. Financial resources and staff performance

A number of questions were asked to employees of Kasese local government in regard to

the variable above and the responses were given in the objective as indicated below.

4.5.1 Objective 2: To assess the contribution of financial resources to staff

performance in Kasese District Local Government.

This objective was set to assess the contribution of financial resources to staff performance

using the dimensions of; salaries and benefits, facilitation and allowances, then financial

and non-financial rewards. This was got using the questionnaires administered to

respondents as well as interviews from key informants. The findings in relation to the

above objective are summarized in the table below;

58
 Table 4.11: Summary of descriptive analysis of financial resources and staff performance

Response category SA A Neither D SD Mean Standard

agree Deviation
nor
disagree
Salaries are paid to staff on 58 68 6 (4%) 14 5 4.06 1.047
(38.4%) (45%) (9.3%) (3.3%)
time
Salary increment is annually 00 2 12 100 37 1.86 .600
(1.3%) (7.9%) (66.2%) (24.5%)
given to staff
Salaries paid to employees 5 17 16 46 67 1.99 1.143
(3.3%) (11.3%) (10.6%) (30.5%) (44.4%)
are appropriate to their
performance
Financial and non-financial 00 2 3 (2%) 35 111 1.31 .579
(1.3%) (23.2%) (73.5%)
incentives are provided to
staff
Staff have materials to 00 1 (.7%) 36 69 45 1.95 .751
(23.8%) (45.7%) (29.8%)
perform work
Staff are paid allowances for 58 68 6 (4%) 14 5 4.06 1.047
(38.4%) (45%) (9.3%) (3.3%)
extra work
Staff are given transport 00 3 (2%) 9 (6%) 98 41 1.83 .619
(64.9%) (27.2%)
facilities
Staff are rewarded when they 5 17 16 46 67 1.99 1.143
(3.3%) (11.3%) (10.6%) (30.5%) (44.4%)
put extra effort on work
Staff are always recognized 00 2 12 100 37 1.86 .600
(1.3%) (7.9%) (66.2%) (24.5%)
for good work performed
Source: Field research findings

4.5.2 Salaries and benefits

From the above, the majority of the respondents 126(83.4%) were in agreement that

salaries are paid to staff on time, 12(7.9%) neither agreed nor agreed and only 19(12.6%)

were in disagreement. The mean response was 4.06 and standard deviation 1.047. This

implies that the majority of the respondents were in agreement with the issue under

investigation and had diverse views on the same. Also, 2(1.3%) were in disagreement that
59
salary increment is annually given to staff to perform better, 12(7.9%) neither agreed nor

agreed and the majority 100(66.2%) were in disagreement. The mean was 1.86 with .600 as

the standard deviation. This implies that with no salary increase, staff performance is likely

to be affected. Further, findings on whether salaries paid to staff are appropriate to their

performance revealed that 22(14.6%) were in agreement, 16(10.6%) were undecided and

113(74.9%) as the majority were in disagreement. The mean was 1.99 and standard

deviation 1.143. This was confirmed in key informant interview where it was said that

remuneration is generally not attractive and not appetizing and

cannot maintain an officer from day one to the last day of the

month. So, staff performance is very low because performance goes

hand in hand with pay. Eventually people resort to part time work

to have an increase in income.

This implies that the salary paid to staff is a motivating factor that supplements other

factors, which according to some respondents are lacking in the local government.

Therefore, once staff agree that salaries paid are not appropriate, then their performance is

likely to be affected negatively.

4.5.3 Facilitation & allowances

Also, on whether financial and non-financial incentives are provided to staff for better

performance, 2(1.3%) agreed, 3 (2%) were undecided and 146(96.7%) were in

disagreement with the issue under investigation. The mean was 1.31 and standard deviation

was .579. Refer to appendix IV. Thus the majority were in disagreement and this affects

staff performance. This finding was confirmed during face to face interviews with key

60
informants and it was found out that no incentives are given to staff which affects their

performance.

Further, on whether staff have materials to perform work, .7% were in agreement,

36(23.8%) were undecided and 114(75.5%) were in disagreement. The mean was 1.95 and

standard deviation .751. This means that lack of materials affects staff as they try to

perform. Also, it was found out that 58 respondents (38.4%) strongly agreed that staff are

paid allowances for extra work performed, 68(65%) agreed, 6(4%) were undecided,

14(9.3%) disagreed and 5(3.3%) strongly disagreed. The mean response was 4.06 and

standard deviation was 1.047. Refer to appendix VI. This means that majority of

respondents were in agreement and also had diverse views on the issue under investigation.

Therefore, since staff are paid allowances for extra work performed, then they are likely to

perform better at the work place.

Worth noting, findings from the study indicated that 3(2%) agreed that staff are given

transport facilities to perform their work better, 9(6%) were undecided, 98(64.9%)

disagreed and 41(27.2%) strongly disagreed. The mean response was 1.83 meaning that the

majority were in disagreement. The standard deviation was .619. This means that staff had

no diverse views on the issue under investigation. Therefore, on average, the majority of

respondents were in disagreement that staff are given transport facilities to perform their

work better. This finding was confirmed in key informant interview that these are not

provided where it was said that

Even the District Health Officer does not have transport means to

enable him carryout his work effectively and efficiently. This in the

end affects the outputs he is supposed to realize.

61
4.5.4 Financial and non-financial rewards

Under this dimension, findings from the table above indicate that 5(3.3%) of respondents

strongly agreed that staff are rewarded when they put extra effort on work to perform,

17(11.3%) agreed, 16(10.6%) were undecided, 46(30.5%) disagreed and 67(44.4%)

strongly disagreed. The mean response was 1.99 meaning that the majority of the

respondents were in disagreement. The standard deviation was 1.143 meaning that there is

no reward given to staff for extra effort on work to perform. This finding is in agreement

with key informant interviews where it was found that staff in KDLG are not rewarded in

any way by top management for extra work performed. Therefore, once this is evident then

staff performance is likely to be affected.

Further, respondents were asked whether staff are always recognized for good work

performed and 2 (1.3%) agreed, 12(7.9%) were undecided, 100(66.2%) disagreed and

37(24.5%) strongly disagreed. The mean response was 1.86 meaning that the majority were

in disagreement. The standard deviation was .600 showing how diverse the views or

respondents were. This finding was confirmed during key informant interviews where it

was said that

Staff are poorly motivated; they are not being recognized and also

given other essentials which can make them have a positive attitude

towards work. Generally they don’t feel happy to work but since

they don’t have other sources of income, they just work. It was

again said that some staff take a long time like 10 years without

being confirmed in service and others are not promoted

62
 .

