Draft

STRATEGY EXECUTION AND PERFORMANCE OF PUBLIC ORGANIZATIONS IN
UGANDA: A CASE OF UGANDA NATIONAL BUREAU OF STANDARDS
BY
INNOCENT GIBONI MAJEME
20/MPA/KLA/WKD/0022
A DISSERTATION SUBMITTED TO THE SCHOOL OF MANAGEMENT SCIENCE

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF
THE MASTER’S DEGREE IN PUBLIC ADMINISTRATION
OF UGANDA MANAGEMENT INSTITUTE
OCTOBER, 2023
DECLARATION
I, INNOCENT GIBONI MAJEME, declare that this dissertation entitled “Strategy
execution and performance of public organizations in Uganda: a case of Uganda National
Bureau of Standards” is my original work and it has not been presented to any other
institution for any academic award. This has been duly acknowledged where other people’s
work has been used.
Sign ……………………………………. Date………………………………..
INNOCENT GIBONI MAJEME

20/MPA/KLA/WKD/0022
i
APPROVAL
This is to certify that this dissertation by INNOCENT GIBONI MAJEME entitled,
“Strategy execution and performance of public organizations in Uganda: a case of Uganda
National Bureau of Standards.” has been submitted for examination with my approval as
Institute supervisor.
Sign ……………………………………. Date………………………………..

DR. KENNETH ALFRED KIIZA
SUPERVISOR
Uganda Management Institute
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DEDICATION
This dissertation is dedicated to my family, especially my dear wife Stella, our children, and
my relatives, for their support and moral encouragement.
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ACKNOWLEDGEMENT
I am deeply indebted to my research supervisor DR. KENNETH ALFRED KIIZA for their
patience with my inadequacies as he guided me through the research process. Without his
parental and professional input, this research would have been difficult to elevate to its
current level.
I acknowledge with gratitude the contributions and cooperation made by the respondents
from Uganda National Bureau of Standards for their willingness to provide the necessary
information during the research process. Without their cooperation, this study would have
been impossible to accomplish.
I also thank my colleagues at Uganda Management Institute, persons who dealt with
secretarial work, and those who read through the questionnaires and perfected the draft
report. I deeply treasure the above persons' contributions and ask God Almighty to richly
bless them.
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TABLE OF CONTENTS
DECLARATION.......................................................................................................................i
APPROVAL.............................................................................................................................ii
DEDICATION........................................................................................................................iii
ACKNOWLEDGEMENT......................................................................................................iv
TABLE OF CONTENTS.........................................................................................................v
LIST OF TABLES...................................................................................................................x
LIST OF FIGURES................................................................................................................xi
LIST OF ACRONYMS AND ABBREVIATIONS.............................................................xii
ABSTRACT...........................................................................................................................xiii
CHAPTER ONE.......................................................................................................................1
INTRODUCTION....................................................................................................................1
1.1 Introduction..........................................................................................................................1
1.2 Background of the Study......................................................................................................1
1.2.1 Historical Background......................................................................................................1
1.2.2 Theoretical Background....................................................................................................3
1.2.3 Conceptual Background....................................................................................................4
1.2.4 Contextual Background.....................................................................................................5
1.3 Statement of the Problem.....................................................................................................6
1.4 General objective.................................................................................................................7
1.5 Specific objectives of the study............................................................................................8
1.6 Research Question................................................................................................................8
1.7 Research Hypotheses...........................................................................................................8
1.8 Conceptual Framework........................................................................................................8
1.9 Justification of the Study......................................................................................................9
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1.10 Significance of the Study.................................................................................................10
1.11 Scope of the Study...........................................................................................................11
1.11.1 Geographical Scope......................................................................................................11
1.11.2 Content Scope...............................................................................................................11
1.11.3 Time Scope....................................................................................................................11
1.12 Operational definitions and key terms.............................................................................11
CHAPTER TWO...................................................................................................................13
LITERATURE REVIEW......................................................................................................13
2.1 Introduction........................................................................................................................13
2.2 Theoretical Review............................................................................................................13
2.3 Review of related literature................................................................................................14
2.3.1 Strategic direction and organizational performance at UNBS........................................14
2.3.2. Strategy Communication and Performance of Public Organizations............................17
2.3.2.2 Team meetings and Organizational Performance........................................................18
2.3.3 Strategy reporting and Performance of Public Organizations.........................................20
2.3.3.1 Data collection and Organizational Performance........................................................20
2.3.3.2 Data analysis and Organizational Performance...........................................................20
2.3.3.3 Reporting system and Organizational Performance.....................................................21
2.4 Summary of Literature Review and Gaps Identified.........................................................21
CHAPTER THREE...............................................................................................................22
METHODOLOGY.................................................................................................................22
3.1 Introduction........................................................................................................................22
3.2 Research Design.................................................................................................................22
3.3 Study Population................................................................................................................22
3.4 Sample Size Determination and Selection.........................................................................22
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3.5 Sampling Procedures and Techniques...............................................................................23
3.5.1 Probability Sampling.......................................................................................................23
3.5.1.1 Simple Random Sampling............................................................................................23
3.5.2 Non –Probability Sampling.............................................................................................24
3.5.2.1 Purposive Sampling.....................................................................................................24
3.6 Data Collection Methods....................................................................................................24
3.6.1 Questionnaire Survey......................................................................................................24
3.6.3 Documentary review method..........................................................................................25
3.7 Data collection instruments................................................................................................25
3.7.2 Interview Guide...............................................................................................................26
3.7.3 Documentary Review Checklist......................................................................................26
3.8 Data Quality Control..........................................................................................................26
3.8.1 Validity of data collection instruments...........................................................................27
3.8.2 Reliability of data collection instruments.......................................................................28
3.9 Procedures of Data Collection...........................................................................................28
3.10 Data Analysis...................................................................................................................29
3.10.1 Quantitative Data Analysis...........................................................................................29
3.11 Measurement of Variables...............................................................................................30
3.12 Ethical Considerations.....................................................................................................30
CHAPTER FOUR..................................................................................................................32
PRESENTATION, DISCUSSION, AND ANALYSIS OF FINDINGS.............................32
4.1 Introduction........................................................................................................................32
4.2 Response rate.....................................................................................................................32
4.3 Background information....................................................................................................32
4.3.1 Gender of respondent......................................................................................................33
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4.3.2 Age of respondents..........................................................................................................33
4.3.3 Educational Level of the Respondents............................................................................34
..................................................................................................................................................34
4.3.4 Years of services.............................................................................................................35
4.4 Empirical findings from the study......................................................................................35
4.4.1 Organizational performance at UNBS............................................................................36
4.4.2 Strategic Direction and organizational performance at UNBS.......................................38
4.4.3 Strategy communication and organizational performance at UNBS..............................41
4.4.4 Strategy reporting and organizational performance at UNBS........................................45
CHAPTER FIVE....................................................................................................................48
SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATION...............48
5.1 Introduction........................................................................................................................48
5.2 Summary of the study findings..........................................................................................48
5.3 Discussion of results..........................................................................................................49
5.4 Conclusions........................................................................................................................52
5.5 Recommendations..............................................................................................................53
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5.5.3 The effect of Strategy reporting on organizational performance....................................54
5.6 Recommendations for Further Research............................................................................54
5.7 Limitations of the study.....................................................................................................54
REFERENCES.......................................................................................................................55
APPENDICES........................................................................................................................62
APPENDIX A: QUESTIONNAIRE FOR OPERATION STAFF AT UNBS..................62
APPENDIX B: INTERVIEW GUIDE FOR TOP MANAGEMENT AT UNBS...................65

APPENDIX D: TABLE DETERMINING SAMPLE SIZE FROM A GIVEN
POPULATION.......................................................................................................................66
APPENDIX C: PLAGIARISM REPORT...........................................................................42
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LIST OF TABLES
Table 3.3: Results of content validity for research tools..........................................................27
Table 3.2: Reliability test results of research instruments.......................................................28
Table 4.5: Response rate..........................................................................................................32
Table 4.6: Gender of respondents............................................................................................33
Table 4.7: Opinions of respondent on organizational performance at UNBS.........................36
Table 4.8: Opinions of respondent on Strategic Direction at UNBS.......................................38
Table 4.8: Correlation matrix for Strategic direction and Organizational performance at
Uganda National Bureau of Standards.....................................................................................41
Table 4.9: Opinions of respondent on Strategy communication at UNBS..............................42
Table 4.10: Pearson Correlation for Strategy communication and Organizational performance
in Uganda National Bureau of Standards.................................................................................44
Table 4.10: Opinions of respondents on Strategy reporting at UNBS.....................................45
Table 4.12: Pearson Correlation Coefficient for Strategy reporting and Organizational
performance at Uganda National Bureau of Standards............................................................47
LIST OF FIGURES
x
Figure 1.1: Conceptual Framework illustrates the relationship between strategy execution and
performance of UNBS................................................................................................................9
Figure 4.2: Age of respondents................................................................................................33
Figure 4.3: Level of education of respondents.........................................................................34
Figure 4.4: Working experience...............................................................................................35
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LIST OF ACRONYMS AND ABBREVIATIONS
CVI : Content Validity Index
DV : Dependent Variable
IV : Independent Variable
SPSS : Statistical Package for Social Scientists
UK : United Kingdom
UMI : Uganda Management Institute
UNBS : Uganda National Bureau of Standards
USA : United States of America
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ABSTRACT
The study examined the relationship between strategy execution and performance of public
organizations in Uganda a case of UNBS. The study was specifically premised on the
following research objectives; to examine the relationship between Strategic Direction and
organizational performance of UNBS, to examine the relationship between strategy
communication and organizational performance of UNBS and to examine the relationship
between strategy reporting and organizational performance of UNBS. The study adopted
cross-sectional design were both quantitative and qualitative approaches were used in this
study and both the interview guides and self-administered questionnaire to aid the collection
of data. Out of 146 questionnaires issued, 103 were returned fully completed, constituting
(71%). On the other hand, the researcher held (07) interview sessions out of the planned (09),
resulting in a (78%) percentage return. The results indicate the results as presented in table
4.8 depict a strong positive relationship between Strategic Direction and organizational
performance at Uganda National Bureau of Standards (r = .702). The results indicate the
Pearson correlation results as presented in table 4.10 depict a strong positive relationship
between Strategy communication and organizational performance in Uganda National Bureau
of Standards (r = .669). The study results further indicated a significant statistical relationship
between the study variables given that p-value (p=.000<0.05). Finally, the results indicate the
Pearson correlation results as presented in table 4.12 depict a strong positive correlation
between Strategy reporting and organizational performance in Uganda National Bureau of
Standards (r=.569). The study recommends that strategy implementation policies should be
re-evaluated to enhance performance of the institution and to align them with stakeholder
demands and the emerging trends in implementation of strategies. The study also
recommends that specific ministries should evolve a comprehensive structure on which
relevant industries can anchor strategy implementation policies in tandem with their strategic
objectives. This study recommends that UNBS should review the organizational structure and
adopt a more efficient and effective structure that encourages two-way communication
approach for effective strategy implementation and organizational performance. There is also
a need for data audit. This should entail the review of strategy reporting to address needs
arising from the use of software for analysis and allow for adjustments of monitoring and
evaluation plans whenever the approach changes. The study recommends that effective
planning be put in place by the Strategy execution team and management. The Strategy
execution team members should ensure that their Strategy execution aligns with the
organizational objectives of UNBS.
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CHAPTER ONE
INTRODUCTION
1.1 Introduction
Successful organizational performance is an on-going challenge (Li, 2020). Many
organizations embody numerous dreams, yet deliver many frustrations (Andersen; 2014). The
performance of several organizations has been a disappointment to stakeholders and
beneficiaries. Management of organizations of all kind has always been pre-occupied with
implementing measures that can enhance performance of organizations. It was therefore
necessary to study measures that enhance organizational performance. Strategy execution
plays an instrumental role in increasing performance of public organizations across the globe
(Bovens, 2019; Brewer & Selden, 2021). In Africa, several public organizations have shifted
their attention towards increasing performance through effective strategy execution (Bovens,
Goodin & Schillemans, 2018). Despite carrying out strategy execution, public organizations
still face the challenge of increasing their performance (Brewer, 2020).
The study therefore examined the relationship between strategy execution and performance
of public organizations in Uganda a case of Uganda National Bureau of Standards (UNBS).
Strategy execution was conceived as the independent variable (IV) and performance of public
organizations was conceived as the dependent variable (DV).
This chapter presents the background of the study, statement of the problem, general
objective, specific objectives, research questions, hypotheses, conceptual framework,
significance of the study, justification of the study, scope of the study and key definitions.
1.2 Background of the Study
This sub section presents the historical, theoretical, conceptual and contextual perspectives.
1.2.1 Historical Background
Concern about organizational performance dates back to the 18th Century; the initial
perception of performance evaluation was that the emperor hired an "empire appraiser" to
judge organizational performance (Armstrong, 2009). In a prominent 16th Century Royal
court, Ignatius Loyola established a system for officially evaluating Jesuit members. The first
formal surveillance method however arose from the efforts of Frederick Taylor and his cohort
before World War I.
During the 1900s, the rating of US military officials became broad, stretching out not
exclusively to the United Kingdom, but additionally to parts of the manufacturing plant based
American framework. Merit Rating began in the United States and the United Kingdom
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during the 1450s and 1460s and was periodically renamed Performance Rating; Management
by Objectives (MBO) showed up during the 1460s and 1470s, and in line with this,
assessment techniques like the Behaviour Anchor Evaluation Scale were tried; the term
performance above the board was first utilized during the 1470s. It simply turned into a
reported interaction in the last part of the 1480s (Armstrong, 2009).
In the African context, particularly Ghana in West Africa and Ethiopia in East Africa, the last
two decades (2000-2020) have seen performance of public organizations gain little interest
and prominence from the academia, practitioners and governments (Eisenhardt, 2019; Favero
& Bullock, 2019). In Sub Saharan Africa, there is a conception that public employees
understand better how to improve performance of public organizations more than either the
elected politicians or the citizenry owing to information asymmetry (Ferris, Frink & Hopper,
2020; Fisher, 2019).
In the post-independence era (1962-1985), Uganda having been under a unitary system of
government suffered poor service delivery and low performance of public organizations due
to centralization of decision making (Gilmour & Lewis, 2020; Gore, 2019). After 1986,
notably in 1992, the National Resistance Movement (NRM) government introduced the
decentralization policy operationalized under the Local Government Act (1997). The Act has
since undergone four amendments aimed at improving performance of public organizations
through strategic management (Griffin & Neal, 2020). The Decentralization policy has
played an instrumental role in improving performance of public organizations through the
provision of social services especially to the rural poor (Hall, Frink & Bowen, 2021). In the
last two decades (2001-2021) performance of public organizations still grapples with several
challenges notable among them, poorly trained personnel, corruption, nepotism, and over-
reliance on conditional grants from central government (Hays & Sowa, 2019; Hong, 2020).
Strategy execution traces its origins from late Roman Empire military science (DeHart-Davis,
2019) and activities related to governance that first developed in ancient Egypt and later
Rome (Conway & Lance, 2021). Strategy execution was first used in 13 th century England
(Dubnick & Yang, 2021). With the emergence of Public Sector Management Reforms in the
1990s, strategy execution was considered a “new concept” towards improving public sector
management at the global stage (Brewer & Walker, 2019). Several countries especially in
North America and Western Europe, have gradually adopted strategy execution in the past
two decades (Brinkerhoff & Wetterberg, 2019).
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In the context of Africa and other developing countries, public organizations have recognized
the critical role played by strategy execution towards improving public sector management
(Dubnick & Frederickson, 2020). Of recent, strategy execution aimed at improving public
sector management has gained low prominence and interest among researchers, practitioners
and scholars in Uganda (Eisenhardt, 2019; Favero & Bullock, 2019).
1.2.2 Theoretical Background
The study was informed by Agency Theory, as discussed below;
1.2.2.1. Agency Theory (Jensen & Meckling, 1976)
Agency theory explains the relationship between agents who act on behalf of the principal
with third parties (Conway & Lance, 2021). It’s an economic theory that views the firm as a
set of contracts among self-interested individuals (Cummings & Anton, 2019). Agency
theory assumes that both the principal and agent are looking to maximise utility but, with
different interests; that because of information asymmetry, the agent will not always act in
the best interest of the principal (DeHart-Davis, 2019). The proponents of Agency theory
posit that people, and by extension the organizations they manage, are generally self-
interested social actors whose behaviour is guided by what is most opportunistic for them,
regardless of the goals of others (Akhtar, Ding & Ge, 2018).
Agency theory predicts that performance will suffer when employees’ interests diverge from
those of their employers or when an organization’s internal goals (for example, revenue
growth) diverge from its external mission (for example, protecting the environment,
improving education, health, or other outcomes for target groups) (Berman, West & Van
Wart, 2020).
Agency theory guided this study to understand how performance can be improved by
aligning interests and goals of the “agents” (employees and internally focused organizations)
more closely with those of their “principals” (employers, governing boards, externally
focused missions) through appropriate incentives and disincentives (Amirkhanyan, 2019).
Secondly, Agency theory explains how accountability can help organizations to deliver social
services (Blumberg & Pringle, 2021). From the standpoint of Agency theory, it was fit for
this study to critically understand that collective goals of the organization are generally
expected to trump individual interests and that people can be trusted to act in ways that serve
the common good leading to improvement in performance (Bolton & Dewatripont, 2019).
1.2.3 Conceptual Background
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The key concepts of the study comprised of: strategy execution which was conceived as the
(IV) and performance of public organizations which was conceived as (DV). Kravchuk and
Schack (2021) defined strategy execution as a process of making an organization’s strategic
plan happen. This helps the organization achieve its planned outputs. Strategy execution
involves implementing a strategic plan to achieve an organization’s goals. Execution uses
processes, systems, or a series of decisions to clarify goals for employees and define steps or
actions the organization needs to take to reach their goals (Dubnick & Yang, 2021).
Strategy execution in relation to this study was described as efforts of UNBS to implement
its strategic plan. It is how UNBS pursues strategic direction, communication and reporting
aimed at increasing organizational performance. Specific focus was on cost effectiveness,
operational efficiency, quality service delivery and customer satisfaction.
Strategic direction referred to the plans that need to be implemented for an organisation to
progress towards its vision and fulfil its goals (Tipurić, 2022). It ensures owners and
management can communicate the importance of employees work and their contribution to
achieving business objectives. The strategic direction of an organization is rooted in its
strategic vision and mission statement which happens to be the first step in formulating and
implementing strategies. In this study, dimensions in strategic direction that were discussed
are vision, mission and objectives or goals on which firms depend to achieve their
performance.
Strategy communication referred to a specialized communication type which involves the
utilization of planned, tactical, and calculated deliberations and methodologies to conceive,
develop and execute a given communication-related plan to realize a set of desired objectives
in an unusual way using existing communication media and forums (Mahbob et al., 2022).
The object is to analyze the relationship between communication patterns and strategic
communication as well as to analyze the influence of these patterns on strategic
communication. Communication patterns that were analyzed are top-down communication,
bottom-up communication, horizontal communication, diagonal communication and external
communication.
Strategy reporting referred to the process of taking data from different departments and
combining it in a way that creates a comprehensive overview of the business and its goals. A
strategy report can include relevant data, such as information about your customers, products,
sales, finances, and more. It is especially important to organize the documentation process to
provide information that is necessary for strategic management, because information given in
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documents allows assessing achieved results and making proper corrective actions in order to
achieve planned strategic results (Ernst & Young, 2018)
Organizational performance
Scholars have provided different definitions in respect to the above. For instance, Knoke and
Kalleberg (2019) defined organizational performance as the ability of an organization to
achieve its desired goals of efficiency, effectiveness and cost reduction. In addition,
organizational performance involves analysing a company’s performance against its
objectives and goals (Brinkerhoff & Wetterberg, 2019). Similarly, organizational
performance comprises the actual output or results of an organization as measured against its
intended output (Clinton, Lewis & Selin, 2020). Additionally, organizational performance
refers to a firm’s growth and survival. It’s also defined as an organization’s actual output or
outcomes in comparison to its expected outputs (Conway & Lance, 2021). For purposes of
this study however, organizational performance was understood as UNBS' efforts to improve
cost effectiveness, operational efficiency, quality service delivery and customer satisfaction.
1.2.4 Contextual Background

