Performance Appraisal Implementation gaps: Shifting the thinking to Organizational Capacity

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dc.contributor.authorMusubira, Hilda
dc.contributor.authorKagambirwe Karyeija, Gerald
dc.date.accessioned2023-05-12T17:59:53Z
dc.date.available2023-05-12T17:59:53Z
dc.date.issued2020
dc.description.abstractThis paper examines the drivers for effective implementation of Open Performance Appraisal (OPA) in the Ugandan civil service. It proceeds from the view that organizational culture has often been used as an explanatory variable for performance appraisal implementation. The article is based on critical review of theoretical and empirical literature on implementation drivers, the background of Uganda’s Performance Appraisal system as well as the Organization Readiness. The authors argue that change effi cacy and commitment to change are critical predictors of successful implementation of the open appraisal system in Uganda. The paper concludes that capacity and organizational culture are necessary but not suffi cient factors for effective implementation and notably, capacity is a product of organizational commitment. Similarly, a positive organizational culture can be built in face of sufficient readiness.en_US
dc.identifier.citationMusubira, H., & Karyeija, G. K. (2020). Performance Appraisal Implementation gaps: Shifting the thinking to Organizational Capacity. Ugandan Journal of Management and Public Policy Studies, 18(1), 69-78.en_US
dc.identifier.urihttps://ojs.umi.ac.ug/index.php/ujmpps/article/view/42
dc.identifier.urihttps://nru.uncst.go.ug/handle/123456789/8677
dc.language.isoenen_US
dc.publisherUgandan Journal of Management and Public Policy Studiesen_US
dc.subjectPerformance Appraisalen_US
dc.subjectImplementationen_US
dc.subjectOrganizational Readinessen_US
dc.titlePerformance Appraisal Implementation gaps: Shifting the thinking to Organizational Capacityen_US
dc.typeArticleen_US
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