This in my opinion affects staff performance since they just work unwillingly hence

affecting service delivery to the population.

Table 4.12: Correlation analysis on financial resources and staff performance

FR (Financial resources) SP (Staff Performance)

FR (Financial resources) Pearson Correlation 1 -.053
Sig. (2-tailed) .519
N 151 151
SP (Staff Performance) Pearson Correlation -.053 1
Sig. (2-tailed) .519
N 151 151

This table was analyzed to determine whether there is a relationship between financial

resources and staff performance. From the table above, it can be said financial resources

have a negative relationship on staff performance with correlation of -.053. Therefore, Ho

says that there is no relationship between financial resources and staff performance. As per

the table above, the researcher rejects the Ho and adopts the H1 which says that there is

statistically negative relationship between financial resources and staff performance based

on Sig .519. This is a negative relationship in a linear way as per Pearson correlation of -

.053, which is less that absolute value -1. This means there is a strongly negative

relationship.

Table 4.13: T-Test analysis on financial resources and staff performance

{{

Unstandardized Standardized
Model Coefficients Coefficients t Sig.

B Std. Error Beta B Std. Error

1 (Constant) 3.925 .255 15.379 .000
FR (Financial resources) -.070 .108 -.053 -.647 .519
a Dependent Variable: SP (Staff Performance)

63
When running the T-Test as per the above table, the analysis showed a negative

relationship between financial resources and staff performance as shown by the t-value -

.647 which is above the p-value of .519. Therefore, the study indicated negative

relationship on financial resources and staff performance. This is reflected by the

standardized coefficients of -.053 which implies that financial resources affect staff

performance in KDLG. Therefore, with the p-value of .519, the null hypothesis that there is

no relationship between the two variables is rejected and then the alternative hypothesis

that financial resources affect staff performance is accepted.

4.6 Government policy and staff performance

Under this, a number of questions were asked to the respondents and the responses are here

below;

Objective 3: To establish the moderator effect of government policy on staff

performance in Kasese District Local Government

This objective was set out to establish whether government policy has a moderator effect of

staff performance in Local Governments of Uganda with a special focus on KDLG, and the

results are in the table below.

64
 Table 4.14: Summary of descriptive analysis on government policy and staff

performance

Response category SA A Neither D SD Mean Standard

agree Deviation
nor
disagree
Government policy affects staff 52 79 9 (6%) 9 (6%) 2 4.13 .866
(34.4%) (52.3%) (1.3%)
performance
Central government releases funds 5 (3.3%) 17 16 46 67 1.99 1.143
(11.3%) (10.6%) (30.5%) (44.4%)
to this district in time
Decisions are made by Central 9 (6%) 23 28 43 48 2.35 1.239
(15.2%) (18.5%) (28.5%) (31.8%)
government to enhance
performance of Local
Governments
Budgeting is always made by 00 2 3 (2%) 35 111 1.31 .579
(1.3%) (23.2%) (73.5%)
Local governments
Politicians interfere with my work 25 63 19 33 11 3.38 1.205
(16.6%) (41.7%) (12.6%) (21.9%) (7.3%)
Government policy has led to 50 24 28 22 27 3.32 1.503
(33.1%) (15.9%) (18.5%) (14.6%) (17.9%)
improved performance
Resource allocation is made by 71 (47%) 58 18 2 2 4.28 .828
(38.4%) (11.9%) (1.3%) (1.3%)
central government
Local governments receive 31 52 10 46 12 3.29 1.309
(20.5%) (34.4%) (6.6%) (30.5%) (7.9%)
graduated tax compensation in time
Policies made by Central 5 (3.3%) 17 16 46 67 1.99 1.143
(11.3%) (10.6%) (30.5%) (44.4%)
government influence staff
performance
Policies made by Central 9 (6%) 23 28 43 48 2.35 1.239
(15.2%) (18.5%) (28.5%) 931.8%)
government are appropriate for
local government staff
Source: Field research findings

From the above table, 52(34.4%) of respondents strongly agreed that government policy

affects staff performance, 79(52.3%) agreed, 9(6%) were undecided, 9(6%) disagreed and

2(1.3%) strongly disagreed. The mean response was 4.13 and standard deviation was .866.

65
Refer to appendix IV. This means that on average, the majority of the respondents were in

agreement that government policy affects staff performance. This finding was confirmed in

key informant interviews where it was said that

Some times policies made by government are always changed

frequently and in the end staff find difficulties in implementation.

Like the NAADS implementation guidelines are always changed

time and again making it hard for staff to implement as required.

Further, on average, 14.6% of the respondents were in agreement that central Government

releases funds to the district in time to enhance performance, 10.6% were undecided and

74.9% disagreed. The mean response was 1.99 and standard deviation was 1.143. This

means that the majority of the respondents were in disagreement with the issue under

investigation, hence may affect staff performance. This is so because funding and

performance go hand in hand. Once funds from the centre are released in time then outputs

are realized as per the plan.

Worth noting, 58.3% of the respondents were in agreement that politicians interfere with

their work which affects performance, 12.6% were undecided and 29.2% were in

disagreement. The mean response was 3.38 and standard deviation was 1.205. Refer to

appendix IV. Therefore, respondents had diverse views on the issue under investigation.

This finding was confirmed in key informant interviews where it was said that sometimes

politicians want their decisions to be implemented even when they are not technically

good, which does not enable staff to implement policies as required.

66
From the above table, 49% of the respondents were in agreement that government policy

has led to improved performance of local government staff, 18.5% were undecided and

32.5% were in disagreement. The mean response was 3.32 and standard deviation 1.503.

This means that the majority of respondents that participated in the study were in

agreement with the issue being investigated.

More so, 14.6% of the respondents agreed that policies made by central government

influence staff performance in local governments, 10.6% were undecided and 74.9%

disagreed. The mean response was 1.99 and standard deviation 1.143 meaning that the

majority disagreed hence a need for policies appropriate to staff performance in local

governments to be enacted. Further, on average, 21.2% were in agreement that policies

made by central government are appropriate for local government staff to perform better,

18.5% were undecided and 60.3% were in disagreement. The mean response was 2.35 and

standard deviation 1.239. Refer to appendix IV. This implies that since the majority of

respondents were in disagreement, then there is need to make policies appropriate to local

government staff to enable them perform better.