UNBS was established in 1989 under Chapter 327 with a purpose to enhance competitiveness
of local industries, to promote fair trade, to protect the health and safety of consumers, and to
prevent unfair trade. UNBS has been in existence for 33 years now and has a mandate to sell
truthful exchange via checking of correct measurements, placing of requirements for
regionally synthetic items, as well as ensuring that imported merchandise is of good quality
and ensuring that each object available in the marketplace is of exact measurement as stated
on its packaging so that the very last consumer gets value for money. It is the duty of UNBS
to make certain that the marketplace doesn’t have fake merchandise and additionally to have
the proper size of what is being purchased, via the department of Legal Metrology that is
most concerned with weights and measures (UNBS, 2023).
Additionally, the entity follows right strategy procedures through constructing of steady
provider relationships, tracking and assessment of the overall performance of providers via
overall performance opinions and subsequently setting off reporting in addition to provider
improvement through maintaining of provider education sessions (UNBS, 2019). All these
are executed to enhance the overall performance of the entity in phases of making sure that
value for money, well-timed delivery, exceptional items and organizational performance are
met.
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Despite embracing strategy execution, UNBS performance remains low, subsequently failing
to achieve desired average target of 85% thus leading to the study problem (Internal Audit
Report, 2021). According to the Auditor General’s Reports (2021, 2022), cost effectiveness
in FY 2021/22 stood at 15% and 28% in FY 2020/21 against desire target of 80% hence a
shortfall of 65% and 52% respectively. In addition, operational efficiency stood at 32% in
FY 2021/22 and 27% in FY 2021/21 against the desired target of 85% hence a deficit of
53% and 58% respectively. Lastly, quality of service delivery stood at 16% in FY 2021/22
and 25% in FY 2020/21 against the desired target of 90% hence a shortfall of 74% and 65%
respectively (UNBS Board Minutes, 2022). Despite efforts towards strategy execution,
UNBS is still faced with a challenge of achieving the desired levels of organizational
performance (Internal Audit Report, 2020).
Furthermore, an analysis of the payment file for the period under review revealed that UNBS
spent a total of UGX. 2,710,019,763.19 as funds meant for the purchase of specialised
machinery and equipment. A deeper analysis of the payments, however, shows that UGX.1,
085,202,813 (40%) was spent on items that do not relate to the procurement of specialised
equipment. The above analysis demonstrates that UNBS prioritised and budgeted for the
procurement of specialised machinery and equipment that would enhance the inspection of
imports. However, not all the funds were used for the purchase of such specialised equipment
(OAG, 2019). Failure to effectively test for hazardous ingredients provides an avenue for
such to access the market, which exposes the consumers to the risks of consuming such
elements.
1.3 Statement of the Problem
It’s imperative to note that world over; strategy execution plays a critical role in enhancement
of organizational performance (Clinton, Lewis & Selin, 2020). UNBS has carried out strategy
execution through strategic direction, communication, and reporting as a strategy to attain
desired performance targets of 80% for cost effectiveness, 85% operational efficiency and
90% quality service delivery (Board minutes, 2022). As an alleviation measure, UNBS has
implemented effective strategy execution through strategic direction, communication and
reporting but low performance still persists hence creating operational gaps (Internal Audit
Report, 2020). In the second year of the implementation of the UNBS Distinctive Mark, 2018
regulation. The new regulation which made it mandatory for products covered by compulsory
standards to be certified and issued with a distinctive mark before they are allowed on the
market, UNBS witnessed an exponential increase in the number of Micro, Small and Medium
Scale Enterprises (MSMEs) seeking certification. During FY 2019/20 UNBS registered 1168
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MSMEs and visited 304 MSMEs for on-site technical assistance and gap analysis. 1068
MSMEs visited UNBS and were provided with technical advisory services (compared to 929
MSMEs in FY2018/19). The goal was to build their capacity to apply standards and produce
products that conform to standards thus contributing to the governments export Strategy.
Despite embracing strategy execution and implementing activities as planned, UNBS
performance has remained low and failed to achieve desired average target of 85% (Internal
Audit Report, 2021). According to Auditor General Reports (2021, 2022), cost effectiveness
in FY 2021/22 stood at 15% and 28% in FY 2020/21 against desired target of 80% hence a
shortfall of 65% and 52% respectively. In addition, operational efficiency stood at 32% in
FY 2021/22 and 27% in FY 2021/21 against the desired target of 85% hence a deficit of 53%
and 58% respectively. Lastly, quality of service delivery stood at 16% in FY 2021/22 and
25% in FY 2020/21 against the desired target of 90% hence a shortfall of 74% and 65%
respectively (UNBS Board Minutes, 2022). Failure by a number of MSMEs to pay fees for
both testing and auditing despite registration, failure by MSMEs to address gaps in
conformity to standards identified during certification, low technology base among MSMEs,
Shortage of staff to handle the increased number of applicants to assist MSMEs through the
certification process and of course challenges imposed on the sector by the COVID-19
pandemic. Failure to address the persistent low performance at UNBS may result into
increased expenditure and poor service delivery (Internal Audit Report, 2021). This has
resulted into massive losses to the organization, repeat purchases, and increased scrutiny of
government spending by the public as well as provision of substandard or low-quality work
by the departments within the organization (UNBS Annual Report 2019/2020). The above
constraints have led to increased substandard products on the market, which poses a huge risk
to the safety and health of citizens and the environment (OAG, 2015). It’s against such a
background that this study examined the relationship between strategy execution and
performance of public organizations in Uganda a case of Uganda National Bureau of
Standards (UNBS).
1.4 General objective
The general objective of the study was to examine the relationship between strategy
execution and performance of public organizations in Uganda a case of UNBS.
1.5 Specific objectives of the study

i. To examine the relationship between Strategic Direction and organizational
performance of UNBS
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ii. To examine the relationship between strategy communication and organizational
performance of UNBS
iii. To examine the relationship between strategy reporting and organizational
performance of UNBS
1.6 Research Question
i. To examine the relationship between Strategic Direction and organizational
performance of UNBS
ii. To examine the relationship between strategy communication and organizational
performance of UNBS
iii. To examine the relationship between strategy reporting and organizational
performance of UNBS
1.7 Research Hypotheses
H1: There is a relationship between Strategic Direction and organizational performance of
public organizations in Uganda
H2: There is a relationship between Strategy communication and performance of public
organizations in Uganda
H3: There is a relationship between Reporting strategy and performance of public
organizations in Uganda.
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1.8 Conceptual Framework
Conceptual framework is a scheme of variables which the study operationalizes in order to
achieve the set objectives (Mbithi, Muturi & Rambo, 2019). It is a diagrammatic
representation of the relationship between variables and how they are operationalized for the
purpose of research, (Carl, 2016). This is illustrated in Figure 1 below;
Independent Variable Dependent Variable

