DSpace Collection: Business and ICT

Covid-19’ effects on organisational performance: A case of National Teachers Colleges supported by Enabel.

Thu, 01 Sep 2022 00:00:00 GMT

Title: Covid-19’ effects on organisational performance: A case of National Teachers Colleges supported by Enabel. Authors: Namulondo, Lydia Abstract: This study set out to establish the effect that programme disruptions had on organizational performance of National Teachers’ Colleges supported by Enabel; to establish the effect of funding disruptions and to examine how the capacity gap has impacted on organizational performance of National Teachers’ Colleges supported by Enabel. The study adopted a cross sectional study design. 117 study participants were sampled from a population of 168 respondents. Data analysis comprised of descriptive and inferential analysis. Findings showed that programmes disruptions was moderate and positively associated with organisational performance at (r = 0.496); funding disruptions is positively and weakly associated with organizational performance at (r = .403); capacity gap is moderate and positively associated with organisational performance at (r = .556). Capacity gap, programme disruptions, and funding disruptions were found to significantly predict organizational performance by 33.9 percent (Adjusted R²=0.339). Capacity gap accounted for the highest to the unique variations recorded in organisational performance (β=0.398), followed by programmes disruptions (β= 0.272) and lastly funding disruptions (β=0.019). The study concluded that programme disruptions had some impact on organisational performance of National Teachers’ Colleges; that financial disruptions did not adversely affect organisational performance of the National Teachers’ Colleges that capacity gaps significantly affected organisational performance of National Teachers’ Colleges. The study recommended National Teachers colleges plan better to accommodate future programme disruptions by improved contingency planning. The study further recommended that National Teachers colleges consolidate their budgeting and finally, the study recommended that National Teachers colleges urgently identify their best tutors and ensure that they are retained and important vacancies filled.

Budgeting and organizational performance in government authorities in Uganda: A case study of National Drug Authority (NDA)

Thu, 01 Sep 2022 00:00:00 GMT

Title: Budgeting and organizational performance in government authorities in Uganda: A case study of National Drug Authority (NDA) Authors: Kiguli, Peter Kitooke Abstract: The study set out to establish the relationship between budgeting and organizational performance of Government Authorities in Uganda: A case of National Drug Authority (NDA). The specific objectives of the study were to establish the relationship between the budgeting process and organizational performance; to establish the relationship between budgetary control and organizational performance; and to establish the relationship between budget implementation and organizational performance at NDA. The study employed a case study design. The population was 110, out of the target sample of 86, 79 usable questionnaires were received representing a response rate of 91.8%. The Statistical Package for Social Scientists (SPSS) software was used to analyze data. The results indicated that there was a very strong positive relationship between budget process, budgetary control, budget implementation and organizational performance (R = 0.785). About 60% of the variation in organizational performance is explained by budgeting (Adj. R Square =0.601, p<0.001). The study concluded that improving budgeting practices directly influences organizational performance positively. The multiple regression model generated from the survey: D = -2.008 + 0.147B1 + 0.0132 + 0.167C (where: D = Organizational Performance; B1 = Budget Process; B2 = Budgetary Control and C = Budget implementation). The study recommended that the management of NDA should focus on streamlining the budget process to promote participation of staff. Management should encourage information dissemination to staff based on the budget performance reports as a way of providing feedback on performance and should promote compliance with all established policies, plans, procedures manuals and regulations in order to enhance performance and finally NDA management should put in place more emphasis on budget implementation as a mechanism of closing budget variance gaps and drive organizational performance.

Quality management practices and employee performance in the NGO sector: A case of cherish Uganda