Table 4.15: Correlation analysis on government policy and staff performance

To test the above objective, the correlation analysis was made and the results were as per

the table below.

MV (Moderating
Variable) SP (Staff Performance)
MV (Moderating Pearson
1 .256(**)
Variable) Correlation
Sig. (2-tailed) .001
N 151 151
SP (Staff Pearson
.256(**) 1
Performance) Correlation
Sig. (2-tailed) .001
N 151 151
** Correlation is significant at the 0.01 level (2-tailed).

67
From the above table, it was found out that there is a significant moderator effect on

government policy and staff performance as indicated by correlation coefficients of

.256(**) on staff performance at Sig .001. This implies that government policy has a

significant moderator effect on staff performance.

Table 4.16: T-Test analysis on government policy and staff performance

The correlation analysis above was further tested using a T-Test and the results are in the
table below.
Unstandardized Standardized
Model Coefficients Coefficients T Sig.

B Std. Error Beta B Std. Error

1 (Constant) 3.052 .223 13.677 .000
MV (Moderating Variable) .250 .077 .256 3.238 .001
a Dependent Variable: SP (Staff Performance)

From the above table, it was found out that government policy has a significant moderating

effect on staff performance as per the t-value of 3.238 which appears to be above the p-

value of .001. Thus, the standardized coefficients of .256 implied that there is a significant

moderator effect of government policy on staff performance.

4.7 Descriptive statistics on the dependent variable

Under this dimension, questions were asked to respondents in a bid to establish whether

they have a relationship with staff performance. The findings are summarized in the table

below.

68
 Table 4.17: Summary of descriptive analysis on staff performance

Response category SA A Neither D SD Mean Standard

agree Deviation
nor
disagree
Efficiency is important in 83 52 11 5 00 4.41 .768
(55%) (34.4%) (7.3%) (3.3%)
staff performance
Local government Staff are 5 34 8 (5.3%) 65 39 2.31 1.183
(3.3%) (22.5%) (43%) (25.8%)
very effective in performance
Failure to make 94 39 9 (6%) 3 (2%) 6 (4%) 4.40 .981
(62.3%) (25.8%)
accountability affects staff
performance in local
governments
Time management affects 83 52 11 5 00 4.41 .768
(55%) (34.4%) (7.3%) (3.3%)
staff performance in this
district
Staff attend duty as per the 24 63 37 20 7 3.51 1.057
(15.9%) (41.7%) (24.5%) (13.2%) (4.6%)
required standard
Local government staff set 83 52 11 5 00 4.41 .768
(55%) (34.4%) (7.3%) (3.3%)
targets for better performance
Output is relevant to staff 50 24 28 22 27 3.32 1.503
(33.1%) (15.9%) (18.5%) (14.6%) (17.9%)
performance
Staff performance is very 36 42 18 40 15 3.29 1.350
(23.8%) (27.8%) (11.9%) (26.5%) (9.9%)
good in this district
Source: Field research findings

From table 17 above, 83(55%) strongly agreed, 52(34.4%) agreed, 11(7.5%) neither agreed

nor disagreed and only 5(3.3%) were in disagreement that efficiency is important in staff

performance. The mean response was 4.41 with standard deviation of .768. This means that

performance is an input-output aspect for staff, and the mean response implies that majority

of respondents were in agreement with the issue under investigation.

69
In addition, the above table indicates that 88.1% of the respondents agreed that failure to

make accountability affects staff performance in local governments, 6% were undecided

and 4% disagreed. The mean response was 4.40 with standard deviation of .981.

Therefore, one can argue that once accountabilities are not made then there is no release of

more funds and this greatly affects staff performance and impacts on service delivery to the

population. This finding was confirmed in key informant interviews where one of the key

informants noted that

“in the 4th quarter of 2009/10 financial year, the district never

received LGMSDP funds because of failure to make

accountabilities by most sub counties”.

This therefore led to other activities not being implemented as per the plan.

Further more, on whether time management affects staff performance in the district, 89.4%

of the respondents were in agreement, 7.3% were undecided and 3.3% were in

disagreement. The mean response was 4.41 and standard deviation .768. Therefore, since

the majority of the respondents that participated in the study were in agreement, then one

can assert that time management is still a factor affecting staff performance in the district.

This means that there is need to dedicate more effort on time management for better and

improved service delivery to the population. This finding was confirmed in key informant

interviews where it was said that

a big number of staff do not take time as a resource because even

in meetings they do not come in time hence affecting the time

schedule. Even late coming and early departure from work is

rampant and time as a resource is not renewable because there are

even time wasters who come back to office at 03:00pm after lunch.
70
On whether staff attend duty as required, findings in the above table reveal that the

majority of the respondents with 57.6% were in agreement, 24.5% were undecided and

then 17.8% were in disagreement. The mean was 3.51 with standard deviation of 1.057.

Also, 50(33.1%) strongly agreed that output is relevant to staff performance, 24(15.9%)

agreed, 28(18.5%) were undecided, 22(14.6%) disagreed and 27(17.9%) strongly

disagreed. The mean response was 3.32 and standard deviation 1.503. This finding is in

conformity with key informant interviews where it was said that

performance is an input-output aspect because the outputs realized

are determined by the way some one has performed.

71
 CHAPTER FIVE

SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS

5.0 Introduction

This chapter presents the summary, discussion of major findings, conclusion and

recommendations of the study.

5.1 Summary

Overall, findings from the study indicate that there is a positive relationship between

technical factors, financial resources and government policy with staff performance. This

was established from the self administered questionnaires to respondents and also during

face to face interviews with key informants. The descriptive and inferential analysis also

showed more empirical finding on the existing relationship between the variables under

study. These were summarized according to the objectives of the study as hereunder.

5.1.1 Objective 1: How technical factors affect staff performance in Kasese District

Local Government.

From this objective, the researcher found out that there is a positive relationship between

technical factors and staff performance. This was revealed from the dimensions of

skills/training, qualifications and experience. Therefore, technical factors have a bearing on

staff performance which leads to efficiency and effectiveness.

72
5.1.2 Objective 2: The contribution of financial resources to staff performance in

Kasese District Local Government.

Under this objective, it was found out that financial resources significantly affect staff

performance in Local government. This is so since it was found out that remuneration is

generally not attractive and cannot maintain and officer from day one to the last day of the

month, thus performance is low since performance goes hand in hand with pay. This was

established from the dimensions under study which were; salaries and benefits, facilitation

and allowances, then financial and non-financial rewards. Overall, it was found out that

once the financial resources are not catered for adequately then staff performance is

affected.