Strategy Execution
Strategic Direction
 Vision
 Mission
 Objectives or Goals
Performance
Strategy communication  Cost effectiveness
 Surveys  Operational efficiency
 Team meetings  Quality of service delivery
 Workshops  Customer satisfaction
Reporting strategy
 Data collection
 Data analysis
 Reporting timeframe
Source (The Conceptual Framework is Adopted from Kravchuk and Schack (2021), Knoke
and Kalleberg (2019) and modified by the researcher)
9
The study explored the relationship between strategy execution and performance of public
organizations in Uganda a case of UNBS. Strategy execution is conceived as the
independent variable and was operationalized by dimensions of strategic Direction which
was measured by vision, mission and objectives or goals; strategy communication was
measured by surveys, team meetings and workshops. Reporting strategy was measured by
data collection, data analysis and reporting timeframe. Organizational performance was
conceived as the dependent variable and was measured by cost effectiveness, operational
efficiency, quality service delivery and customer satisfaction.
Figure 1.1: Conceptual Framework illustrates the relationship between strategy
execution and performance of UNBS
1.9 Justification of the Study
Globally, scholars like DeHart-Davis (2019) and (Dubnick & Frederickson (2020), have
conducted studies on strategy execution in public organizations in developed countries like
US and Canada. In addition, scholars like Brinkerhoff and Wetterberg (2019) and Clinton,
Lewis and Selin (2020) mainly focused on the factors affecting performance of public
organizations. Few studies have looked at strategy execution and performance of public
organizations hence creating conceptual gaps (DeHart-Davis, 2019). Other studies conducted
for instance by Conway and Lance (2021) and Cummings and Anton (2019) focused on
strategy execution and organizational performance in private sector hence creating contextual
gaps since they are in different organizational settings (Dubnick & Yang, 2021).
Furthermore, other studies conducted adopted a longitudinal research design and single
research approach and a few applied a cross-sectional design and employed mixed research
approaches hence creating methodological gaps (Eisenhardt, 2019).
From the theoretical point of view several studies were guided by Resource Based Theory,
Goal Setting Theory, Institutional Theory but a few were guided by Agency Theory hence
creating theoretical gaps (Favero & Bullock, 2019). Few studies in relation to strategy
execution and performance of public organizations have been carried out in Uganda, and
particularly, no study at UNBS has been conducted hence the obvious geographical gaps
considering the difference in environment settings. Therefore, this study was unique from
other empirical studies by exhaustively exploring the concepts between strategy execution
(conceptualized as; strategic direction, communication, and reporting) and performance of
public organizations (conceptualized as cost effectiveness, operational efficiency, quality
service delivery and customer care). In addition, the study employed mixed research
approaches (comprising of both quantitative and qualitative approaches).
10
The study explored the relationship between strategy execution and performance of public
organizations in Uganda a case of UNBS. Strategic direction was measured by vision,
mission and objectives or goals; strategy communication was measured by surveys, team
meetings and workshops. Reporting strategy was measured by data collection, data
analysis and reporting timeframe. Organizational performance was conceived as the
dependent variable and was measured by cost effectiveness, operational efficiency,
quality service delivery and customer satisfaction.
1.10 Significance of the Study
The policy makers in Ministry of Trade and Industry of Uganda are expected to benefit from
the study findings through critically analysing and formulating policies in relation to strategy
execution through strategic direction, communication, and reporting, ultimately increasing
performance of Ministry of Trade and Industry in terms of quality services, efficiency and
timeliness.
The Management of UNBS are expected to find the study findings valuable for critically
analysing and formulating policies in relation to strategy execution and performance of
UNBS.
The Academia may find the study findings useful to other researchers on the topic of the
relationship between strategy execution and performance of public organizations through
contribution to body of knowledge in the field of public administration.
1.11 Scope of the Study

The scope of the study comprised of geographical, content and time scope as mentioned
below;
1.11.1 Geographical Scope
The study was carried out at Uganda National Bureau of Standards (UNBS) found in
Bweyogerere Business and Industrial Park, Kira Municipality, Wakiso district 7kms from
Central Business District (CBD) of Kampala Capital City of the Republic of Uganda, in East
Africa.
1.11.2 Content Scope
1.11.3 Time Scope
The study used the information for a period of three years (2020– 2023). This is the period
during which UNBS has carried out strategy execution through strategic direction,
communication and reporting well as organizational performance has continued to remain
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low in terms of cost effectiveness, operational efficiency and quality service delivery (Report
of Auditor General 2021/2022) hence creating operational gaps which need to be addressed.
1.12 Operational definitions and key terms
Strategy execution was described as efforts of UNBS to carry out strategic direction,
strategy communication, and strategy reporting aimed at increasing organizational
performance in terms of cost effectiveness, operational efficiency, quality service delivery
and customer satisfaction.
Organizational performance was understood as UNBS’s efforts to ensure that there is cost
effectiveness, operational efficiency, quality service delivery and customer satisfaction.
Strategic direction was described as efforts of UNBS to have a vision, mission statement
and objectives/goals aimed at increasing organizational performance in terms of cost
effectiveness, operational efficiency, quality service delivery and customer satisfaction.
Strategy communication meant efforts of UNBS to organize surveys, team meetings and
workshops aimed at increasing organizational performance in terms of cost effectiveness,
operational efficiency, quality service delivery and customer satisfaction.
Reporting strategy was described as efforts of UNBS to carry out data collection, data
analysis and reporting timeframe aimed at increasing organizational performance in terms of
cost effectiveness, operational efficiency, quality service delivery and customer satisfaction.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter reviews literature related to strategy execution and performance of public
organizations based on scholars from the global perspective to national context. The literature
was reviewed according to study objectives which include investigating the relationship
between: Strategic direction, strategy communication, reporting and performance of public
organizations. The chapter has three sections; theoretical review, review of literature in
accordance with the study objectives and summary of the literature reviewed.
2.2 Theoretical Review
The study was informed by Agency Theory which explains the relationship between agents
who act on behalf of the principal with third parties (Conway & Lance, 2021). Agency
Theory is an economic theory that views the firm as a set of contracts among self-interested
individuals (Cummings & Anton, 2019). The two basic assumptions of the agency theory are
as follows: People are typically egoists who act on their self-interest. In other words, the
agent and the principal focus on their benefit. Agents often have decision-making capacity
and access to more information.
Agency theory assumes that both the principal and the agent are looking to maximise their
utility but, with different interests. That because of information asymmetry, the agent may not
always act in the best interest of the principal (DeHart-Davis, 2019). The proponents of
agency theory posit that people, and by extension the organizations they manage, are
generally self-interested social actors whose behaviour is guided by what is most
opportunistic for them, regardless of the goals of others (Akhtar, Ding & Ge, 2018). Agency
theory predicts that performance will suffer when employees’ interests diverge from those of
their employers or when an organization’s internal goals (e.g. revenue growth) diverge from
its external mission (e.g. protecting the environment, improving education, health, or other
outcomes for target groups) (Berman, West & Van Wart, 2020).
Agency Theory is instrumental in resolving disputes between agents and their principals.
Agency theory explains how strategy execution through strategic direction, communication,
and reporting can help to enhance organizational performance. Incentives motivate the
agents, reducing losses to the firm or the organization. Compensating agents according to
performance is another strategy to cut agency loss. Conflict is less likely to arise if there is
transparency between principals and their agents (Bolton & Dewatripont, 2019).
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Agency theory benefited this study to understand how performance can be improved by
aligning interests and goals of the “agents” (employees and internally focused organizations)
more closely with those of their “principals” (employers, governing boards, externally
focused missions) through appropriate incentives and disincentives (Amirkhanyan, 2019).
Secondly, Agency theory explains how accountability can help organizations to deliver social
services (Blumberg & Pringle, 2021). From the standpoint of Agency theory, it was fit for
this study to critically understand that collective goals of the organization are generally
expected to trump individual interests and people can be trusted to act in ways that serve the
common good leading to improvement in performance (Bolton & Dewatripont, 2019).
However, Agency Theory has a number of criticisms since its limited to behavioural
presumptions and it’s theoretical focus is one of its drawbacks (Conway & Lance, 2021). A
larger spectrum of human motivations is ignored by Agency Theory since it primarily
emphasizes self-interested and opportunistic human behaviour (DeHart-Davis, 2019).
Procedures defending shareholders’ interests may interfere with implementing strategic
choices and limit collective activities. Hence, control mechanisms recommended based on
Agency Theory are not only expensive but also commercially unsuccessful (Cummings &
Anton, 2019). The theory has been criticized for oversimplifying organizational conflict and
for the mathematical complexity necessary to find answers to the agency problem (Frink,
Perryman, & Royle, 2018).
2.3 Review of related literature
The literature review was based on the specific objectives of the study which include; (i)
examining the relationship between strategic direction and performance of public
organizations (ii) To assess the relationship between communication and performance of
public organizations (iii) To explore the relationship between reporting and performance of
public organizations.
2.3.1 Strategic direction and organizational performance at UNBS
Vision
The organization’s strategic direction is embedded in its strategic vision and mission
statements. Therefore strategic vision and mission is the starting point in formulating and
implementing the firm’s strategies. The firm’s strategic vision provides the logical reason for
future plans and directions of the organization. It aims the organization in a particular
direction while providing a long term strategic direction to follow in line with the aspirations
of shareholders (Ntoiti & Makau, 2022). According to Muendo and Ogutu (2020), the pre-
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requisite of strategic direction is a “mental image” of the possible and desirable state of the
organization. “This image, which we call a vision, may be as vague as a dream or as precise
as a goal or a mission statement”. “In order to realize strategic intent or direction, some level
of activities and behaviour in an organization are required”. In respect to this, the
organization need to redirect all her energies to discover ways that confer success, mobilize,
marshal and allocate requisite resources, communicate effectively to all staff, motivate
employees and clarify issues on a timely basis when there is change or need to change
(Awino et al., 2022).
Mission
Objectives or Goals
Goal setting can be transformational and trigger new behaviours that guide the firm’s daily
actions and gives employees clear purpose and direction. Setting goals provides a clear
purpose and helps create a measureable road map to success (Jakobsen & Jensen, 2021). Goal
setting clarifies what matters most in the organization (Kelman & Hong, 2019). Goals also
help the organization to use time effectively, improve decision making, increase focus and
make the organization more productive (Kelman & Hong, 2020). Goals provide clarity on
organizational vision; aligns with daily goal achievement activities. In addition to improving
performance at work, people who set goals experience less stress, more self-confidence and
greater productivity (Kacmar & Carlson, 2019).
Goals provide the framework to organize time, energy and focus to the organization; Goals
motivate the organization to take action and provide a clear road map and path to follow each
day towards goal achievement (Akhtar, Ding & Ge, 2018). Goals provide specific
measurements and achievements to effort, which increases productivity. Setting goals
provides the framework to make measurable progress (Huselid, 2019). Monthly, quarterly
and annual goals give a target to shoot for and a measuring stick to track organizational
progress (Kim & Lee, 2020).
Having goals triggers an increased level of clarity and motivation to help make progress. It
clarifies the desired future for the organization with measurements and deadlines (Berman,
15
West & Van Wart, 2020). Goals give control to the future and make it easier to capture new
opportunities hence enable the organization to prioritise time and energy. Goal setting
provides direction, focus and motivation. Goals allow the firm to accomplish bigger results in
less time without being stressed and overwhelmed (Amirkhanyan, 2019).
Goals give accountability because having a goal ensures the organization is crystal clear on
what it wants to achieve and the importance of achieving that goal. Goals help the
organization to visualise in the future having achieved goals and inspire it to take action
(Bolton & Dewatripont, 2019). Goals help create better boundaries around time, energy and
focus which improves decision-making and gives clear framework to manage time and
energy (Hood & Lodge, 2021). Goals trigger greater effectiveness, better planning and help
organize time, energy and focus and enable fast progress in business life (Blumberg &
Pringle, 2021).
“Strategic intent ought to additionally produce an inside firm wide tension, inspiring and
compelling all employees to be dedicated to the specified future direction” (Echessa, 2020).
Before a method is enforced, it has to be formulated first. A lot of information and
participation of all stakeholders is required during the strategy formulation stage. The firm’s
leadership work hard to create awareness among all employees and stakeholders about the
direction the organization is headed and how the stakeholders benefit from the
implementation of a new strategy. These efforts are meant to create a shared vision among all
stakeholders about the benefits of the new strategy. This step is very crucial before and
during the strategy implementation process (Abass, Munga & Were, 2019). The strategic
direction in this study was considered as an independent variable that is often related to the
first stage in the strategic management process which involves strategy formulation. It is
during the formation stage that the organization usually sets its goals and objectives which
are well aligned to their vision and mission statements. This process also gives the
organization a general focus, an identity and the direction needed to be followed to achieve
her goals. A number of scholars in management have attempted to link strategic direction,
generally mentioned as strategic intent to structure performance.
16
These studies have yielded mixed results. Outcomes of some of these studies are discussed in
the foregoing. Nosike, Okoye, and Afodigbueokwu, (2021) observed that the relationship
between strategic orientation and organizational performance is influenced by many third-
party variables, and the different effects of third variables may lead to different performance
levels. The researcher recommended that studies on the complex relationship between
strategic direction and other predictor variables should be conducted in specific context. As
Liu and Fu (2011) noted, several studies on strategic direction have been conducted in large
established companies, in the context of SMEs, in industry cluster context, in international
background but their findings on the relationship with performance are not consistent
(Wiklund & Shephend, 2020).
Hyginus and Lazarus (2020) did a study based on the importance of capabilities for strategic
direction and performance management decision. This study found out that generic
organizational capabilities have a positive impact on strategy deployment and on the
achievement of overall performance. This study concluded that generic capability is one of
the main drivers of performance and firms seeking high overall performance would well be
advised to ensure that they actively consider their generic capabilities being the basis of their
strategic direction. Odita and Bello (2015) conducted a study on strategic intent and
organizational performance in the banking sector in Nigeria. This study found out that
strategic direction is positively and significantly related to organizational performance. The
study also revealed the existence of a positive relationship between various dimensions of
strategic direction such as goals and objectives, mission and vision with the organization’s
performance. Specifically, the study found that the objectives component of the strategic
direction accounted for 58% variance in organizational performance while mission and vision
accounted for 47 and 19% variations in organization performance respectively. The study
concluded that strategic direction has a significant positive relationship with performance in
the banking industry.
Onyegbula, Nwoye and Daniel (2023) studied the role of determining strategic direction on
not-for- profit organizational performance in Kenya and found out that strategic direction has
a significant positive influence on performance in these organizations. Strategic direction is
the cornerstone upon which strategies are crafted, developed and eventually implemented.
17
Therefore, it is crucial that strategic direction be very clear and understandable to all
stakeholders in an organization. Leaders in SME firms need to develop their directions with
vision and mission in mind. Once developed then crystallize it and cascade it downward to all
employees who need to know the direction their organization is taking. Finally, the strategic
direction should be the impetus upon which strategic actions and activities are designed and
operationalized.
2.3.2. Strategy Communication and Performance of Public Organizations
This sub section communication was measured by surveys, team meetings and workshops.
Organizational performance was measured by cost effectiveness, operational efficiency and
quality service delivery.
2.3.2.1 Surveys and Organizational Performance
Using survey software to administer survey research is a powerful tool that market
researchers use to gather data. Surveys are relatively inexpensive, online surveys and mobile
surveys in particular have a very small cost per respondent Surveys are useful describing the
characteristics of a large population (Bommer, Johnson & MacKenzie, 2020). No other
research method can provide this broad capacity which ensures a more accurate sample to
gather targeted results in which to draw conclusions and make important decisions (Hays &
Sowa, 2019). Surveys can be administered in many modes including online survey, email
surveys, social media surveys, paper surveys, mobile surveys, telephone surveys and face to
face interview survey (Hong, 2020). Surveys conducted anonymously provide an avenue for
more honest and unambiguous responses than other types of research methodologies (Boon &
Verhoest, 2018).
Survey can be used to question an audience over a protracted period of time. Using an online
service the manager can easily create a set of queries and just continue to collect responses.
The longer the period to collect response, the more to acquire data (Gregory, 2019). At the
same time, this will reduce bias and allow make better business decisions from the
information. Surveys can be adjusted according to the new market environment without too
much hassle (Griffin & Neal, 2020). Surveys are powerful tools when used correctly by the
organization (Bovens, 2019). They can help the organization collect valuable information that
can help improve the organization’s operations and generate future direction for the
organization (Hall, Frink & Bowen, 2021). Surveys offer significant benefits for organization
18
over other forms of feedback collection tools that make them more valuable and offer better
information (Bovens, Goodin & Schillemans, 2018).
2.3.2.2 Team meetings and Organizational Performance
When organized efficiently, a team meeting can be one of the most powerful tools in the
organization’s workplace arsenal; it can enable closer collaboration, help with brainstorming
and facilitate communication with the whole team (Gore, 2019). Team meetings allow all the
members of the unit or organization to convene, communicate and collaborate on shared
objectives (Brewer & Walker, 2019). To run an effective team meeting, take the time to
evaluate needs and plan accordingly. Regular team meetings are a great way to develop team
alignment (Brewer & Selden, 2021). When people connect frequently they are more in sync
with what they are working toward together and each of their roles in that mission. Team
meetings are also an effective way to help the team understand its objectives, goals and
responsibilities and this helps individual employees understand how they fit into the bigger
picture (Brewer, 2020).
High performing teams are happy and comfortable teams that know trust and understand each
other. Getting everyone tighter creates genuine connections between colleagues regardless of
whether they’re in person or virtual (Gilmour & Lewis, 2020). Effective team meetings allow
for information sharing and for the flow of new ideas (Frink, Perryman, & Royle, 2018). A
team meeting creates a channel of open communication and leaves space for questions or
comments (Brinkerhoff & Wetterberg, 2019). Effectively use team meetings and open the
floor for comments and problem-solving at the end of the session. Team meetings are a great
opportunity for imparting feedback on past or current projects (Clinton, Lewis & Selin,
2020).
2.3.2.3 Workshops and Performance of Public Organizations
A workshop may introduce a new idea, inspire participants to further explore it on their own,
or may illustrate and promote actual process practice (Brewer & Walker, 2019). It is a great
way to teach hands-on skills as it gives learners an opportunity to try out new methods and
fail in a safe environment (Dubnick & Yang, 2021). Some of the most valuable experiences a
professional can have are when he or she attends a workshop. Apart from learning new
things, by attending a workshop, professionals can also build new relationships, establish
connections with like-minded people, and even get to know clients and vendors on a more
personal level (Bovens, 2019; Brewer & Selden, 2021).
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Here, reporting was measured by data collection, data analysis and reporting timeframe,
while organizational performance was measured by cost effectiveness, operational
efficiency and quality service delivery.
Feedback can be difficult to make, but it is a big step in the process for professionals in
building a career. Sincere, constructive criticism arising from attending a workshop will
improve your work as a professional, especially when it comes to prominent instructors.
Chances are you may want to incorporate the feedback received for better personal
growth. Building new relationships and meeting new connections are important to personal
growth (Bovens, Goodin & Schillemans, 2018).
A workshop gives you as the professional the best opportunity to meet other people who
share your interests. It is always a pleasure to meet someone with the same enthusiasm that
you do. Attending a workshop is a great way to meet other people in your area with shared
interests. It is not, of course, a guarantee that a friendship will flourish but it never hurts
trying. You will at least be able to find a friend and somebody who knows your "talk shop,"
as it were i.e. to discuss matters concerning your work etc (Brewer, 2020).
Attending a workshop is like gifting yourself a new possibility to learn something new from
peers who have better experience and knowledge to share with you a new bee into the world
of professionals (Brinkerhoff & Wetterberg, 2019). Since the environment is very
competitive and to survive one must attend as many as workshops as possible to stay tuned to
it or to stay ahead of the competition. New skills also can give you better pay or hike. So, it is
all the more a reason to celebrate (DeHart-Davis, 2019). Most significantly, workshop is
intended for development and enjoyment. Even if you think your job is not dramatically
changing, you may still have a valuable attendance period. When you are happy, your
productivity and innovation improve dramatically (Conway & Lance, 2021).
2.3.3 Strategy reporting and Performance of Public Organizations

