Browsing by Author "Musoke Genza, Gyaviira"
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Item Interagency collaboration for graduate employment opportunities in Uganda Gaps in the structure of organizations(Education+ Training, 2020) Ntale, Peter; Ssempebwa, Jude; Musisi, Badiru; Ngoma, Muhammed; Musoke Genza, Gyaviira; Kimoga, Joseph; Byalusaago Mugimu, Christopher; Mpeera Ntayi, Joseph; Balunywa, WasswaThe purpose of this paper is to identify gaps in the structure of organizations that hinder collaboration of organizations involved in the creation of graduate employment opportunities in Uganda. Design/methodology/approach – Data was collected from staff and leaders of 14 organizations that were purposely selected to represent government, private, and civil society organizations. These organizations were selected based on their mandates, which touch on the employability of university graduates in the country in very direct ways. This was a cross-sectional survey design—based on a self-administered questionnaire, key informant interviews, and documentary analysis. Findings – Organizations were found to have “Tell”/directive decision-making, high power distance between employees, and jobs were not coded in a way that gives employees freedoms to interact and build collaborative relationships. Finally, rules and regulations were very restrictive, disorienting employee’s abilities to collaborate. Research limitations/implication – This research concentrated on the gaps that exist in the structure of organizations from which the results point to inadequate relational, interactional, inclusive, and democratic space among different stakeholders. It would be useful for future research to examine the extent to which the structure of organizations not only impacts collaboration but also measures the level to which it affects organizational performance. Practical implications – The knowledge economy of the twenty-first century demands for collaborative engagements with different stakeholders if they are to survive the competitive business environment. Collaborative engagement helps in the sharing of knowledge, expertise, and resources, development of more coherent services, facilitation of innovation and evaluation, avoiding duplication of work, and minimizing conflicts and competition while creating synergy among partners. Originality/value – Unlike previous studies, which have examined employability of graduates from a supply side perspective, this study investigates organizations from both the supply and demand perspectives and identifies synergy that is as a result of bringing organizations to work together.Item School-based reward practices and their influence on teacher motivation and teaching quality in secondary schools in Masaka District, Uganda(International Journal of Innovative Research and Knowledge, 2022) Lubega, Francis Xavier; Aguti, Jessica Norah; Musoke Genza, GyaviiraThe study, from which this article is derived, was partly triggered by the need to find teacher reward practices which can promote educational quality. Two of the specific objectives are handled here: To examine the relationship between prevalent teacher reward practices and teachers’ motivation; and to examine the relationship between these practices and quality teaching. Based on pragmatism, the study was conducted in 23 secondary schools through a cross-sectional concurrent mixed methods research design, over a sample of 368 participants, using stratified random and purposive sampling. Data collected using questionnaires, interviews and documentary analysis was analysed using themes, frequency distributions, and Chi-square test of independence. Findings indicated that several reward practices are positively associated with teacher motivation and quality teaching. It was concluded that the variety of reward practices which are associated with teachers’ motivation and teaching behavior reflects the complexity of teacher motivation, implying that reward managers may not effectively sustain teacher motivation and instructional quality unless teachers’ cooperation is well utilized. It was then recommended that each school should establish a teacher-governed rewards committee which can facilitate the participation of all teachers in merit-based reward decisions and enhance the trustworthiness of the school’s reward practice. In this respect, every school should endeavor to allocate feasible funds for teachers’ merit incentives, since the activities of the proposed rewards committee cannot be possible unless the resources required to finance the reward programs entrusted to the committee are assured.