5.1.3. Objective 3: The moderator effect of government policy on staff performance in

Kasese District Local Government.

It was confirmed that government policy has a moderator effect on staff performance.

Further, it was established from key informant interviews that some times policies made by

government are always changed frequently and in the end staff find difficulties in

implementation. Also, findings confirmed that political interference affects staff

performance. This happens where politicians interfere with the work of technical staff

making them to made decisions that are not technically correct.

73
5.2 Discussion

5.2.1 Objective 1: How technical factors affect staff performance in Kasese District

Local Government.

In this objective, the sub dimensions under study were skills/training, qualifications and

then experience.

It was established that skills/training are very instrumental for staff performance because

without skills then staff performance is affected. However, this is not only the factor that

may affect performance, but other factors like having no on-job training sessions and not

giving opportunities to staff for further studies to enhance their performance may as well

affect their performance. This finding is collaborated with Cooney. R, et al (2002), who

argue that employees require some training in order to manage the enlargement of their

work role following the delegation of responsibilities for quality. He adds that, they also

require some training in non-technical skills to be able to participate in quality

improvement activities and they need a broader range of skills in order to flexibly respond

to changes in managerial practices/requirements. The researcher agrees that lack of skills

required for the job affects staff performance because it will be difficult for staff to perform

without the skills required.

It was also found out from the study that adequate experience should be regarded as

important and with out it, then staff performance will be affected. Therefore, the experience

one has determines how he/she will perform the job and once experience is not adequate, it

may affect staff performance. The researcher agrees with the findings that adequate

74
experience is important for staff performance and without it performance will be affected.

This is relation to the aspect that experience is the best teacher.

5.2.2 Objective 2: The contribution of financial resources to staff performance in

Kasese District Local Government.

In the study, the researcher investigated the contribution of financial resources to staff

performance in KDLG. The sub dimensions under study were; salaries and benefits,

facilitation and allowances and then financial and non financial rewards. It was established

that salaries are paid to staff on time. However, it was also found that in some few cases

salaries delay which affects staff performance. Once salaries are paid in time employee

performance is not affected. This is so because staff will be motivated to perform well.

It was found out that salaries paid to staff are not appropriate to their performance and one

key informant stressed that “Remuneration is generally not attractive and not appetizing

and can not maintain an officer from day one to day last of the month, which kills

motivation of staff”. This implies that the salary paid to staff is a motivating factor that

supplements other factors, which according to some respondents are lacking in the local

government. Therefore, once this is evident in local governments, then staff performance is

likely to be affected. The researcher is in strong agreement with this finding because some

people are motivated by financial incentives like the salary they get. Similarly, Esu, B.

(2005) noted among other factors that low salaries provide disincentives for staff to invest

time and energy in improving service delivery to the population.

75
Further, the study found out that financial and not financial incentives are not provided to

staff, which affects their performance. This is so in that these incentives act as dissatisfiers

once they are not provided. Also, study findings established that staff are not paid

allowances for extra work performed. This in the end may affect staff performance since

allowances are a source of motivation and may lead to improved performance. This was

confirmed from key informant interviews where it was noted that when staff are not paid

allowances for extra work performed, they relax in doing other assignments given to them.

The researcher agrees with the above findings because once incentives are not given and

allowances for extra work done, staff become demotivated to work and in the end will not

perform to the required expectations hence impacting on service delivery to the population.

In a related view, Don. B, (2001) from the study carried out in Sri Lanka noted that

performance at individual level cannot be divorced from incentives. He however adds that

in the New Public Management movement, remuneration may not be based mainly on

financial or material incentives. Don further adds that where workers receive a decent

wage, non-material rewards may be more acceptable as employees value them more in long

term; these include peer recognition, a sense of making a contribution to the overall impact

of the service, and companionship/solidarity with fellow workers. Don. B, (2001) found out

that for central and provincial managers in the health system, non-financial incentives such

as career development, training opportunities and fellowships and even single recognition

are more appropriate, while hospital managers prefer financial incentives.

Study findings also indicated that staff are not given transport facilities to perform better

since the highest percentage of respondents disagreed with 98(64.9%) and also 41(27.2%)

strongly disagreed. This in the end affects staff performance because they are not given
76
transport facilities which can make them perform their job better. This finding was

confirmed in key informant interview where it was said that even the District Health

Officer does not have transport means to enable him carryout his work effectively and

efficiently. This in the end affects the outputs he is supposed to realize. This in the end

affects staff performance. This is so because lack of transport facilities leas to reduction in

the amount of outputs to be achieved. The researcher is in agreement with the above

finding because, without transport facilities to staff then service delivery is affected which

in the end has an effect on staff performance. So, without transport facilities, it becomes

difficult for staff to implement activities as planned which affects their performance.

Further more, it was established from the study that staff are not rewarded when they put

extra effort on work. So, there is no reward for performance in the district which affects

performance because people are motivated when they expect that a course of action is

likely to lead to the attainment of a goal and valued reward that satisfies their needs, which

results into, improved performance. In my opinion, once reward for performance is not

exercised, staff performance is affected because people thing that they are just working for

nothing, hence need to put less effort on work.

Study findings further indicated that there is no recognition for good work performed in the

district. It should be noted that recognition is seen as an intrinsic job satisfier as per

Hertzberg, (1968) theory, thus when staff are not recognized then there is possibility of not

performing as expected. During key informant interviews, it was noted that “staff are

poorly motivated; they are not being recognized and also given other necessities which can

make them have a positive attitude towards work”. This therefore affects staff

performance.
77
5.2.3 Objective 3: The moderator effect of government policy on staff performance in

Kasese District Local Government.

This objective was set out to establish whether government policy has a moderator effect

on staff performance in Local Governments of Uganda with a special focus on KDLG.

Therefore, from the study, it was established that government policy affects staff

performance. This finding was confirmed in key informant interviews where it was said

that some times policies made by government are always changed frequently and in the end

staff find difficulties in implementation. Like the NAADS implementation guidelines are

always changed time and again making it hard for staff to implement as required. The

researcher disagrees with this finding because the change of policy may not necessarily

imply that staff should not perform their duties well. When the policy is changed, staff

perform as per the expectations and thus deliver to the population as required. And once the

policy is changed, staff start implementing according to the new changes, hence performing

as per the standard set.

