Performance management practices, employee attitudes and managed performance
International Journal of Educational Management
ISSN: 0951-354X
Article publication date: 17 August 2010
Abstract
Purpose
The purpose of this paper is to establish the relationship between performance management practices, employee attitudes and managed performance.
Design/methodology/approach
Using a disproportionate stratified purposive approach, a sample of 900 employees was drawn from four public universities in Uganda.
Findings
The paper reveals that performance management practices and employee attitudes are crucial for achievement of managed performance in public universities.
Research limitations/implications
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.
Practical implications
The paper emphasises the need for public universities to institutionalise result‐oriented relationships and adapt in the external hyper changing environment.
Originality/value
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.
Keywords
Citation
Kagaari, J., Munene, J.C. and Mpeera Ntayi, J. (2010), "Performance management practices, employee attitudes and managed performance", International Journal of Educational Management, Vol. 24 No. 6, pp. 507-530. https://doi.org/10.1108/09513541011067683
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited