Organisational Culture and Performance of Urban Local Governments in Uganda: A Case of Kabale Municipality Kabale District.
This study examined the relationship between organizational culture and the performance of urban local governments in Uganda; a case of Kabale Municipality, Kabale District. Specifically, the study was guided by four objectives which included establishing the relationship between organizational adho...
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| Format: | Article |
| Language: | English |
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Kabale University
2024
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| Subjects: | |
| Online Access: | http://hdl.handle.net/20.500.12493/2232 |
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| Summary: | This study examined the relationship between organizational culture and the performance of urban local governments in Uganda; a case of Kabale Municipality, Kabale District. Specifically, the study was guided by four objectives which included establishing the relationship between organizational adhocracy culture and the performance of KMC, the relationship between organizational hierarchy culture and the performance of KMC, the relationship between organizational clan culture and the performance of KMC and the relationship between organizational market culture and performance of KMC. A descriptive research design utilizing both quantitative and qualitative approaches was used. The study targeted 143 participants but 137 managed to respond hence making a response rate of 95.8%. Data was collected using questionnaires and an interview guide. The findings revealed that all constructs of organizational culture (adhocracy culture, hierarch culture, clan culture, and market culture) combined, predicted the performance of KMC by 86.1%. Adhocracy culture insignificantly predicted performance of KMC at Beta =.064 and with a significant relationship at r=.797**, hierarchy culture was a significant predictor at Beta =.112 and with significant relationship at r=.706**, clan culture was also a significant predictor of performance of KMC at Beta =.678 with a significant and positive relationship at r=.916** and lastly, market culture was also a significant predictor of performance of KMC at Beta =.139 and with significant relationship at r=.816**. Therefore, the performance of KMC was highly related to clan culture, followed by market culture, then Adhocracy culture, and lastly hierarchy culture. The study recommended that there is a need to create a structured system for acknowledging and rewarding innovative ideas and initiatives from staff members, there is a need to introduce a structured system that allows for feedback and input from lower-level staff in decision-making processes as a way of emphasizing the relevancy of hierarchy culture. The study also recommends that there is a need to formalize and expand the mentorship initiatives by implementing structured mentoring programs and there is a need for organizing regular workshops or forums that bring together council members, staff, and community representatives to collaboratively discuss and make decisions on key projects and service delivery initiatives. |
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