5.3 Conclusions

5.3.1 Objective 1: How technical factors affect staff performance in Kasese District
Local Government.

From study findings, it was seen that skills/training, qualifications and experience have a

significant relationship on staff performance. This therefore means that, the skills/training

one has determined how he/she will perform on the job. Similarly qualifications and

experience determine how staff perform at the work place.

78
Further, opportunities for further studies provided to staff enhance their performance

because they will be committed to the job and in the end will deliver as expected. In

addition, when staff are giving opportunities to study for career development, then they

become more interested in the job and perform better.

5.3.2 Objective 2: The contribution of financial resources to staff performance in

Kasese District Local Government

This objective was set out to establish the contribution of financial resources to staff

performance in Kasese District Local Government. From the sub dimensions of salaries

and benefits, facilitation and allowances and financial and non-financial rewards, it can be

concluded that salaries paid have a bearing on staff performance. This is so because pay

and performance goes hand in hand. In addition, staff facilitation has a relationship on

performance because once there is no facilitation there is no realization of the expected

outputs.

Further, it can be concluded that the provision of non-financial rewards can enhance staff

performance. This is so because it is noted that some people are motivated by non-financial

incentives like recognition among others.

5.3.3 Objective 3: The moderator effect of government policy on staff performance in

Kasese District Local Government.

From this objective, it can be concluded that government policy has a bearing on staff

performance in Kasese District Local Government. When government policy is favourable

79
and appropriate then staff performance will not be affected hence making staff to deliver as

per the required standards.

On the other hand, it can be concluded that the design of policies made by central

government influence the way staff in local government will perform. This in the end has a

positive or negative implication on service delivery to the population. Also, the release of

funding from central government affect staff performance in Local governments since

releases are not in time to accomplish tasks as per the plan.

5.4 Recommendations

5.4.1 Objective 1: How technical factors affect staff performance in Kasese District
Local Government.

The study recommends that five staff should be given opportunities for further studies each

year to enhance their performance since findings from the study indicated that the majority

of respondents with 46(40.5%) disagreed and 67(44.4%) strongly disagreed that they have

opportunities for further studies to enhance performance.

It is recommended that the District Personnel section should be submitting names of

employees who have served for a long period of time for consideration for funding to

further studies to enhance their performance since findings from the study confirmed that

some staff have worked for a long period of time with the same qualifications and are not

considered for further studies so that they are motivated to perform better. In this a criteria

with the aspect of the period one has spent in service should be a priority for funding.

80
Further, the study established that staff qualifications are very vital for efficient staff

performance in local governments. Therefore staff should have the qualifications to

enhance efficient performance in local governments.

5.4.2 Objective 2: The contribution of financial resources to staff performance in

Kasese District Local Government.

The study recommends that the District leadership should ask the central government to

review the salaries paid to staff because it was established that remuneration is generally

not attractive which kills/destroys staff motivation. This is so because salary paid to staff is

a motivating factor that supplements other factors like recognition among others.

It was recommended from the study that there is need to institute mechanisms for the

provision of financial and non financial incentives by the District Human resources

department to enhance/endure staff performance. Such incentives may include financial

incentives for excellent performing staff, and provision of further education opportunities

for individual career development.

Therefore, local government should always make sure that they pay their workers in time in

order to improve staff performance.

The study recommends that KDLG staff should be given allowances for extra work

performed to act as a motivating factor for improved performance in the district.

81
It is recommended that transport facilities should be given to staff to enable them perform

better. This is in line with findings from key informant interviews where it was noted that

even the District Health Officer does not have means of transport to enable him perform

better.

5.4.3 Objective 3: The moderator effect of government policy on staff performance in

Kasese District Local Government.

It is recommended that central government should release funds to the district at the

beginning of each quarter. This will enable implementation of activities as per the plan.

Further, it was recommended that the Ministry of Local Government should put in more

effort in emphasizing on the roles of political leaders and technical staff so that political

interference is minimized. This can be by having semi annual review meetings on roles of

each. This will make staff perform better without undue interference.

5.5 Areas for further research

1. The impact of salaries and employee performance in Local Governments of Uganda.

2. The influence of training on staff performance in Local Governments of Uganda.

3. The impact of rewards on staff performance in Local Governments of Uganda.

82
 REFERENCES

Adam et al, (2005): Performance Management in the UK Public sector, Addressing

multiple stakeholder complexity. International Journal of Public Sector

Management Vol. 18 No. 3, 2005 pp. 256-273 Emerald Group Publishing

Limited).

Agagu, A. A. (2008). Re-inventing the Nigerian public service in an era of reforms.

Pakistan Journal of Social Science,5(3): 244-252.

Amin, E.M. (2005). Social Science Research: Conception, Methodology and Analysis.

Makerere University, Kampala Uganda.

Amir, I. (2003). Understanding Institutional Capacity of Local Government Agencies in

Indonesia. Thesis submitted for the degree of Doctor of Philosophy of the Austrian

National University Canberra, July 2003.

Armstrong, M. (2003). A hand book of Human Resource Management Practice, Kogan

Page London UK.

Clifford, N. (1994). Knowledge or Skills: Which Do Administrators Learn from

experience?, Organizational science, vol. 5 No. 1, Feb, 1994. pp 38-50. Institute for

communication Research, Stanford University, Stanford, California 94305-2050.

Cooney, R., Mile, T.,Danny, S. (2002). Employee training, quality management and the

performance of Australian and New Zealand manufacturers. Working papers 34/02.

Monash University, Faculty of business and economics.

Constitution of the Republic of Uganda (1995).

d’Arcimoles (1997): “Human Resource Policies and Company Performance:

83
 A Quantitative Approach using longitudinal data”, Organization studies, Vol. 18,

No. 5, pp 857-874.

Deniscombe, M. (2003). The good research guide for small scale research projects.

Philadelphian, Open University Press.

Dessler, G. (2003): Human Resource Management, 9th Edition. New Jersey Prentice hall.

Dewey, E.J. (2000). “Management of organizational behaviour” London, prentice hall

International.

Don, B. (2010). Assessing performance management of human resources for health in

South – East Asian Countries: Aspects of quality and outcome. Paper presented at

the workshop on Global Health Workforce Strategy, France.

Donald, K., & Delno, L.A. (2006). Proposal and thesis writing: An introduction, 7th reprint
2009.

Esu, B.B. (2005). A case of performance management in the public sector in Nigeria,

International Journal of Business and Management, Vol. 4, No. 4

Hertzberg, F. (1968). “One more time: How do you motivate employees?”. Havard

business Review, vol. 46 issue 1, pp 53-62.

