Browsing by Author "Atwiine Johnson"

Now showing 1 - 4 of 4

Performance Management Systems and Program Performance
(International Journal for Multidisciplinary Research (IJFMR), 2024) Agaba Mildred; Bibangambah Jane; Atwiine Johnson
The study aimed at establishing the relationship between performance management systems and performance of UWEP in Buhweju District in order to address the problem of persistent declining performance of UWEP in Buhweju District. The study was guided by the following specific objectives: to examine the relationship between performance planning and UWEP performance, to determine the influence of performance monitoring on UWEP performance and to establish the influence of performance evaluation on UWEP performance. The study adopted a cross sectional study design and the population was 30 UWEP coordinators and 1,560 UWEP beneficiaries in Buhweju District. The data was collected using purposive, simple random and stratified sampling from a sample of 150 UWEP members and 20 UWEP coordinators. A questionnaire was administered to UWEP members while UWEP coordinators were interviewed. The study found out that: there is a statistically significant substantial positive correlation between performance planning and UWEP performance in Buhweju district (r=.696**, P<.01), there is a statistically significant moderate positive correlation between performance monitoring and UWEP performance in Buhweju district (r=.537**, P<.01) and there is a statistically significant low positive correlation between performance evaluation and UWEP performance in Buhweju district (r=.378**, P<.01). The study concludes that: performance planning is a key predictor of UWEP performance in Buhweju district since there exists a significant substantial positive relationship between it and UWEP performance; performance monitoring is a major driver of UWEP performance in Buhweju district since there exists a significant positive correlation between it and UWEP performance and performance evaluation also determines UWEP performance in Buhweju district since there exists a significant positive relationship between it and UWEP performance. The study recommends that UWEP members, UWEP coordinators and policy makers: should do more performance planning through better goal setting, setting performance agreements and ensuring performance development; they should improve performance monitoring through conducting constant ongoing superior support, continuous assessment & training and lastly, they should do more performance evaluation by doing more performance appraisal and encouraging more dialogue/feedback.
Performance Management Systems and Program Performance
(International Journal for Multidisciplinary Research (IJFMR), 2024) Agaba Mildred; Atwiine Johnson; Bibangambah Jane
The study aimed at establishing the relationship between performance management systems and performance of UWEP in Buhweju District in order to address the problem of persistent declining performance of UWEP in Buhweju District. The study was guided by the following specific objectives: to examine the relationship between performance planning and UWEP performance, to determine the influence of performance monitoring on UWEP performance and to establish the influence of performance evaluation on UWEP performance. The study adopted a cross sectional study design and the population was 30 UWEP coordinators and 1,560 UWEP beneficiaries in Buhweju District. The data was collected using purposive, simple random and stratified sampling from a sample of 150 UWEP members and 20 UWEP coordinators. A questionnaire was administered to UWEP members while UWEP coordinators were interviewed. The study found out that: there is a statistically significant substantial positive correlation between performance planning and UWEP performance in Buhweju district (r=.696**, P<.01), there is a statistically significant moderate positive correlation between performance monitoring and UWEP performance in Buhweju district (r=.537**, P<.01) and there is a statistically significant low positive correlation between performance evaluation and UWEP performance in Buhweju district (r=.378**, P<.01). The study concludes that: performance planning is a key predictor of UWEP performance in Buhweju district since there exists a significant substantial positive relationship between it and UWEP performance; performance monitoring is a major driver of UWEP performance in Buhweju district since there exists a significant positive correlation between it and UWEP performance and performance evaluation also determines UWEP performance in Buhweju district since there exists a significant positive relationship between it and UWEP performance. The study recommends that UWEP members, UWEP coordinators and policy makers: should do more performance planning through better goal setting, setting performance agreements and ensuring performance development; they should improve performance monitoring through conducting constant ongoing superior support, continuous assessment & training and lastly, they should do more performance evaluation by doing more performance appraisal and encouraging more dialogue/feedback.
Salary Enhancement and Perceived Service Delivery Among Health Sector Employees in Sheema District
(The Advanced Global Journal of Research, 2025-09) Tashobya Daniel Kamugisha; Atwiine Johnson; Musinguzi Joshua
This study examined the effect of salary enhancement on perceived service delivery among health sector employees in Sheema District Local Government, Uganda. Despite government interventions to improve salaries, challenges such as limited resources, inadequate infrastructure, and workforce constraints continued to affect service delivery. The study aimed to assess the influence of current salary, salary fairness perception, and salary increment frequency on employees’ perceptions of service delivery. A quantitative research design was employed, using structured questionnaires administered to 385 respondents, including medical officers, nurses, midwives, clinical officers, pharmacists, laboratory technicians, public health officers, health information officers, health educators, support staff, and community beneficiaries. Key informant interviews and document reviews of salary records and service delivery reports were also conducted to enrich the findings. The results indicated that current salary had a moderate positive effect on perceived service delivery (r = 0.444, p = 0.02), though its relationship with salary fairness perception was weak and not statistically significant. Salary fairness perception was positively associated with perceived service delivery (r = 0.45, p = 0.025), suggesting that employees who considered their salaries fair were more likely to hold positive views about service quality. Salary increment frequency exhibited the strongest positive correlation with perceived service delivery (r = 0.97, p = 0.015), indicating that regular and predictable increments strongly influenced employees’ perceptions. Overall, the study demonstrated that salary enhancement, particularly frequent increments, contributed significantly to improving perceived service delivery. The study concluded that while higher salaries and fairness perceptions moderately enhanced service delivery, structured and regular salary increments were the most influential motivating factor. Recommendations included prioritizing frequent salary reviews, ensuring fair compensation structures across all health worker cadres, promoting professional ethics among employees, and encouraging collaboration between the government and NGOs to support incentive programs that complement salary enhancement.
Salary Enhancement and Perceived Service Delivery Among Health Sector Employees in Sheema District
(The Advanced Global Journal of Research, 2025-09) Tashobya Daniel Kamugisha; Atwiine Johnson; Musinguzi Joshua
This study examined the effect of salary enhancement on perceived service delivery among health sector employees in Sheema District Local Government, Uganda. Despite government interventions to improve salaries, challenges such as limited resources, inadequate infrastructure, and workforce constraints continued to affect service delivery. The study aimed to assess the influence of current salary, salary fairness perception, and salary increment frequency on employees’ perceptions of service delivery. A quantitative research design was employed, using structured questionnaires administered to 385 respondents, including medical officers, nurses, midwives, clinical officers, pharmacists, laboratory technicians, public health officers, health information officers, health educators, support staff, and community beneficiaries. Key informant interviews and document reviews of salary records and service delivery reports were also conducted to enrich the findings. The results indicated that current salary had a moderate positive effect on perceived service delivery (r = 0.444, p = 0.02), though its relationship with salary fairness perception was weak and not statistically significant. Salary fairness perception was positively associated with perceived service delivery (r = 0.45, p = 0.025), suggesting that employees who considered their salaries fair were more likely to hold positive views about service quality. Salary increment frequency exhibited the strongest positive correlation with perceived service delivery (r = 0.97, p = 0.015), indicating that regular and predictable increments strongly influenced employees’ perceptions. Overall, the study demonstrated that salary enhancement, particularly frequent increments, contributed significantly to improving perceived service delivery. The study concluded that while higher salaries and fairness perceptions moderately enhanced service delivery, structured and regular salary increments were the most influential motivating factor. Recommendations included prioritizing frequent salary reviews, ensuring fair compensation structures across all health worker cadres, promoting professional ethics among employees, and encouraging collaboration between the government and NGOs to support incentive programs that complement salary enhancement.