2.3.3.1 Data collection and Organizational Performance
When senior management and employees are sharing the same information, there is better
communication between them to identify problems areas and find mutually agreeable
solutions. In addition, governments and other public sector organizations are able to share
statistics and progress reports (Cummings & Anton, 2019). This is one of the most important
benefits because having the data readily available and clearly communicating it builds trust in
organization and efforts to drive better organizational outcomes (Conway & Lance, 2021).
Good management reporting system promotes cross-functional cooperation across
20
departments and helps decrease any duplication efforts among team members. Automated
reports also save employees countless hours of sifting through mounds of paperwork in
search for data and results (Dubnick & Frederickson, 2020). Employees are more productive
because they don’t have to spend time gathering the data that management wants allowing
them to tackle other items on their to-do-list (DeHart-Davis, 2019).
2.3.3.2 Data analysis and Organizational Performance
Without an effective, functional management reporting system managers are often relying on
their experience alone and employees don’t have a clear sense of direction. Better availability
of information reduces uncertainty and lets managers make decisions based on reliable data
(Fisher, 2019). Good reporting system helps management achieve maximum effectiveness
before program or project reaches crisis level (Ferris, Frink & Hopper, 2020). Management is
also able to explore various alternatives and analyse the possible results before making
decisions and commitments (Eisenhardt, 2019). Management reporting system is essential for
any public sector organization that is serious about improving the performance of their
organization (Favero & Bullock, 2019). Without a good management reporting system
managers are often using a trial-and error approach rather than making sound decisions based
on thoughtful analysis of data (Dubnick & Yang, 2021).
2.3.3.3 Reporting system and Organizational Performance
It’s a platform that delivers a structured and scheduled set of reports designed for specific
stakeholders that allows the organization to track performance, identify trends, analyse data,
and align performance to overall goals (Frink, Perryman, & Royle, 2018). It takes a
potentially laborious task like reporting and turns it into a point of strength as your
organization looks to navigate the space between where you are and where you’d like to be.
Reporting system helps you to build reports that provide a comprehensive and holistic view
of your organization’s performance. By linking objectives, action items, and key performance
measures to your strategic goals, Report system helps users understand how different
elements of the organization fit together and contribute to overall success (Cummings &
Anton, 2019).
21
Reporting system helps to ensure that everyone in your organization has access to accurate 2.4
and up-to-date performance data (Favero & Bullock, 2019). Real-time dashboards, both
internal and public facing, as well as customizable (and attractive) reports enable easier
data-driven decision making for frontline workers, department heads, and elected officials.
By having the right information at their fingertips, staff can make informed choices,
identify areas for improvement, and take proactive actions to drive better organizational
and community outcomes (Eisenhardt, 2019).
Summary of Literature Review and Gaps Identified
Most studies in relation to strategy execution and performance of public organizations have
been conducted in various public organizations in Uganda but no study at UNBS hence
creating geographical gaps since they are in different environmental settings (DeHart-Davis,
2019). Secondly, several empirical studies mainly focused on the factors affecting
performance of public organizations and a few looked at strategy execution and performance
of public organizations hence creating conceptual gaps (Griffin & Neal, 2020). Thirdly,
several studies focused on strategy execution and organizational performance in private
sector and few studies in relation to strategy execution and performance of public
organizations hence creating contextual gaps since they are in different organizational
settings (Dubnick & Frederickson, 2020). Fourthly, different studies adopted a longitudinal
research design and single research approach and a few applied a cross-sectional design and
mixed research approaches hence creating methodological gaps (Hall, Frink & Bowen, 2021).
CHAPTER THREE
METHODOLOGY
3.1 Introduction
This chapter presents the research design, the study population, sample size and selection,
research area, the data collection methods, instruments, measurement of variables, reliability
and validity of the instruments, data analysis and ethical considerations.
22
3.2 Research Design
The study adopted a cross-sectional design to examine the relationship between strategy
execution (conceptualized as; strategic direction, communication and reporting) and
performance of public organizations (conceptualized as cost effectiveness, operational
efficiency, quality service delivery and customer satisfaction) as dependent variable at the
same point in time. The research design was applied because it saves time and it’s cost
effective (Eisenhardt, 2019). The study employed both quantitative and qualitative
approaches and select appropriate data collection and analysis methods (Dubnick & Yang,
2021). Quantitative data was collected using questionnaire and analysed using descriptive and
inferential statistics (Favero & Bullock, 2019). The qualitative data was collected using
interview guide and analysed using thematic and content analysis (Ferris, Frink & Hopper,
2020).
3.3 Study Population
The study was carried out at UNBS headquarters in Kira Municipality. The participants were
selected from different groups which include; (1) Executive director, (3) heads of department,
(5) team leaders (81) Laboratory officers and (200) Operation Officers of UNBS.
3.4 Sample Size Determination and Selection
Schoorman and Mayer (2020) defined a sample size as a representative number of
participants who have been selected from the study population to participate in the study. The
study involved a study population of 290 respondents as shown in the table below. The
respective sampling techniques and a sample size of 165 respondents were determined by
Krejcie & Morgan’ table (1970).
Table 3.1: Sample size and selection and Sampling techniques

Categories of population Study population Sample size Sampling techniques
Executive director 01 01 Purposive Sampling
Heads of departments 03 03 Purposive Sampling
Team leaders 05 05 Purposive Sampling
Laboratory officers 81 44 Simple Random Sampling
Operation officers 200 112 Simple Random Sampling
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Total 290 165
Source: Based on UNBS (2023)
3.5 Sampling Procedures and Techniques
This study used both probability and non-probability sampling as discussed herein under
3.5.1 Probability Sampling
Probability sampling comprises of simple random sampling, systematic sampling, stratified
sampling and cluster sampling. It provides accurate information about groups that are too
large to study in their entirety, there is possibility that every sample of a given size in the
study population has an equal chance of being selected (Bommer & MacKenzie, 2020), and
allows generalizability to a larger population and use of inferential statistics (Brinkerhoff &
Wetterberg, 2019).
3.5.1.1 Simple Random Sampling
Simple random sampling is a technique which gives every equal item of population a chance
to be selected. It authorizes selection of a representative unit(s) from the population, so that
results can be used to draw interpretations about the total population. The study adopted a
simple random sampling to select (44) Laboratory officers and (112) Operation Officers of
UNBS. This method was preferred because it would provide every member of the population
with equal chance of being selected (Frink, Perryman, & Royle, 2018). From here on, the
researcher compiled a list of participants and each participant was assigned a number and
then randomly decided on the desired sample size which is (165). Simple random sampling
technique is simple and easy to apply and can be used concurrently with other methods of
probability sampling. The study used simple random sampling to make generalizations about
a population and the major advantages include its simplicity and lack of bias. However, there
is difficulty of gaining access to a list of a larger population, time, costs, and that bias can still
occur under certain circumstances.
3.5.2 Non –Probability Sampling
Non-probability sampling is a process whereby each member of the sample does not have an
equal chance of being selected and comprises of convenience sampling, purposive sampling
and quota sampling.
3.5.2.1 Purposive Sampling
Purposive sampling is a sampling method that targets certain sample population due to their
familiarity about the research subject. The study applied purposive sampling to target top
administrators of UNBS who will include to (1) Executive director, (3) heads of department,
24
(5) team leaders of UNBS since they were deemed to have a deeper understanding of the
concept and they (total of 9) have tried some of the said strategies to address issues of
strategy execution (conceptualized as; strategic direction, communication and reporting) and
performance of public organizations (conceptualized as cost effectiveness, operational
efficiency, quality service delivery and customer satisfaction) at UNBS. Purposive sampling
enabled the researcher to discover and involve resourceful respondents in the augment of the
study (Gilmour & Lewis, 2020). The study applied purposive sampling because it’s
particularly essential in qualitative study and focuses on in-depth information and not making
inferences or generalizations (Gore, 2019).
3.6 Data Collection Methods
Data collection methods are ways through which both quantitative and qualitative data is
gathered from the respondents. The study employed two types of methods of data collection
to generate views from the participants. These two types of methods are: - Quantitative data
was collected using the questionnaire survey, and Qualitative data was collected using the
interview guides as discussed below; -
3.6.1 Questionnaire Survey
A questionnaire is a method of survey data collection in which information is gathered
through oral or written questionnaires. Questionnaires enabled the researcher to collect a
large sample of information in a short time and at a reasonably low cost and gave similar or
standardized questions to the subjects making it easier for comparison and generalization.
The study used on-line questionnaire survey because the study is quantitative and covered a
large number of respondents (Gregory, 2019). The questionnaire was self-administered and,
in order to cover a wide geographical area and save time during the data collection process
the researcher hired services of research assistants with a minimum of bachelor’s degree with
skills in research methods (Griffin & Neal, 2020). Therefore, researcher trained the research
assistants on the purpose of the study and specific objectives of the study and to observe the
ethical considerations. The questionnaires were administered to laboratory officers and
operation officers.
3.6.2 Interview Method
An Interview is a conversation between two or more people where questions are asked by
interviewer to elicit facts or statements from the interviewee. It’s a person-to-person verbal
communication in which one person or a group of persons is interviewed at a time (Sileyew,
2019). The researcher sought the consent of the respondents to be interviewed. One-on-one
in-depth interviews with respondents was conducted for 30 minutes in order to provide clarity
25
on issues not properly highlighted using quantitative data (Hall, Frink & Bowen, 2021). The
study applied an interview method because it has the advantage of having a high response
rate since it is based on prior appointments with interviewees (Hong, 2020). The interviewer
sought consent from the respondents before taking notes as well as recordings the interviews.
A follow-up call was made to the respondents in order to schedule the interview (Hays &
Sowa, 2019). Personal interviews were conducted on key informants including the executive
director, heads of departments and team leaders.
3.6.3 Documentary review method
Documentary review method refers to the review of both internal and external documents so
as to obtain information related to the research area (Cummings & Anton, 2019). The study
reviewed literature in relation to the set objectives of the study and the documents including
internal and external reports, minutes, budgets and work plans and strategic plans of UNBS in
relation to strategic execution and performance of public organizations. This method enabled
the researcher to get information which is difficult to get through other methods and trends
about the subject matter (strategy execution and performance of public organizations) over
time (Dubnick & Yang, 2021).
3.7 Data collection instruments
Data collection instruments are a tool designed to collect both quantitative and qualitative
data from the respondents. In this study, the following data collection instruments were used
to collect data for this study:
3.7.1 Questionnaire
A questionnaire is a method of survey data collection in which information is gathered
through oral or written questionnaires. The study applied a questionnaire as a tool for data
collection from (44) Laboratory officers and (112) Operation Officers of UNBS. Questions
were categorized as structured (closed-ended). The close-ended questions were formulated
using a five-point Likert scale which is used to collect data from the respondents (Hood &
Lodge, 2021). The questionnaires were adopted since they are easier to administer, less
costly, timely and they allow the aspect of confidentiality (Budianto, 2020). The researcher
designed the questionnaires in accordance with the study objectives and variables employed
in the conceptual framework. In this case close ended questions was administered to the
respondents with aid of research assistants. This was used to obtain their views in relation to
the study phenomena (Mutepf, 2019).
26
3.7.2 Interview Guide
Interviews guide is an alternative tool of data collection whereby researchers collect data
through direct verbal interaction while recording respondent’s answers using interview guide
to supplement other data collection methods (Budianto, 2020). The interview guide was
administered to (1) Executive director, (3) heads of department, (5) team leaders of UNBS.
The interview guide comprised of structured schedule of questions which created flexibility
in its composition (Kacmar & Carlson, 2019). The drawback of the general interview guide is
that questions may not be consistently posed by the interviewer (Sekran, 2014). This
instrument was considered since it enabled the researcher to obtain in depth qualitative
information on the study phenomenon. This will further enrich this study by providing more
relevant information which might not have been obtained through the questionnaires method
as well as allowing further probing (Wang, 2018). The interview guide was used by the
researcher to have a face-to-face professional interaction with the senior managers to obtain
comprehensive explanations of their perception on this study.
3.7.3 Documentary Review Checklist
The study developed a documentary checklist to identify relevant qualitative data from both
internal and external documents so as to obtain qualitative information related to strategy
execution and performance (Ferris, Frink & Hopper, 2020). The researcher reviewed most of
the literature in relation to set objectives of the study and documents including internal and
external reports, minutes, budgets and work plans relating to strategy (conceptualized as;
strategic direction, communication and reporting) and performance of public organizations
(conceptualized as cost effectiveness, operational efficiency and quality service delivery) at
UNBS.
3.8 Data Quality Control
In order to guarantee quality of the data, validity and reliability considerations were put into
account by the researcher as discussed below; -
3.8.1 Validity of data collection instruments
Validity basically means “measure what is intended to be measured”. In this study, validity
was measured empirically. Conceptual empirical confirmation of validity, also called
pragmatic validity was done to compare information obtained on study themes using
evidenced facts and outcomes found in reality from the primary data that is gathered
((Bannigan & Watson, 2018). However, since social variables have no obvious facts or
outcomes, the primary data gathered was subjected to further conceptual or constructs
confirmation of validity. Conceptual confirmation of validity is conferred from the
27
conceptual evidence, the extent to which the variables’ relationship is consistent with the
deductions in the theoretical review of literature (document review) (Bannigan & Watson,
2018). Quantitatively, to establish validity the researcher conducted the content validity index
(CVI) test to check the validity of the questionnaire contents. The CVI was computed using
the following formula.
CVI = No. of items rated relevant
Total no. of items
Table 3.1: Results of content validity for research tools
Dimensions No of Items Relevant CVI
Strategic Direction 09 07 0.875
Strategy communication 08 07 0.875
Strategy reporting 08 07 0.875
Organizational performance 08 07 0.875
Source: Primary Data (2023)
Table 3.3 presents averages of 0.875 and (0.857 respectively) on all four variables had a CVIs
that were above 0.7, imply that the tool was validity since it was appropriately answering /
measuring the objectives and conceptualization of the study. According to Middleton (2023),
the tool can be considered valid where the CVI value is 0.7 and above as is the case for all the
four variables provided above.
3.8.2 Reliability of data collection instruments