Hongoro, C., & Normand, C. (2006). Health care providers: the role of compensation and

incentives in disease control programs in developing countries (pp. 1309-1322).

World Band & Oxford University Press.

Iles, P., Mabey, C., & Robertson, I. (1990). ‘HRM practices and employee commitment:

Possibilities, pitfalls and paradoxes’, British Journal of Management 1, 147-57.

84
Jaros, S., Jermier, J., Koehler, J., Sincich, T. (1993). Effects of continuance affective and

moral commitment on the withdrawal process: an evaluation of eight structural

equations models. Acad. Manage., J. 47:951-995.

Kothari, (2004). Research methodology: Methods and techniques, Second edition

Langseth, P. & Mugaju, J. (1996): Post Conflict Uganda; Towards an Effective Civil

Service. Kampala, Fountain Publishers.

Maicibi N.A (2003). Pertinent issues in Employees Management, Kampala, M.P.K

Meyer, J.P & Smith, C.A. (2000). ‘HRM practices and organizational commitment; test of

a mediation model’, Canadian Journal of Administrative sciences 17 (4): 319-31.

Miles, M.B & Huberman, A.M. (1994). Qualitative data analysis; An expanded source

book, 2nd edition. Thousand Oaks: Sage.

Moses, L.G. (2001). Reforms, Rural Bureaucracies and Service delivery in Uganda.

The Inter-University Council for East Africa, Kampala.

Mugenda & Mugenda. (1999), Research Methods, ACTS, Press, Nairobi.

Nordhaug, O. (1989). Reward functions of personnel training. Human Relations, 42, 373-

388

Republic of Uganda. Ministry of Public Service. A report on the review and restructuring

of the Local Governments and staff levels; MoPS; final revised copy Feb 2005).

Republic of Uganda. Ministry of Local Government, Participants’ handbook for Lower

85
 Local Governments, August, 2003).

Republic of Uganda. Ministry of Local Government, Annual assessment of minimum

conditions and performance measurers for Local Governments, 2005. final synthesis

report, February 2006).

Republic of Uganda (2002). Hand book on Results Oriented Management: A guide for

Public Service Managers. Kampala, Ministry of Public Service.

Republic of Uganda. (2005). Public Service Reform Program (2005/06-2009/10) Kampala,

Ministry of Public Service

Republic of Uganda. Ministry of Local Government; National Assessment feedback report,

December 1996

Republic of Uganda, Ministry of Local Government, Annual assessment of minimum

conditions and performance measures for Local Governments, 2004, 2006, 2008,

2009 KDLG reports.

Republic of Uganda. Ministry of Local Government; National Assessment of Minimum

conditions and performance measures for LGMSDP 2009/10.

Republic of Uganda. Local Governments Act. CAP. 243 as amended.

Rousseau, D. (1995). Psychological contracts in organizations: Understanding written and

unwritten agreements. Thousand Oaks, CA: Sage.

Schuler, R., S, & MacMillan, I.C. (1984): Gaining competitive advantage through human

resource practices,: Human Resource Management, 23 (3), 241-255.

86
The background to the budget of the Republic of Uganda 2010/11 fiscal year. p. 2

The Republic of Uganda. National Budget Framework Paper 2009/10-2013/2014, Ministry

of Finance Planning and Economic Development.

The Republic of Uganda. National Development Plan 2010/11 – 2014/15.

The Republic of Uganda. Health Sector Strategic Plan III (2010/11-2014/15.

Tennenbaum, S.I., Mathieu, J.E., Salas, E., & Cannon-Bowers, J.A. (1991). Meeting

trainees’ expectations: The influence of training fulfillment on the development of

commitment, self efficacy, and motivation. Journal of Applied Psychology, 76. 759-

769.

Tim, W. (2003). Targets and Results in Public Sector Management: Uganda case

study. Centre for Aid and Public expenditure, ODI. Oversees development Institute

111 Westminster Bridge road London, SE1 7JK UK.

Tuner, P. (2002): Human Resource Forecasting and Planning, London CIPD Enterprises

limited.

White, B. (2000). Dissertation Skills for business and management students.

Continuum, London, New York.

Whitener, E.,. (2001) ‘Do high commitment human resource practices affect employee

commitment? Across-level analysis using hierarchical linear modeling’, Journal of

Management 27: 515-35.

87
 APPENDIX 1: SAMPLE SIZE DETERMINATION TABLE

Krejcie and Morgan’s (1970) table for determining sample sizes for finite population

N S N S N S N S N S

10 10 100 80 280 162 800 260 2,800 338

15 14 110 86 290 165 850 265 3,000 341

20 19 120 92 300 169 900 269 3,500 346

25 24 130 97 320 175 950 274 4,000 351

30 28 140 103 340 181 1,000 278 4,500 354

35 32 150 108 360 186 1,100 285 5,000 357

40 36 160 113 380 191 1,200 291 6,000 361

45 40 170 118 400 196 1,300 297 7,000 364

50 44 180 123 420 201 1,400 302 8,000 367

55 48 190 127 440 205 1,500 306 9,000 368

60 52 200 132 460 210 1,600 310 10,000 370

65 56 210 136 480 214 1,700 313 15,000 375

70 59 220 140 500 217 1,800 317 20,000 377

75 63 230 144 550 226 1,900 320 30,000 379

80 66 240 148 600 234 2,000 322 40,000 380

85 70 250 152 650 242 2,200 327 50,000 381

90 73 260 155 700 248 2,400 331 75,000 382

95 76 270 159 750 254 2,600 335 100,000 384

Source: From R.V Krejcie and D.W.Morgan (1970), as cited by Amin E. (2005).

