Performance Management Practices, Employee Attitudes And Managed Performance

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dc.contributor.authorKagaari, James
dc.contributor.authorMunene, John C.
dc.contributor.authorNtayi, Joseph Mpeera
dc.date.accessioned2022-02-11T19:36:35Z
dc.date.available2022-02-11T19:36:35Z
dc.date.issued2010
dc.description.abstractThe purpose of this paper is to establish the relationship between performance management practices, employee attitudes and managed performance.Using a disproportionate stratified purposive approach, a sample of 900 employees was drawn from four public universities in Uganda.The paper reveals that performance management practices and employee attitudes are crucial for achievement of managed performance in public universities.This was a cross‐sectional study that inherently has common method biases. Such biases could be minimised with replication of the study using a longitudinal study approach that would also unearth all salient issues that could have remained untouched.The paper emphasises the need for public universities to institutionalise result‐oriented relationships and adapt in the external hyper changing environment.The paper calls for a new approach to managing employees in public universities with increasing demand for university education and stakeholder interests in delivery of cost‐effective quality services.en_US
dc.identifier.citationKagaari, J., Munene, J. C., & Ntayi, J. M. (2010). Performance management practices, employee attitudes and managed performance. International Journal of Educational Management.https://doi.org/10.1108/09513541011067683en_US
dc.identifier.issn0951-354X
dc.identifier.urihttps://nru.uncst.go.ug/xmlui/handle/123456789/2076
dc.language.isoenen_US
dc.publisherInternational Journal of Educational Management.en_US
dc.subjectPerformancemanagement systems, Employee attitudes, Universities, Developing countries, Ugandaen_US
dc.titlePerformance Management Practices, Employee Attitudes And Managed Performanceen_US
dc.typeArticleen_US
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