Thu, 01 Sep 2022 00:00:00 GMT

Title: Quality management practices and employee performance in the NGO sector: A case of cherish Uganda Authors: Kente, Irene Abstract: This study was about the relationship between Quality Management Practices and Employee Performance at Cherish Uganda. Specifically, the study assessed the relationship between Leadership and employee performance at Cherish Uganda; Training and employee performance at Cherish Uganda and sought to assess the relationship between Rewards system and employee performance at Cherish Uganda. The study adopted the cross-sectional study approach. Data was collected from a population of 72 respondents. Data was acquired utilising a survey tool and an interview guide. Data analysis involved descriptive and inferential analysis. Findings indicate a moderate and positive association between leadership and employee performance at Cherish Uganda (r=0.582); high and positive association between training and employee performance at Cherish Uganda (r=0.733); and a moderate and positive association between the rewards system and employee performance at Cherish Uganda (r=0.630). Leadership, Training and Rewards system were found to significantly predict employee performance at Cherish Uganda with an Adjusted R²=0.631. Training contributes the highest to the unique variations recorded in Employee Performance (Standardized Beta Coefficient of 0.460), followed by Leadership (Standardized Beta Coefficient of 0.312) and Rewards System (Standardized Beta Coefficient of 0.206).However, Rewards System was not statistically significant. The study concluded that Leadership when considered by management of Cherish Uganda, has had a moderate impact on employee performance; Training, when considered by management of Cherish Uganda, has had a moderate impact on employee performance and that rewards system, though applied by the management team at Cherish Uganda in an attempt to boost employee performance, has had very little of the expected effect on employee performance. The study recommended that management should improve their decision making processes by making them more transparent and more inclusive. Additionally, they need to practice more delegation to train future leadership for Cherish Uganda. It is further recommended that management of Cherish Uganda should conducting a needs assessment, improve the training delivery style and training should be offered on merit and undue influence of potential trainees on the part of management must be discouraged. Finally, management of Cherish Uganda should take measured steps to update the rewards system to match the existing employee market trends and ensure that non-monetary rewards are meaningful and not tokens if the rewards system is to culminate in improved in employee performance.

Vaccine forecasting and service delivery in uganda health sector; a case of Uganda National Expanded Programme on Immunization (UNEPI)

Fri, 01 Jul 2022 00:00:00 GMT

Title: Vaccine forecasting and service delivery in uganda health sector; a case of Uganda National Expanded Programme on Immunization (UNEPI) Authors: Kiwanuka, Deogratias Abstract: This study sought to establish the relationship between vaccine Forecasting and Service Delivery at the Uganda National Expanded Program on Immunization (UNEPI). Specifically, the study sought to examine the relationship between financial forecasting and service delivery of vaccines at UNEPI; determine the relationship between demand forecasting and service delivery of Vaccines at UNEPI, and sought to establish the relationship between planned vaccination forecasting and service delivery of Vaccines at UNEPI. The study adopted case study design. 97 study participants were sampled from a population of 108 respondents. Data analysis involved descriptive and inferential analysis. Findings indicated that financial forecasting was positively and moderately associated with service delivery of vaccines at (r=0.585); demand forecasting is positively and highly associated with service delivery of vaccines at (r=0.644); planned vaccination forecasting is positively and highly associated with services delivery of vaccines at (r=0.606). Financial Forecasting, Demand Forecasting and Planned Vaccination Forecasting were found to significantly predict service delivery of Vaccines at UNEPI with an Adjusted R²=0.495. Demand Forecasting contributes the highest to the unique variations recorded in service delivery of Vaccines at UNEPI (β=0.379), followed by Planned Vaccination Forecasting (β= 0.279) and Financial Forecasting (β=0.182). Demand Forecasting and Planned Vaccination Forecasting were statistically significant while financial forecasting was not. In conclusion, the study determined that financial forecasting has been shown to have a very small and statistically insignificant contribution to service delivery at UNEPI; demand forecasting contributed in a small and significant manner to improvements registered in service delivery at UNEPI and planned vaccination forecasting contributed to improvements in service delivery at UNEPI in a small but statistically significant manner. The study recommends UNEPI redesigns the current financial forecasting process in the organisation. This redesigning process can be done by technocrats in the Ministry of Health because the current financial forecasting process fell short of the Global coverage of 90% vaccine service delivery. The study recommends the strengthening of the immunization department with better equipment and manpower at all levels of service delivery to work towards achieving 2030 good health sustainable development goals. The study further recommends the planning function to be supported with more financial resources as it has a strong bearing on outcomes of vaccination campaigns and has cost implications. The implementation should take place before the next budget as the planned vaccination forecasting has budgetary implications.