1
APPENDIX II: UGANDA MANAGEMENT INSTITUTE LETTER

1
APPENDIX III: RELIABILITY ANALYSIS ON QUESTIONNAIRE PRE-TEST

a. Reliability analysis on the Questionnaire pre-test (Technical factors)

Case Processing Summary

N %
Cases Valid 20 100.0
Excluded(a
0 .0
)
Total 20 100.0
a Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's
Alpha N of Items
.540 8

b. Reliability analysis on the Questionnaire pre-test (Financial resources)

Case Processing Summary

N %
Cases Valid 20 100.0
Excluded(a
0 .0
)
Total 20 100.0
a Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's
Alpha N of Items
.663 9

c. Reliability analysis on the Questionnaire pre-test (Staff performance)

Case Processing Summary

N %
Cases Valid 20 100.0
Excluded(a
0 .0
)
Total 20 100.0
a Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's
Alpha N of Items
.597 8

1
d. Reliability analysis on the Questionnaire pre-test (Government policy)

Case Processing Summary

N %
Cases Valid 20 100.0
Excluded(a
0 .0
)
Total 20 100.0
a Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's
Alpha N of Items
.653 10

e. Reliability analysis on the Questionnaire pre-test (All variables)

Case Processing Summary

N %
Cases Valid 20 100.0
Excluded(a
0 .0
)
Total 20 100.0
a Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's
Alpha N of Items
.858 35

2
APPENDIX IV: RELIABILITY ANALYSIS ON QUESTIONNAIRE AFTER DATA
COLLECTION

a. Reliability analysis on the Questionnaire after data collection (Technical factors)

Case Processing Summary

N %
Cases Valid 151 100.0
Excluded(a
0 .0
)
Total 151 100.0
a Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's
Alpha N of Items
.733 8

b. Reliability analysis on the Questionnaire after data collection (Financial resources)

Case Processing Summary

N %
Cases Valid 151 100.0
Excluded(a
0 .0
)
Total 151 100.0
a Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's
Alpha N of Items
.500 9

c. Reliability analysis on the Questionnaire after data collection (Staff performance)

Case Processing Summary

N %
Cases Valid 151 100.0
Excluded(a
0 .0
)
Total 151 100.0
a Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's
Alpha N of Items
.515 8

1
d. Reliability analysis on the Questionnaire after data collection (Government policy)
Case Processing Summary

N %
Cases Valid 151 100.0
Excluded(a
0 .0
)
Total 151 100.0
a Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's
Alpha N of Items
.598 10

e. Reliability analysis on the Questionnaire after data collection (All variables)

Case Processing Summary

N %
Cases Valid 151 100.0
Excluded(a
0 .0
)
Total 151 100.0
a Listwise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's
Alpha N of Items
.772 35

2
APPENDIX V: CORRELATIONS AND T-TESTS

a. Correlation analysis on technical factors and staff performance

Correlations

TF (Technical factors) SP (Staff performance)

TF (Technical factors) Pearson Correlation 1 .517(**)
Sig. (2-tailed) .000
N 151 151
SP (Staff performance) Pearson Correlation .517(**) 1
Sig. (2-tailed) .000
N 151 151
** Correlation is significant at the 0.01 level (2-tailed).

T-Test analysis on technical factors and staff performance

Unstandardized Standardized
Coefficients Coefficients t Sig.

Model B Std. Error Beta B Std. Error

1 (Constant) 1.995 .242 8.232 .000
TF
9Technical .483 .065 .517 7.371 .000
factors)
a Dependent Variable: SP

b. Correlation analysis on financial resources and staff performance

FR (Financial resources) SP (Staff performance)

FR (Financial resources) Pearson Correlation 1 -.053
Sig. (2-tailed) .519
N 151 151
SP (Staff performance) Pearson Correlation -.053 1
Sig. (2-tailed) .519
N 151 151

T-Test analysis on financial resources and staff performance

Unstandardized Standardized
Model Coefficients Coefficients t Sig.

B Std. Error Beta B Std. Error

1 (Constant) 3.925 .255 15.379 .000
FR (Financial resources) -.070 .108 -.053 -.647 .519
a Dependent Variable: SP

1
c. Correlation analysis on government policy and staff performance

MV (Moderating variable) SP (Staff Performance)

MV (Moderating variable) Pearson Correlation 1 .256(**)
Sig. (2-tailed) .001
N 151 151
SP (Staff Performance) Pearson Correlation .256(**) 1
Sig. (2-tailed) .001
N 151 151
** Correlation is significant at the 0.01 level (2-tailed).

T-Test analysis on government policy and staff performance

Unstandardized Standardized
Model Coefficients Coefficients t Sig.

B Std. Error Beta B Std. Error

1 (Constant) 3.052 .223 13.677 .000
MV (Moderating variable) .250 .077 .256 3.238 .001
a Dependent Variable: SP (Staff performance)

2
APPENDIX VI: DESCRIPTIVE STATISTICS FOR MEAN AND STANDARD DEVIATION

N Minimum Maximum Mean Std. Deviation

Required skills 151 1 5 4.40 .981

On job training sessions 151 1 5 4.15 1.044

Opportunities to enhance performance 151 1 5 1.99 1.143

Work related to qualifications 151 2 5 4.15 .806

Work outside qualifications 151 1 3 1.64 .533

Qualifications enhance efficient performance 151 1 5 4.40 .809

Adequate experience to perform well 151 1 5 4.40 .981

Experience is importance to perform 151 1 5 4.15 1.044

Salaries are paid to staff on time 151 1 5 4.06 1.047

Salary increment is annually given to staff 151 1 4 1.86 .600

Salaries paid to staff are appropriate to their performance 151 1 5 1.99 1.143

Financial and non-financial incentives are provided to staff 151 1 4 1.31 .579

Staff have materials to perform work 151 1 4 1.95 .751

Staff are paid allowances for extra work 151 1 5 4.06 1.047

Staff are given transport facilities 151 1 4 1.83 .619

Staff are rewarded when they put extra effort on work 151 1 5 1.99 1.143

Staff are always recognized for good work performed 151 1 4 1.86 .600

Efficiency is important in staff performance 151 2 5 4.41 .768

Local government staff are very effective in performance 151 1 5 2.34 1.183

Failure to make accountability affects staff performance in

151 1 5 4.40 .981
local governments

Time management affects staff performance in this district 151 2 5 4.41 .768

Staff attend duty as per required standard for better

151 1 5 3.51 1.057
performance

Local government staff set targets for better performance 151 2 5 4.41 .768

Output is relevant to staff performance 151 1 5 3.32 1.503

Staff performance is very good in this district 151 1 5 3.29 1.350

Government policy affects staff performance 151 1 5 4.13 .866

Central government release funds to this district in time 151 1 5 1.99 1.143

Decisions are made by Central government to enhance

151 1 5 2.35 1.239
performance of Local Governments
Budgeting is always made by Local governments to improve
their performance 151 1 4 1.31 .579

1
Politicians interfere with my work which affects
151 1 5 3.38 1.205
performance

Government policy has led to improved performance of

151 1 5 3.32 1.503
local government staff

Resource allocation is made by central government to

151 1 5 4.28 .828
enhance staff performance in Local Governments

Local governments receive graduated tax compensation in

151 1 5 3.29 1.309
time to enhance staff performance

Policies made by Central government influence staff

151 1 5 1.99 1.143
performance in local governments

Policies made by Central government are appropriate for

151 1 5 2.35 1.239
local government staff to perform better

Valid N (listwise) 151

2
 APPENDIX VII: QUESTIONNAIRE FOR DISTRICT EMPLOYEES

Dear Respondent,

I am Murongo Esau a student at Uganda Management Institute conducting a study on the

factors affecting staff performance in Local Governments of Uganda with a focus on

Kasese District Local Government.