Reliability refers to the likelihood of getting the same results over and over again if a measure
was repeated in the same circumstances. Reliability ensures that measures are free from error
so that they gave same results when repeated measurements were made under constant
conditions (Mulgan, 2021). Reliability investigation was done on all questions under the
study using Cronbach’s Alpha Co-efficient test. The data collection instruments were
pretested using 10 respondents from public organizations similar to population at UNBS. The
Cronbach’s alpha co-efficient was used to calculate the internal consistency or reliability of
the items. Items were included in the data collection instruments after going through a pilot
study with 10 respondents and only items scoring 0.7 or above were taken since a Cronbach
28
alpha score of 0.7 or greater is considered indicative of acceptable internal consistency (Kim
& Lee, 2020). Reliability of the research tools was done through using Cronbach alpha
reliability co-efficient. The Cronbach’s alpha was computed in terms of average inter-
correlations among the items measuring the concepts (Brewer & Selden, 2021). 7
Table 3.2: Reliability test results of research instruments.
Dimensions Cronbach’s Alpha
Strategic Direction 0.745
Strategy communication 0.986
Strategy reporting 0.876
Organizational performance 0.765
Average Cronbach Alpha coefficient for variables 0.843
The reliability of instruments was established using Cronbach Alpha Coefficient which tests
internal reliability and the average reliability test result for research was 0.84 which is
recommended as given in table 3.2 above.
3.9 Procedures of Data Collection

After successfully defending the proposal, the researcher obtained an introduction letter from
Uganda Management Institute Research and Innovation Centre and presented it to the Human
Resource Manager at UNBS. This introduction letter helped to obtain clearance to collect
data from participants. This helped underscore the credibility of the researcher to the
respondents who needed assurances that information would be used for research purposes and
that ethical considerations would be adhered to. After presentation of the letter of
introduction, the researcher secured consent of the respondents by asking them to sign a
consent form. The researcher then distributed the questionnaires to the respondents and
agreed on the collection date. Interview guide respondents were informed in advance on the
date that interviews would be conducted. The filled questionnaires were collected and
subjected to appropriate data analysis procedures by data analyst.
3.10 Data Analysis
Data analysis is a process of examining both quantitative and qualitative data. The study used
quantitative and qualitative data which warrants deployment of both quantitative and
qualitative data analysis techniques. These techniques are as discussed below;
29
3.10.1 Quantitative Data Analysis
Quantitative data analysis is a process of examining numerical data using descriptive and
inferential statistics. Data collected was harmonized of any missing or insufficient
information, the researcher coded the responses collected by using symbols then entered the
data manually onto the computer using a software programme SPSS (version 21) where data
was entered, edited and viewed (Perry, 2021).
Descriptive statistical data was presented in frequency and percentage distribution to
determine respondents’ profile, mean and standard deviation to determine the level of
satisfaction of the variables. Means were used to determine the level of satisfaction of the
study variable namely; strategic direction, communication and reporting and performance of
public organizations.
Inferential statistics were analysed using correlation analysis using Pearson’s product
moment correlation co-efficient to establish the relationship between strategic management
and performance of public organizations in Uganda and correlation analysis was used to
establish the relationship between the study variables.
3.10.2 Qualitative Data Analysis
Qualitative data analysis is a process of examining of non-numerical data using content and
thematic analysis. Qualitative data analysis was done through analysing richly detailed
information in a systematic way from interview transcripts in order to come to some useful
conclusions and recommendations (Brewer & Walker, 2019). Qualitative data analysis
involved both thematic and content analysis, and was based on how the findings related to the
research questions. Content analysis was used to edit qualitative data and reorganize it into
meaningful shorter sentences. Thematic analysis was used to organize data into themes and
codes were identified (Marsh et al, 2020). After data collection, information of same category
was assembled together and their similarity with the quantitative data created after which a
report was written.
3.11 Measurement of Variables

All the variables under study were measured using a five-Likert scale that has five categories
to respond to 1 = Strongly Disagree, 4 = Disagree, 3 =Not sure, 4 = Agree and 5 = Strongly
Agree. According to Olsen (2019) five- Likert scale was the most suitable for measuring
responses that relate to strategic direction, communication and reporting and organizational
performance of UNBS.
30
Table 3.2: Likert Scale
Scale Mean Range Response Mode Interpretation
5 4.20-5.00 Strongly Agree Very satisfactory
4 3.40-4.19 Agree Satisfactory
3 2.60-3.39 Not Sure Fairly satisfactory
2 1.80-2.59 Disagree Unsatisfactory
1 1.00-1.79 Strongly disagree Very unsatisfactory
Source: Dubnick and Yang (2021)
From the above table 3.2 it shows that mean range 4.20-5.00 was interpreted as Strongly
Agree, mean range 3.40-4.19 was interpreted as Agree, mean range 2.60-3.39 was interpreted
as Not Sure mean range 1.80-2.59 was interpreted as Disagree and lastly mean range 1.00-
1.79 was interpreted as Strongly disagree.
3.12 Ethical Considerations

Morals in research allude to the standards that recognize satisfactory and unsatisfactory ways
of behaving (Cammaerts, 2020). The researcher was aware of the significance of ethics in this
study, which prioritized honesty, integrity, and attribution.
Confidentiality and privacy: It refers to the obligation of an individual or organization to
safeguard entrusted information. The research participant’s privacy was assured by the
researcher, who kept all the information safely locked up during the research process.
To ensure privacy, the respondents were informed that indeed their names were not required,
that they have the right to leave questions unanswered for which they do not wish to offer the
requisite information, and that the study could not put the respondent under pressure if this
happens.
Informed Consent: The researcher sought informed consent before conducting the data
collection process. Informed consent for research requires that the respondents or subject
must be competent to understand and decide, receive full disclosure, comprehend the
disclosure, act voluntarily, and consent to the proposed action to which this study adhered.
Plagiarism: presenting someone else's work or ideas as your own, with or without their
consent by incorporating it into your work without full acknowledgment. All published and
unpublished material, whether in manuscript, printed, or electronic form, is covered under
this definition. This was minimized by paraphrasing, citing, quoting, citing quotes, citing own
material, and referencing.
31
Voluntary participation: The research participants were informed that their participation in
the study was not to be rewarded in any way; it was entirely voluntary. All the research
participants were informed of their rights to refuse to be interviewed or to withdraw at any
point for any reason, without any prejudice or explanation.
32
CHAPTER FOUR
PRESENTATION, DISCUSSION, AND ANALYSIS OF FINDINGS
4.1 Introduction
This chapter presents the findings, analysis and interpretations to the findings on the
relationship between strategy execution and performance of public organizations in Uganda:
A case of UNBS. The study was premised on the following research objectives; to examine
Strategic Direction and organizational performance at UNBS; to establish Strategy
communication and organizational performance at UNBS; and to determine Strategy
reporting and organizational performance at UNBS. This chapter starts with the introduction,
followed by the response rate; demographic data of the respondents; descriptive statistics and
inferential statistics interlinked with qualitative results.
4.2 Response rate
In the study, the researcher used both interview guides and self-administered questionnaires
to aid data collection. The two tools were used because they were deemed cost friendly,
covered a wide population for the study and lastly interviews provide first-hand information.
Table 4.5 below presents the response rate.
Table 4.3: Response rate
Tool (Planned/Scheduled) (Received/ Held) Response Rate
Questionnaires 156 103 71%
Interviews 09 07 78%
Total 165 123 70
From the Table 4.5 above, results returned indicate that out of 146 questionnaires issued, 103
were returned fully completed, constituting (71%). On the other hand, the researcher held
(07) interview sessions out of the planned (09), resulting in a (78%) percentage return.
According to Amin (2005), a response rate above 50% is good enough to represent a survey.
4.3 Background information
In order to get a detailed and more concrete picture of the study sample, the study examined
the background information, which included; gender, age of respondent and level of
education, employment status and duration of service. These results show the characteristics
of the institution.
33
4.3.1 Gender of respondent
The sex characteristics of respondents were investigated for this study to examine the effect
of each gender on the study. The findings are presented in Table 4.6 below.
Table 4.4: Gender of respondents
Gender of respondent Frequency Percentage (%)
Male 54 52
Female 49 48
Total 103 100
Source: Primary Data, (2023)
Findings from the study as illustrated in Table 4.6 show that 52% of the respondents are male
while 48% are female. This reveals how the study involved a fairly balanced sample of
respondents from both the female and male respondents, hence giving balanced information
on the relationship between strategy execution and performance of public organizations at
UNBS, Uganda.
4.3.2 Age of respondents
The study looked at age distribution of the respondents by age using frequency distribution.
Data on age was collected because it helps to examine how age of respondents affects the
responses. The results obtained on the item are presented in Figure 4.2 below.
60
50
40
30
20
10
0
20 to 29 years 30 to 39 years 40 to 49 years 50 and above years
Figure 4.2: Age of respondents

From Figure 4.2 above, majority of respondents 55(53%) were between 30 to 39 years,
23(22%) of respondents were between 40 to 49 years, 16(16%) of respondents were between
20 to 29 years and minority of the respondents 9(9%) were between 50 and above years. This
34
indicated that all categories of respondents in reference to different age groups were
represented in this study thus representing the response rate of the institution.
4.3.3 Educational Level of the Respondents
The study looked at educational Level of the respondents by using frequency distribution. It
was important to establish the education level of respondents because it helps to understand
how the education levels affect the study. The results obtained on the item are presented in
Figure 4.3 below.
Others
Diploma 6%
8% Masters
27%
Bachelors
59%

Figure 4.3: Level of education of respondents
Figure 4.3, indicate that majority of the respondents 60(58%) were Bachelors holders,
33(32%) were masters holders, 08(08%) were diploma holders and whereas 06(06%) covered
others. Basing on the academic background, all of the respondents had the potential to know
basic knowledge on the relationship between strategy execution and performance of public
organizations at UNBS. Therefore, it is evident that the information provided by them is
worth trusting.
35
4.3.4 Years of services
The study looked at years of services of the respondents by using frequency distribution. The
results obtained on the item are presented in Figure 4.3 below.
80
70
60
50
40
30
20
10
0
1- 4years 5 – 9 years 10 -14 years

