Interagency collaboration for graduate employment opportunities in Uganda Gaps in the structure of organizations

Simple item page
dc.contributor.authorNtale, Peter
dc.contributor.authorSsempebwa, Jude
dc.contributor.authorMusisi, Badiru
dc.contributor.authorNgoma, Muhammed
dc.contributor.authorMusoke Genza, Gyaviira
dc.contributor.authorKimoga, Joseph
dc.contributor.authorByalusaago Mugimu, Christopher
dc.contributor.authorMpeera Ntayi, Joseph
dc.contributor.authorBalunywa, Wasswa
dc.date.accessioned2022-05-25T19:47:51Z
dc.date.available2022-05-25T19:47:51Z
dc.date.issued2020
dc.description.abstractThe 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.en_US
dc.identifier.citationNtale, P., Ssempebwa, J., Musisi, B., Ngoma, M., Genza, G. M., Kimoga, J., ... & Balunywa, W. (2020). Interagency collaboration for graduate employment opportunities in Uganda: Gaps in the structure of organizations. Education+ Training. DOI 10.1108/ET-08-2019-0193en_US
dc.identifier.other10.1108/ET-08-2019-0193
dc.identifier.urihttps://nru.uncst.go.ug/handle/123456789/3377
dc.language.isoenen_US
dc.publisherEducation+ Trainingen_US
dc.subjectInter-agency collaborationen_US
dc.subjectGraduate employmenten_US
dc.subjectOrganizational structuresen_US
dc.subjectUgandaen_US
dc.titleInteragency collaboration for graduate employment opportunities in Uganda Gaps in the structure of organizationsen_US
dc.typeArticleen_US
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
Interagency collaboration for.pdf
Size:
171.05 KB
Format:
Adobe Portable Document Format
Description:
Article
Download
License bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
license.txt
Size:
1.71 KB
Format:
Item-specific license agreed upon to submission
Description:
Download
Collections
Social Sciences