The study is purely for academic purposes, as a partial fulfillment of the requirements for

the award of Masters Degree in Management Studies (Public Administration and

Management) of Uganda Management Institute.

You are kindly requested to answer all questions in this questionnaire honestly as possible.

You should not write your name on this questionnaire.

Any information provided will be used exclusively for the purpose stated above and will be

treated with strict confidentiality.

SECTION A: Background Information (Tick the appropriate option)

1. Gender Male Female

2. Age

a) 20-30 years

b) 31-40 years

c) 41-50 years

d) 51-60 years

e) 61 years and above

1
3. Marital Status

a) Married

b) Single

c) Divorced/separated

d) Widowed

4. Level of education

a) Graduate/Degree

b) Diploma

c) Certificate

d) Others specify…………………………………………………………………………..

5. What is your salary scale? Tick the appropriate

U1 U2 U3 U4 U5

U6 U7 U8

6. How many years have you worked in this district?

a) Less than 1 year

b) Between 1 – 5 years

c) Between 6 – 10 years

d) Above 10 years

7. What is your current department?

a) Management support services

b) Finance and planning

c) Audit

d) Community based services

e) Education and sports

f) Health and environment

2
g) Production and marketing

h) Others specify…………………………………………………………………………..

SECTION B: Independent Variables

In this section, use the five likert scale provided to indicate the best option that reflects your

opinion on each of the statements/questions below. Tick the number that best describes

your opinion on the statements. 5= strongly agree, 4= Agree, 3= neither agree nor disagree,

2= Disagree and 1= strongly disagree.

No. Question Scale

Technical factors and staff performance 5 4 3 2 1
Tick the most appropriate option in relation to the
statements/questions below.
1 I have the required skills to perform my job
2 I am always given on job training sessions
3 I have opportunities for further studies to enhance performance
4 I do the work in relation to my qualifications
5 Some staff do work which is outside their qualifications to
perform
6 Staff qualifications enhance efficient performance in local
governments
7 I have adequate experience to perform well
8 Experience is important for employees to perform well
9 Salaries are paid to staff on time
10 Salary increment is annually given to staff
11 Salaries paid to employees are appropriate to their performance
12 Financial and non-financial incentives are provided to staff
13 Staff have materials to perform work
14 Staff are paid allowances for extra work
15 Staff are given transport facilities
16 Staff are rewarded when they put extra effort
17 Staff are always recognized for good work performed

3
 SECTION C: Moderating Variable
1 Government policy affects staff performance
2 Central government releases funds to this district in time to
enhance performance
3 Decisions are made by Central government to enhance
performance of Local Governments
4 Budgeting is always made by Local governments
5 Politicians interfere with my work
6 Government policy has led to improved performance
7 Resource allocation is made by central government
8 Local governments receive graduated tax compensation in time
9 Policies made by Central government influence staff
performance
10 Policies made by Central government are appropriate for local
government staff

SECTION D: Dependent Variable – Staff performance

In this section, use the five likert scale provided to indicate the best option that reflects your

opinion on each of the statements/questions below. Tick the number that best describes

your opinion on the statements. 5= strongly agree, 4= Agree, 3= neither agree nor disagree,

2= Disagree and 1= strongly disagree.

No. Question Scale

Dependent variable
Tick the most appropriate option in relation to the 5 4 3 2 1
statements/questions below.
1 Efficiency is important in staff performance
2 Local government Staff are very effective in performance
3 Failure to make accountability affects staff performance in local
governments

4
4 Time management affects staff performance in this district
5 Staff attend duty as per the required standard
6 Local government staff set targets for better performance
7 Output is relevant to staff performance
8 Staff performance is very good in this district

THANKS FOR YOUR PARTICIPATION.

GOD BLESS YOU ABUNDANTLY

5
APPENDIX VIII: INTERVIEW GUIDE FOR KEY INFORMANTS

1. How long have you been in service of this district?

2. What is your comment on the working conditions in the District? ( technical, financial,

and political)

3. What is your comment on the remuneration of district employees? What effect does is

have on staff performance?

4. How would you rate the performance of staff in this district? Rate in terms of

percentage estimate.

5. What are the indicators of staff performance in this district?. Do you think

skills/training are important for staff to perform better.

6. In your opinion, do you think staff performance has a bearing on service delivery? Yes

or No. If yes how?

7. Are there staff in this district who have been considered for further studies to enhance

their performance?

8. Are there staff who have left their jobs in this district in the last three years on other

reasons other than retirement or death? If any, what in your view led them leave?

9. What is your comment on the working relationship between your office

a). and politician

b). Civil servants in this district?

10. Are staff in this district provided with transport facilities for better performance?

11. Are there staff in this district who are always recognized and rewarded for better

performance?

12. What aspects of civil service matters would you wish to see change in order to improve

service delivery in this district?

THANKS FOR YOUR PARTICIPATION AND GOD BLESS YOU ABUNDANTLY

1
 APPENDIX IX: INTERVIEW GUIDE FOR DISTRICT SERVICE
COMMISSION CHAIRPERSON

1. Please take me through the process undertaken to approve promotions, training for staff

and handling disciplinary cases.

2. What are the main challenges you face in staff matters?

3. What is your comment on the general attitude of staff in this district? Do they feel

happy to work here?

4. What are the challenges the district is facing in attracting and retaining competent staff?

5. What do you think should be done generally to improve on staff performance in the

district?

Thanks very much for your time.

THANKS FOR YOUR PARTICIPATION AND GOD BLESS YOU ABUNDANTLY

1
 APPENDIX X: INTERVIEW GUIDE FOR DISTRICT CHAIRPERSON

1. What is your comment on the working relationship between your office and civil

servants in this district?

2. What is your comment on staff performance in this district?

3. What is your comment on the general attitude of staff in this district? Do they feel

happy to work here?

4. What are the challenges the district is facing in attracting and retaining competent staff?

5. What do you think should be done generally to improve on staff performance in the

district?

Thanks very much for your time.

THANKS FOR YOUR PARTICIPATION AND GOD BLESS YOU ABUNDANTLY