Figure 4.4: Working experience
Findings from Figure 4.4 reveal that the majority of the respondents 74(72%) had worked for
1-4 years, 19(18%) had worked for 5-6 years and 10% of the respondents had worked for 10-
14 years. This implies that most of the respondents had enough experience of the relationship
between strategy execution and performance of public organizations at UNBS. This means
that the findings from the study are sounding from an experienced population.
4.4 Empirical findings from the study
This section presents the empirical findings of the study according to the objectives. The
empirical findings are analysed using descriptive statistics, qualitative analysis and testing
hypotheses for the respective findings. For all descriptive findings in this section, item
statements were administered to respondents to establish the extent to which they agreed with
them. The responses were measured on a five point Likert scale ranging from (1 = Strongly
Disagree, 2 = Disagree, 3 = Not sure, 4 = Agree and 5= Strongly Agree). Descriptive data
was analysed using frequency, mean and standard deviation statistics. It was then
collaborated with qualitative data using narrative and thematic analysis before testing
hypotheses. Firstly, this section presents findings on organizational performance followed by
the research objectives.
36
4.4.1 Organizational performance at UNBS
Statements on organizational performance at UNBS were structured basing on the objectives
of the study. Statements were measured on a five-point Likert scale where code 1 = Strongly
Disagree, 2 = Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly Agree. The data was
presented and analyzed basing on seven (07) statements which are statistically tabulated and
presented in the table below with the frequencies and percentages according to the responses
collected.
Table 4.5: Opinions of respondent on organizational performance at UNBS
Statements [Percentage). (%)/Frequency] Mean SD
SD D NS A SA
UNBS has registered an increase 10% 07% 05% 26% 33% 3.46 1.12
in operational efficiency (11) (08) (05) (27) (34)
UNBS has offered its services in 8% 16% 17% 54% 17% 3.51 1.20
time (09) (17) (07) (56) (18)
UNBS has offered quality 22% 29% 00% 42% 07% 3.48 1.06
services to the public (23) (30) (00) (43) (08)
UNBS has complied with quality 04% 08% 10% 54% 21% 3.58 1.03
international standards (05) (09) (11) (56) (22)
UNBS has registered cost 16% 12% 00% 63% 10% 3.67 1.02
effectiveness (16) (12) (00) (65) (10)
UNBS has responds to needs of 12% 17% 06% 06% 56% 3.50 1.56
its clients in time (13) (18) (07) (07) (58)
UNBS has registered an increase 06% 20% 09% 47% 15% 3.25 1.08
in value for money (07) (21) (10) (49) (16)
With reference to the Table 4.7; as to whether UNBS has registered an increase in
operational efficiency, 34% of the respondents strongly agreed with the statement, 26% of the
respondents agreed, whereas minority of the respondent 11% disagreed with the statement
respectively. This is also supported by the mean value of 3.46 that indicate those who were
fairly satisfied with the statement and the standard deviation of 1.12 that shows the dispersion
of responses close to the mean value.
Findings also reveal that 56% of the respondents agreed with the statement that UNBS has
offers its services in time, 18% strongly agreed, while 17% of the respondents disagreed with
37
the statement. This is also supported by the mean value of 3.51 indicting those who were
satisfied with statement and standard deviation of 1.20 indicated those deviating.
As to whether UNBS has offered quality services to the public, 43% agreed with the
statement whereas 30% disagree with the statement and 23% strongly disagreed strongly. The
mean of 3.48 indicate those who were fairly satisfied with the statement and standard
deviation of 1.06 indicated those with deviating responses from the statement.
Findings further indicated that majority of the respondents 56% agreed with the statement
that UNBS has complied with quality international standards, 22% strongly with the
statement, 11% were not sure, whereas 14% disagreed with the statement respectively. The
mean of 3.58 indicated respondents who were satisfied with the statement and the standard
deviation 1.03 indicated those deviating responses.
As to whether UNBS has registered cost effectiveness, 65% of the respondents agreed the
statement, 10% of the respondents strongly agreed with the statement, whereas 28% of the
respondents disagreed with the statement. The mean of 3.67 indicated those who were
satisfied with the statement and the standard deviation of 1.02 indicated those with deviating
responses from the statement.
On the statement UNBS has responds to needs of its clients in time, majority of the
respondents strongly agreed with the statement whereas 18% and 13% disagreed with the
statement respectively. The mean of 3.50 indicate those who were satisfied with the statement
and the standard deviation of 1.56 indicated those with deviating responses from the
statement.
As to whether UNBS has registered an increase in value for money, 49% of the respondents
agreed with the statement, 09% of the respondents were not sure whereas 20% of the
respondents disagreed with the statement respectively. The mean of 3.25 indicated those who
were fairly satisfied with the statement and the standard deviation of 1.08 indicated those
with deviating responses from the statement.
4.4.2 Strategic Direction and organizational performance at UNBS
38
The statements on Strategic Direction were structured basing on the objectives of the study.
Statements were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 =
Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analysed
basing on seven (07) items, which are statistically tabulated and presented in the table below
with the frequencies and percentages according to the responses collected.
Table 4.6: Opinions of respondent on Strategic Direction at UNBS
Statements [Percentage (%)/ Frequency] Mean SD

SD D NS A SA
UNBS has set processes to be followed by 15% 2% 7% 22% 53% 3.57 1.43
the leadership team as far as organizational (16) (01) (08) (23) (55)
performance is concerned
Resource planning has increased 3% 18% 6% 65% 5% 3.61 0.98
operational efficiency (04) (19) (07) (67) (06)
UNBS has a description of where it is 2% 2% 11% 67% 18% 3.80 0.68
going and what it will look like when it (01) (02) (12) (69) (19)
gets there as regards organizational
performance
UNBS leadership sets timeline for 08% 34% 06% 41% 10% 3.07 1.02
performance target completion and has (09) (35) (07) (42) (10)
reached its milestones
Time scheduling has increased operational 12% 17% 6% 6% 56% 3.56 1.56
efficiency (13) (18) (07) (07) (58)
UNBS has carried out goal setting 4% 22% 2% 28% 32% 3.20 0.92
(05) (23) (03) (29) (33)
UNBS sets attainable, time-bound and 08% 5% 00% 65% 18% 3.81 0.98
specific objectives to be achieved as (09) (06) (00) (67) (19)
regards organizational performance
Table 4.8 presents that a statement as to whether UNBS has set processes to be followed by
the leadership team as far as organizational performance is concerned, 15% of the total
respondents strongly disagree with the statement, 22% agreed, while 53% strongly agreed
39
with the statement. This is also supported by the mean value of 3.57 that indicate those who
were satisfied with the statement and the standard deviation of 1.43 that shows the dispersion
from the statement. This implies that the vision of the leader was measured using three items:
an understanding of where the organisation was going, clarity on where the leader wanted to
see the organisation in the next five years and whether the leader had an idea of the direction
the organisation was taking.
On the statement as to whether resource planning has increased operational efficiency, 65%
of the respondent agreed with the statement, 07% were not sure, where as 19% of the
respondents disagreed with the statement respectively. This is also supported by the mean
value of 3.61 indicating those who were satisfied with the statement and standard deviations
of 0.98 indicating those deviating responses from the statement. The findings are supported
by the key informants who assert that;
Resources planning are done in line with the mandate of UNBS and the
strategic plan. UNBS is required to reduce the prevalence of substandard
goods from the Ugandan Market. Resource planning focuses on the critical
processes that aid the reduction of the prevalence of substandard goods and
the key processes that support the core processes. Resource planning is used
to set realistic targets which are compared against actual performance
(KII/007/15th/10/2023)
On the statement UNBS has a description of where it is going and what it will look like when
it gets there as regards organizational performance, 69% of the respondents agreed with the
statement, 19% strongly agreed with the statement, 12% were not sure. The mean of 3.80
indicted those who were satisfied with the statement and standard deviation of 0.68 indicated
those with deviating responses from the statement. The findings are supportd by the key
informant who revealed that:
In departments, we prepare our own work calendar and follow weekly,
monthly and yearly schedules within the organization. It is important for us to
perform well and it also makes it easier to implement 5-year strategic targets
(KII/006/16th/10/2023)
40
As to whether UNBS leadership sets timeline for performance target completion and hasIn
reached its milestones, 42% of the respondents agreed with the statement, 10% strongly
agreed, whereas 35% of the respondents disagreed with the statements respectively. The
mean of 3.07 indicated those who were fairly satisfied with the statement and standard
deviation of 1.02 indicate those with deviating responses from the statement. This
implies that goals provide specific measurements and achievements to effort, which
increases productivity. Setting timeline for performance provides the framework to
make measurable progress
addition to the above, the findings show that 56% of the total respondents strongly agreed
time scheduling has increased operational efficiency, 18% disagreed with the statement,
while 12% of the respondents strongly disagreed with the statement. The mean of 3.56
indicated those who were satisfied with the statement and standard deviation of 1.56
indicated those with deviating responses from the statement. This implies that activities of
UNBS are interlinked and are sequenced systematically to facilitate the value chain. Time
scheduling is used to monitor turnaround time of the different processes used to offer
services.
As to whether UNBS has carried out goal setting, 32% of the respondents disagreed with the
statement, 22% of the respondents were not sure, whereas 28% of the respondents agreed
with the statement. The mean of 3.20 indicated respondents who were unsatisfied with the
statement and the standard deviation of 0.92 indicated those with deviating responses from
the statement. The findings are supported by the key informants who assert that;
Goal setting ensures that UNBS establishes desired performance over a period
of time usually 5 years. Actual performance is periodically compared with
desired performance. Variances are investigated and corrective action is done
timely (KII/005/13th/10/2023)
On the statement as to whether resource planning has increased operational efficiency, 65%
of the respondent agreed with the statement, 07% were not sure, where as 19% of the
of 0.98 indicating those deviating responses from the statement. This implies that Resource
planning focuses on the critical processes that aid the reduction of the prevalence of
substandard goods and the key processes that support the core processes. Resource planning
is used to set realistic targets which are compared against actual performance
41
On the statement as to whether UNBS sets attainable, time-bound and specific objectives to
be achieved as regards organizational performance, 65% of the respondent agreed with the
statement, 18% strongly agreed with the statement, 07% were not sure, where as 19% of the
of 0.98 indicating those deviating responses from the statement. This implies that activities of
UNBS are interlinked and are sequenced systematically to facilitate the value chain. Time
scheduling is used to monitor turnaround time of the different processes used to offer
services.
Table 4.7: Correlation matrix for Strategic direction and Organizational performance
at Uganda National Bureau of Standards
Strategic Direction Organizational
performance
Strategic Direction Pearson Correlation 1 .702**
Sig. (2-tailed) .0001
N 103 103
Organizational Pearson Correlation .702** 1
performance Sig. (2-tailed) .0001
N 103 103
Source: Primary Data (2023) **. Correlation is significant at the 0.01 level (2-tailed).
Pearson correlation results as presented in table 4.8 depicts a strong positive relationship
between Strategic Direction and organizational performance at Uganda National Bureau of
Standards (r = .702). The study results further indicated a significant statistical relationship
between the study variables given that p-value (p=.000<0.05). Hence, the results have
confirmed that Strategic Direction has positive significant relationship with organizational
performance at Uganda National Bureau of Standards. Therefore the alternative hypothesis
has stated in chapter one is held
42
H1: There is a significant relationship between Strategic Direction and organizational
performance at Uganda National Bureau of Standards.
4.4.3 Strategy communication and organizational performance at UNBS
The statements on Strategy communication were structured basing on the objectives of the
study. Items were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2
= Disagree, 3 = Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and
analysed basing on six (06) statements, which are statistically tabulated and presented in the
table below with the frequencies and percentages according to the responses collected.
Table 4.8: Opinions of respondent on Strategy communication at UNBS

Statements [Percentage (%) /Frequency] Mean SD
SD D ND A SA
UNBS has carried out surveys 10% 25% 15% 46% 02% 3.43 1.03
(11) (26) (16) (47) (03)
Surveys have increased operational 9% 47% 11% 29% 4% 3.15 1.08
efficiency (10) (48) (12) (30) (5)
Surveys have increased cost 02% 31% 04% 60% 02% 3.84 0.99
effectiveness (01) (32) (05) (62) (03)
UNBS has organized team meetings 9% 25% 7% 46% 02% 3.34 0.89
(10) (26) (08) (48) (01)
Team meetings have increased quality 35% 15% 05% 40% 15% 3.45 1.12
service delivery (36) (15) (05) (41) (16)
Team meetings have increased 9% 15% 23% 41% 9% 3.44 0.89
operational efficiency (10) (16) (24) (43) (10)
Workshops have increased cost 18% 15% 00% 41% 23% 3.54 0.89
(19)
43
effectiveness (16) (00) (43) (24)
Table 4.9 presents a statement as to whether UNBS has carried out surveys, 41% of the
respondents agreed with the statement, 09% of the respondents strongly agreed with the
statement, 16% were not sure whereas 25% and 10% of the respondents disagreed with the
statement. The mean of 3.43 indicated those who were fairly satisfied with the statement and
the standard deviation of 1.03 indicate those deviating responses.
UNBS does not conduct regular surveys. However, the limited surveys
conducted have been used to obtain feedback from clients and staff on the
areas for improvement. The results of the feedback are analysed and where
applicable incorporated in the work plans, budgets and strategies
(KII/002/14th/10/2023)
As to whether Surveys have increased operational efficiency, 47% of the respondents
disagreed with the statement, 11% were not sure whereas 29% of the respondents agreed with
the statement respectively. The mean of 3.55 indicated those who were satisfied with the
statement and the standard deviation of 1.08 indicated those with deviating responses from
the statement.
As to whether Surveys have increased cost effectiveness, 60% of the respondents agreed with
the statement, 31% disagreed with the statement, 04% were not sure of the statement. The
mean of 3.84 indicated those respondents who were satisfied with the statement and the
standard deviation of 0.99 indicated those with deviating responses.
Findings further revealed that as to whether UNBS has organized team meetings, 46% of the
respondents agreed with the statement, 25% of the respondents disagreed with the statement
respectively. The mean of 3.34 indicated those who were fairly satisfied with the statement
and the standard deviation of 0.89 indicated those with deviating responses. This implies that
communication in meeting enhances organizational performance. This is because frequent
open communication builds increasing levels of trust between the organization and
employees. As the trust grows stronger, it can result in good relations between the
organization and employees which enhances cooperation, prevents or reduces labour unrest
and increases individual employee responsibility and ownership for their own performance.
The findings are supported by the key informant who asserts that:
Team meetings at UNBS generate ideas that must be analysed by management
and staff to improve organisational performance. Team meetings are used for
information flow between the different levels of the organisation. They are
44
also used to obtain feedback between the different levels of the organisation
(KII/001/16th/10/2023)
On the statement team meetings have increased quality service delivery, 40% of the
respondents agreed with the statement, 15% strongly agreed, whereas 35% and 15% of the
respondents disagreed with the statement respectively. The mean of 3.45 indicated those who
were fairly satisfied with the statement and standard deviation of 1.12 indicated those with
deviating responses. This implies that team meetings are also an effective way to help the
team understand its objectives, goals and responsibilities and this helps individual employees
understand how they fit into the bigger picture.
As to whether Team meetings have increased operational efficiency, 41% of the respondents
agreed with the statement, 23% were not sure whereas 15 disagreed with the statement. The
mean of 3.44 indicate those who were fairly satisfied with the statement and that standard
deviation of 0.89 indicate those with deviating responses from the statement. This implies
that team meetings are also an effective way to help the team understand its objectives, goals
and responsibilities and this helps individual employees understand how they fit into the
bigger picture.
As to whether workshops have increased cost effectiveness, 41% of the respondents agreed
with the statement, 23% of the respondents strongly agreed with the statement whereas 18
disagreed with the statement. The mean of 3.54 indicate those who were fairly satisfied with
the statement and that standard deviation of 0.89 indicate those with deviating responses from
the statement. The findings are supported by the key informants who assert that:
Workshops are used for brainstorming. This is where various ideas are
generated targeting performance. Workshops create a think tank
(KII/002/16th/10/2023)
Table 4.9: Pearson Correlation for Strategy communication and Organizational

performance in Uganda National Bureau of Standards
Strategy Organizational
communication performance
Strategy Pearson Correlation 1 .669**
communication Sig. (2-tailed) .0001
N 103 103
Organizational Pearson Correlation .669** 1
45
performance Sig. (2-tailed) .0001
N 103 103
*Correlation is significant at 0.01 level (2-tailed)
Pearson correlation results as presented in table 4.10 depicts a strong positive relationship
between Strategy communication and organizational performance in Uganda National Bureau
of Standards (r = .669). The study results further indicated a significant statistical relationship
confirmed that Strategy communication has positive significant relationship with
organizational performance at Uganda National Bureau of Standards. Therefore the
alternative hypothesis has stated in chapter one is held
H2: There is a significant relationship between strategy communication and
organizational performance at Uganda National Bureau of Standards.
4.4.4 Strategy reporting and organizational performance at UNBS

The items on strategy reporting were structured basing on the objectives of the study. Items
were measured on a five-point Likert scale where code 1 = Strongly Disagree, 2 = Disagree,
3 = Not sure, 4 = Agree and 5 = Strongly Agree. The data is presented and analyzed basing
on seven (07) items, which are statistically tabulated and presented in Table 4.10 below with
the frequencies and percentages according to the responses collected.
Table 4.10: Opinions of respondents on Strategy reporting at UNBS
Variable (N=103) [Percentage (%)/Frequency] Mean SD
SD D NS A SA
UNBS has carried out data collection 17% 10% 04% 14% 54% 3.52 1.28
(18) (11) (04) (14) (56)
Data collection has increased 06% 27% 07% 50% 08% 3.50 1.01
46
On the statement
operational data collection has increased
efficiency operational
(07) (28) efficiency,
(08) (51)50%(09)
of the respondents
agreed
Data with the statement
collection whereas 27%
has increased disagreed
cost 11% with
02%the 13%
statement
07% respectively.
64% 3.68 The mean
0.99
ofeffectiveness
3.50 indicate those who were satisfied with
(12)the (03)
statement
(14)and standard
(08) (66)deviation of 1.01
indicated
UNBS has those without
carried deviating responses. This
data analysis 05%implies
12% that
02%having the right
51% 29%information
3.49 at
0.80
their fingertips, staff can make informed choices,
(06) identify areas for
(13) (01) (53)improvement,
(30) and take
proactive actions to
Data analysis hasdrive better organizational
increased quality 06% outcomes.
07% 25% 52% 07% 3.57 1.00
service delivery (07) (08) (26) (54) (08)
UNBS has established reporting 10% 29% 00% 49% 14% 3.50 1.03
timeframe (11) (30) (00) (50) (14)
With reference Table 4.10, as to whether UNBS has carried out data collection, 54% of the
respondents strongly agreed with the statement, 14% of the respondents agreed with the
statement whereas 10% and 17% of the respondents disagreed with the statement
respectively. The mean of 3.52 indicated those who agreed with the statement respectively
and the standard deviation of 1.28 indicated those with deviating responses from the
statement. The results imply that the programme has data collection methods in place used to
collect data to measure progress of project objectives. These have practical procedures for
verifying consistence, accuracy and completeness of data and staff endeavour to adequately
follow and implement review checks. The findings are supported by the views of the key
informant who revealed that:
All data collection methods by used are checked before entering them in STEP
system, then gaps can be detected and corrected before data is entered, and
all reports developed by implementing staff in the cluster are reviewed and
review tools with comments shared with staff (KII/005/12/02/2023).
Findings further indicate that data collection has increased cost effectiveness, with 64%
strongly agreeing with the statement, 13% were not sure of the statement whereas 11% of the
respondents disagreed with the statement. The mean of 3.68 indicate those who were satisfied
with the statement and standard deviation 0.99 indicated those with deviating responses.
On the statement UNBS has carried out data analysis, 51% of the respondents agreed with the
statement whereas 29% strongly agreed with the statement and minority of the respondents
disagreed with the statement. The mean of 3.49 indicate those who were not satisfied with
statement and standard deviation of 0.80 indicate those with deviating responses. This implies
47
that management is also able to explore various alternatives and analyse the possible results
before making decisions and commitments
As to whether data analysis has increased quality service delivery, 52% of the respondents
agreed with the statement, whereas of the respondents 25% were not sure of the statement.
The mean of 3.57 indicated those who were satisfied with statement and the standard
deviation of 1.00 indicate those with deviating responses.
As to whether UNBS has established reporting timeframe, 49% of the respondents agreed
with the statement, 29% of the respondents disagreed with the statement. The mean of 3.50
indicate those who were fairly satisfied with the statement and standard deviation of 1.03
indicate those with deviating responses from the statement. This implies that reporting time
frame enables UNBS to periodically monitor performance and take timely corrective
action.The findings are supported by the key informant who asserts that:
Data analysis enables profiling of strategies and risks. Management is able to
use the analysis to prioritize resources that enhance performance
(KII/005/12/02/2023).
Table 4.11: Pearson Correlation Coefficient for Strategy reporting and Organizational
performance at Uganda National Bureau of Standards
Correlation coefficients
Strategy Organizational
reporting performance
Strategy reporting Pearson correlation 1 .569
Sig.(2-tailed) .000*
N 103 103
Organizational Pearson correlation .569 1
performance Sig.(2-tailed) .000*
N 103 103
*Correlation is significant at 0.01 level (2-tailed)
Pearson correlation results as presented in table 4.12 depicts a strong positive correlation
between Strategy reporting and organizational performance in Uganda National Bureau of
Standards (r=.569). The study results further indicated a significant statistical relationship
48
confirmed that Strategy reporting has positive significant relationship with organizational
has stated in chapter one is held.
H3: There is a significant relationship between Strategy reporting and organizational
performance at Uganda National Bureau of Standards.
CHAPTER FIVE
SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATION
5.1 Introduction
This study focused on effect of organizational factors on organizational performance in
UNBS, Uganda. This chapter presents a summary, discussion of findings, conclusions and
recommendations made by the study, and all these are in line with the research objectives
which include; to examine Strategic Direction and organizational performance at UNBS, to
establish Strategy communication and organizational performance at UNBS and to determine
Strategy reporting and organizational performance at UNBS.
5.2 Summary of the study findings
This section provides a summary to the study findings according to research objectives which
include, to examine Strategic Direction and organizational performance at UNBS, to establish
Strategy communication and organizational performance at UNBS and to determine Strategy
reporting and organizational performance at UNBS.
5.2.1 Strategic Direction and organizational performance at UNBS.
The results indicate the results as presented in table 4.8 depicts a strong positive relationship
between Strategic Direction and organizational performance at Uganda National Bureau of
Standards (r = .702). The study results further indicated a significant statistical relationship
confirmed that Strategic Direction has positive significant relationship with organizational
has stated in chapter one is held.
49
5.2.2 Strategy communication and organizational performance at UNBS.
The results indicate the Pearson correlation results as presented in table 4.10 depicts a strong
positive relationship between Strategy communication and organizational performance in
Uganda National Bureau of Standards (r = .669). The study results further indicated a
significant statistical relationship between the study variables given that p-value
(p=.000<0.05). Hence, the results have confirmed that Strategy communication has positive
significant relationship with organizational performance at Uganda National Bureau of
Standards. Therefore the alternative hypothesis has stated in chapter one is held.
The study found out that strategy communication had a positive influence on performance of
UNBS. Effective and constant communication of strategies to stakeholders through deliberate
communication programs and diversifying the communication channels yielded to success of
the UNBS external and internal activities. Nonetheless, giving feedback and constant
communication amongst the employees did not have a considerable impact in enhancing
performance.
5.2.3 Strategy reporting and organizational performance at UNBS.

positive correlation between Strategy reporting and organizational performance in Uganda
National Bureau of Standards (r=.569). The study results further indicated a significant
statistical relationship between the study variables given that p-value (p=.000<0.05). Hence,
the results have confirmed that Strategy reporting has positive significant relationship with
organizational performance at Uganda National Bureau of Standards. Therefore the
alternative hypothesis has stated in chapter one is held.
5.3 Discussion of results
This section presents discussion of results according to research objectives
The results indicated a strong positive relationship between Strategic Direction and
organizational performance at Uganda National Bureau of Standards (r = .702). The findings
are in agreement with Ntoiti and Makau (2022) who indicated that organization’s strategic
direction is embedded in its strategic vision and mission statements. Therefore strategic
vision and mission is the starting point in formulating and implementing the firm’s strategies.
The firm’s strategic vision provides the logical reason for future plans and directions of the
organization. It aims the organization in a particular direction while providing a long term
strategic direction to follow in line with the aspirations of shareholders.
50
Goals provide the framework to organize time, energy and focus to the organization; Goals
motivate the organization to take action and provide a clear road map and path to follow
each day towards goal achievement (Akhtar, Ding & Ge, 2018). Goals provide specific
measurements and achievements to effort, which increases productivity. Setting goals
provides the framework to make measurable progress (Huselid, 2019). Monthly, quarterly
and annual goals give a target to shoot for and a measuring stick to track organizational
progress (Kim & Lee, 2020).
The study findings are supported by Hyginus and Lazarus (2020) who carried out a study
based on the importance of capabilities for strategic direction and performance management
decision. This study found out that generic organizational capabilities have a positive impact
on strategy deployment and on the achievement of overall performance. This study concluded
that generic capability is one of the main drivers of performance and firms seeking high
overall performance would well be advised to ensure that they actively consider their generic
capabilities being the basis of their strategic direction.
The findings also concur with Odita and Bello (2015) who conducted a study on strategic
intent and organizational performance in the banking sector in Nigeria. This study found out
that strategic direction is positively and significantly related to organizational performance.
The study also revealed the existence of a positive relationship between various dimensions
of strategic direction such as goals and objectives, mission and vision with the organization’s
performance. Specifically, the study found that the objectives component of the strategic
direction accounted for 58% variance in organizational performance while mission and vision
accounted for 47 and 19% variations in organization performance respectively. The study
concluded that strategic direction has a significant positive relationship with performance in
the banking industry.
The findings are in agreement with Jakobsen and Jensen (2021) who indicated that Goal
setting can be transformational and trigger new behaviours that guide the firm’s daily actions
and gives employees clear purpose and direction. Setting goals provides a clear purpose and
helps create a measureable road map to success. Goal setting clarifies what matters most in
the organization. Goals also help the organization to use time effectively, improve decision
making, increase focus and make the organization more productive (Kelman & Hong, 2020).
positive relationship between Strategy communication and organizational performance in
Uganda National Bureau of Standards (r = .669). The findings are agreement with Gregory,
51
(2019) who indicated that survey can be used to question an audience over a protracted
period of time. Using an online service the manager can easily create a set of queries and just
continue to collect responses. At the same time, this will reduce bias and allow make better
business decisions from the information. Surveys can be adjusted according to the new
market environment without too much hassle. Surveys are powerful tools when used
correctly by the organization. They can help the organization collect valuable information
that can help improve the organization’s operations and generate future direction for the
organization. Surveys offer significant benefits for organization over other forms of feedback
collection tools that make them more valuable and offer better information.
The findings are in agreement with Gore (2019) who indicated that when organized
efficiently, a team meeting can be one of the most powerful tools in the organization’s
workplace arsenal; it can enable closer collaboration, help with brainstorming and facilitate
communication with the whole team. Team meeting allows all the members of the unit or
organization to convene, communicate and collaborate on shared objectives. To run an
effective team meeting, take the time to evaluate needs and plan accordingly. Regular team
meetings are a great way to develop team alignment. Findings further revealed that when
people connect frequently they are more in sync with what they are working toward together
and each of their roles in that mission.
The study findings are in agreement with Brewer and Walker (2019) who revealed that
workshop may introduce a new idea, inspire participants to further explore it on their own, or
may illustrate and promote actual process practice. It is a great way to teach hands-on skills
as it gives learners an opportunity to try out new methods and fail in a safe environment.
Some of the most valuable experiences a professional can have are when he or she attends a
workshop. Brewer (2020) also revealed that workshop gives you as the professional the best
opportunity to meet other people who share your interests. It is always a pleasure to meet
someone with the same enthusiasm that you do. Attending a workshop is a great way to meet
other people in your area with shared interests. It is not, of course, a guarantee that a
friendship will flourish but it never hurts trying. You will at least be able to find a friend and
somebody who knows your "talk shop," as it were for instance to discuss matters concerning
your work.

positive correlation between Strategy reporting and organizational performance in Uganda
52
Reporting system helps to ensure that everyone in your organization has access to accurate
and up-to-date performance data (Favero & Bullock, 2019). Real-time dashboards, both
internal and public facing, as well as customizable (and attractive) reports enable easier
data-driven decision making for frontline workers, department heads, and elected officials.
By having the right information at their fingertips, staff can make informed choices,
identify areas for improvement, and take proactive actions to drive better organizational
and community outcomes (Eisenhardt, 2019).
National Bureau of Standards (r=.569). The findings are supported by Cummings and Anton,
(2019) who asserts that when senior management and employees are sharing the same
information, there is better communication between them to identify problems areas and find
mutually agreeable solutions. In addition, governments and other public sector organizations
are able to share statistics and progress reports. This is one of the most important benefits
because having the data readily available and clearly communicating it builds trust in
organization and efforts to drive better organizational outcomes. Good management reporting
system promotes cross-functional cooperation across departments and helps decrease any
duplication efforts among team members. Automated reports also save employees countless
hours of sifting through mounds of paperwork in search for data and results.
The findings are in agreement with Ferris, Frink and Hopper (2020) who revealed that
without an effective, functional management reporting system managers are often relying on
their experience alone and employees don’t have a clear sense of direction. Better availability
of information reduces uncertainty and lets managers make decisions based on reliable data.
Good reporting system helps management achieve maximum effectiveness before program or
project reaches crisis level. Management is also able to explore various alternatives and
analyse the possible results before making decisions and commitments. Management
reporting system is essential for any public sector organization that is serious about
improving the performance of their organization.
5.4 Conclusions
The study concluded that Strategic Direction and organizational performance were found to
have a significant positive relationship. This means that Strategic Direction has a positive
effect on organizational performance at UNBS.
The study findings revealed that objective setting practices have a positive significance on
performance of UNBS. It means that improvements in objectives setting practices of forming
basis for leading, guiding and controlling activities, objectives set necessary ground for
53
organizational performance, they involve employees in goal setting and members are fully
involved in setting objectives all have a positive relationship on performance. Therefore the
study concludes that the more UNBS put emphasis on objective setting, the more there is a
clear positive relationship between objective setting practices and performance of the
organization.
The study concluded that strategy communication and organizational performance were
found to have a significant positive relationship. Despite the fact that communication
influenced performance, it was noted that to a larger extent there was no effective
communication practices in the organization. However, the study concludes that
organizations should always seek to adopt organic structures which promote information
sharing, teamwork and coordination of activities to enhance their performance.
The study established that communication was attributed to organizational performance

despite little emphasize on practices that enhance communication. It emerged that centralized
structures were obstacles of effective communication that resulted to successful
implementation of strategies thus organization performance. The study identified that
feedback and creation of awareness among workers on new strategies was affected by rigidity
of the structure that supported top down communication rather than two way approach of
communication.
The study concludes that strategy reporting influences organization performance. From the
studies reviewed, it has been noted that an strategy reporting generally outlines the
underlying assumptions on which the achievement of organization goals depend, the
anticipated relationships between activities, outputs, and outcomes- the logical framework.
The study furthermore concludes that training help implementers and other data collector to
understand questions like “who this is all for who are we gathering information for, how do
we expect they used this information and why have we decided to gather the information in
the ways that we have”. It is important, particularly for those responsible for collecting and
sharing information for the strategy execution that they understand the rationale behind the
system and their role in it.
5.5 Recommendations
The conclusion drawn in the previous section (5.4) of this study provided a basis upon which
recommendations are being made according to the study objectives.
54
5.4.1 Recommendation for policy implementation
The study also recommends that strategy implementation policies should be re-evaluated to
enhance performance of institutions and to align policies with stakeholder demands and the
emerging trends in implementation of strategies. Again the study recommends that specific
ministries should evolve comprehensive structures on which relevant institutions under them
can anchor implementation policies in tandem with their strategic objectives.
It is also recommended that UNBS top management considers adopting practices such as
allocating more resources to physical and human resources proportionate to the team
executing the strategy. UNBS needs to lobby for more resources from government and
development partners. Deliberate programs and collaborative projects involving stakeholders
in development of strategies should be considered for better implementation of strategies.
The study found out that even though communication influenced organization performance,
to a larger extent structures adopted discouraged two way communication. Therefore, this
study recommends that UNBS should review the organization structure and adopt a more
efficient and effective structures that encourage two-way communication approach for
effective strategy implementation and organization performance.
5.5.3 The effect of Strategy reporting on organizational performance
There is need for data audit. This should entail the review of strategy reporting to address
needs arising from the use of software for analysis and allow for adjustments of monitoring
and evaluation plan when the approach changes.
An information system should be tailor-made in order to make it more user-friendly to data
clerks and should be updated as and when data is collected. It should be easy to store and
retrieve information and perform data analyses.
The study recommends that effective planning be put in place by the Strategy execution team
and management. A Strategy execution team member should ensure that their Strategy
execution aligns with the organizational objectives.
5.6 Recommendations for Further Research
Previous studies suggest the importance of gender diversity in top management for
performance of organisations; however, this variable was not tested in this study and is
therefore an opportunity for further investigation to ascertain the difference in organisational
performance on the basis of gender representation in top leadership positions. It is of interest
to ascertain why this is the case. Further, though this study considered strategic leadership,
55
which is informed by Strategic Leadership Model, and aspects of transformational leadership,
there are needed to conduct more studies based on other leadership constructions such as
virtuous leadership.
5.7 Limitations of the study
The study adopted cross-sectional research design to establish the problem that was under
investigation. However, future studies should seek to adopt longitudinal and exploratory
research design to investigate similar problems in the same context or other contexts. The
study adopted a cross sectional and exploratory research designs to collect data. However,
future studies should seek adopt longitudinal or case study research designs to collect
information from finite population.
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APPENDICES
APPENDIX A: QUESTIONNAIRE FOR OPERATION STAFF AT UNBS
Dear respondent
I am Innocent Giboni Majeme a student at Uganda Management Institute pursuing a master’s
degree in Public Administration. I am carrying out a research study entitled “Strategy
Execution and Organizational Performance at UNBS”. You are among the respondents
randomly selected to provide information. You are kindly requested to respond to the
questions by ticking the appropriate box or you can write a brief statement where applicable.
62
The information provided will be kept confidential and will only be used for academic
purposes.
PART A: BIO DATA OF THE RESPONDENTS

Please tick (√) the box that matches your answer to the questions and give the answers in the
spaces provided as appropriate.
1. Gender of Respondent
Female [ ] Male [ ]
2. Respondent’s Age
20 to 29 years [ ] 30 to 39 years [ ] 40 to 49 years [ ] 50 and above years [ ]
3. Please indicate your highest level of Education:
Masters [ ] Bachelors [ ] Diploma [ ] Certificate [ ] Others [ ]
4. How long have you worked at UNBS?
1- 4years [ ] 5 – 9 years [ ] 10 -14 years [ ] 15 and above years [ ]
PART B: Organizational performance, Strategic Direction, Communication and

Reporting
This part comprises of four sections providing questions pertaining to the research variables.
Please indicate by ticking according to the scale below your order of preference. Using a
Likert scale of 1 – 5 to rate the following alternatives from A – I where 1 – Strongly
Disagree (SD), 2 – Disagree (D), 3- Not Sure (NS), 4 - Agree (A) and 5 - Strongly Agree
(SA). Please kindly tick where appropriate
SECTION A: ORGANIZATIONAL PERFORMANCE RANKING

SD D NS A SA
1 2 3 4 5
a) UNBS has registered an increase in operational efficiency
b) UNBS has offered its services in time
c) UNBS has offered quality services to the public
d) UNBS has complied with quality international standards
e) UNBS has registered cost effectiveness
63
f) UNBS has responded to needs of its clients in time
g) UNBS has registered an increase in value for money
h) UNBS has incurred cost reduction
SECTION B: STRATEGIC DIRECTION SD D NS A SA
1 2 3 4 5
Vision
a) UNBS has set processes to be followed by the leadership team
as far as organizational performance is concerned
b) Resource planning has increased operational efficiency
Mission
c) UNBS has a description of where it is going and what it will
look like when it gets there as regards organizational
performance
d) UNBS leadership sets timeline for performance target
completion and has reached its milestones
e) Time scheduling has increased operational efficiency
Objectives or Goals
f) UNBS has carried out goal setting
g) Goal setting has increased quality service delivery
h) UNBS sets attainable, time-bound and specific objectives to
be achieved as regards organizational performance
i) The goals set by the leadership team of UNBS helps achieve
organizational performance
SECTION C: STRATEGY COMMUNICATION SD D NS A SA
1 2 3 4 5
Surveys
a) UNBS has carried out surveys
b) Surveys have increased operational efficiency
c) Surveys have increased cost effectiveness
Team meetings
d) UNBS has organized team meetings
e) Team meetings have increased quality service delivery
f) Team meetings have increased operational efficiency
64
Workshops
g) UNBS has organized workshops
h) Workshops have increased cost effectiveness
SECTION D: Strategy Reporting SD D NS A SA
1 2 3 4 5
Data collection
a) UNBS has carried out data collection
b) Data collection has increased operational efficiency
c) Data collection has increased cost effectiveness
Data analysis
d) UNBS has carried out data analysis
e) Data analysis has increased quality service delivery
f) Data analysis has increased operational efficiency
Reporting timeframe
g) UNBS has established reporting timeframe
h) Reporting timeframe has increased quality service delivery
Thank you for your cooperation
APPENDIX B: INTERVIEW GUIDE FOR TOP MANAGEMENT AT UNBS

Dear respondent,
I am Innocent Giboni Majeme a student at Uganda Management Institute pursuing a master’s
degree in Public Administration. I am carrying out a research study entitled “Strategy
Execution and Organizational Performance at UNBS”. You are among the respondents
purposively selected to provide information and the information provided will be kept
65
confidential and will only be used for academic purposes. This interview will take only 30
minutes.
Part A: Strategic direction and Organizational performance
i. How has resources planning contributed to organizational performance at UNBS?
ii. How has time scheduling contributed to organizational performance at UNBS?
iii. How has goal setting contributed to organizational performance at UNBS?
Part B: Communication and Organizational performance
i. How have surveys contributed to organizational performance at UNBS?
ii. How have team meetings contributed to organizational performance at UNBS?
iii. How have workshops contributed to organizational performance at UNBS?
Part C: Reporting and Organizational performance
i. How has data collection contributed to organizational performance at UNBS?
ii. How has data analysis contributed to organizational performance at UNBS?
iii. How has reporting timeframe contributed to organizational performance at UNBS?
Thank you for your cooperation
APPENDIX D: TABLE DETERMINING SAMPLE SIZE FROM A GIVEN

POPULATION
N S N S N S N S N S
10 10 100 80 280 162 800 260 2800 338
15 14 110 86 290 165 850 265 3000 341
20 19 120 92 300 169 900 269 3500 246
25 24 130 97 320 175 950 274 4000 351
66
30 28 140 103 340 181 1000 278 4500 351
35 32 150 108 360 186 1100 285 5000 357
40 36 160 113 380 181 1200 291 6000 361
45 40 180 118 400 196 1300 297 7000 364
50 44 190 123 420 201 1400 302 8000 367
55 48 200 127 440 205 1500 306 9000 368
60 52 210 132 460 210 1600 310 10000 373
65 56 220 136 480 214 1700 313 15000 375
70 59 230 140 500 217 1800 317 20000 377
75 63 240 144 550 225 1900 320 30000 379
80 66 250 148 600 234 2000 322 40000 380
85 70 260 152 650 242 2200 327 50000 381
90 73 270 155 700 248 2400 331 75000 382
95 76 270 159 750 256 2600 335 100000 384
Note: “N” is population size
“S” is sample size.
Krejcie, Robert V., Morgan, Daryle W., “Determining Sample Size for Research Activities”,
Educational and Psychological Measurement, 1970.
67
APPENDIX C: PLAGIARISM REPORT
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STRATEGY EXECUTION AND PERFORMANCE OF PUBLIC ORGANIZATIONS IN

UGANDA: A CASE OF UGANDA NATIONAL BUREAU OF STANDARDS

INNOCENT GIBONI MAJEME

A DISSERTATION SUBMITTED TO THE SCHOOL OF MANAGEMENT SCIENCE

Sign ……………………………………. Date………………………………..

INNOCENT GIBONI MAJEME

Sign ……………………………………. Date………………………………..

Uganda Management Institute

LIST OF ACRONYMS AND ABBREVIATIONS.............................................................xii

1.2 Background of the Study......................................................................................................1

1.2.1 Historical Background......................................................................................................1

1.2.2 Theoretical Background....................................................................................................3

1.2.3 Conceptual Background....................................................................................................4

1.2.4 Contextual Background.....................................................................................................5

1.3 Statement of the Problem.....................................................................................................6

1.4 General objective.................................................................................................................7

1.5 Specific objectives of the study............................................................................................8

1.6 Research Question................................................................................................................8

1.7 Research Hypotheses...........................................................................................................8

1.8 Conceptual Framework........................................................................................................8

1.9 Justification of the Study......................................................................................................9

1.11 Scope of the Study...........................................................................................................11

1.11.1 Geographical Scope......................................................................................................11

1.11.2 Content Scope...............................................................................................................11

1.11.3 Time Scope....................................................................................................................11

1.12 Operational definitions and key terms.............................................................................11

2.2 Theoretical Review............................................................................................................13

2.3 Review of related literature................................................................................................14

2.3.1 Strategic direction and organizational performance at UNBS........................................14

2.3.2. Strategy Communication and Performance of Public Organizations............................17

2.3.2.2 Team meetings and Organizational Performance........................................................18

2.3.3 Strategy reporting and Performance of Public Organizations.........................................20

2.3.3.1 Data collection and Organizational Performance........................................................20

2.3.3.2 Data analysis and Organizational Performance...........................................................20

2.3.3.3 Reporting system and Organizational Performance.....................................................21

2.4 Summary of Literature Review and Gaps Identified.........................................................21

3.2 Research Design.................................................................................................................22

3.3 Study Population................................................................................................................22

3.4 Sample Size Determination and Selection.........................................................................22

3.5.1 Probability Sampling.......................................................................................................23

3.5.1.1 Simple Random Sampling............................................................................................23

3.5.2 Non –Probability Sampling.............................................................................................24

3.5.2.1 Purposive Sampling.....................................................................................................24

3.6 Data Collection Methods....................................................................................................24

3.6.1 Questionnaire Survey......................................................................................................24

3.6.3 Documentary review method..........................................................................................25

3.7 Data collection instruments................................................................................................25

3.7.2 Interview Guide...............................................................................................................26

3.7.3 Documentary Review Checklist......................................................................................26

3.8 Data Quality Control..........................................................................................................26

3.8.1 Validity of data collection instruments...........................................................................27

3.8.2 Reliability of data collection instruments.......................................................................28

3.9 Procedures of Data Collection...........................................................................................28

3.10 Data Analysis...................................................................................................................29

3.10.1 Quantitative Data Analysis...........................................................................................29

3.11 Measurement of Variables...............................................................................................30

3.12 Ethical Considerations.....................................................................................................30

PRESENTATION, DISCUSSION, AND ANALYSIS OF FINDINGS.............................32