The Impact of Culture on Performance Appraisal Reforms in Africa
The Case of Uganda’s Civil Service
Datos Bibliográficos
| ID | 9366269 |
|---|---|
| Autores | Gerald Kagambirwe Karyeija (0000-0001-6303-2104, Uganda Management Institute, autor de correspondencia) |
| Año | 2012 |
| Volumen | 8 |
| Número | 4 |
| Fecha de publicación | 2012-03-27 |
| Peer Reviewed | Sí |
| Open Access | Sí |
| Tipo | ARTICLE |
| Revista | Asian Social Science (JOURNAL) |
| Identificadores de la revista | ISSN: 1911-2017 • E-ISSN: 1911-2025 |
| Editorial | Canadian Center of Science and Education (PUBLISHER) |
| DOI | 10.5539/ass.v8n4p159 |
| OpenAlex | W1977655835 |
| Idioma | EN |
| Citas recibidas | 1 |
| Referencias citadas | 21 |
This article explores the impact of administrative culture on performance appraisal reforms in Uganda’s civil service. Data gathered from 147 questionnaires, 29 interviews and various documents indicates that administrative culture sabotages the actual conduct of performance appraisals and undermines its institutionalization. The study supports the use of power distance and uncertainty avoidance. The additional dimensions of political (neutrality) biasness and ethnicity are a highly relevant addition to the literature on administrative culture and its linkage to instruments of management. Thus, for the successful introduction of performance appraisals, culture matters because the performance appraisal is imposed from abroad and requires a compatible host administrative culture in order to take root. In this case, the host administrative culture was not compatible in many respects with the values underlying the appraisal reforms. Although the Ugandan government introduced appraisal reforms, incompatibility between the values embedded in the appraisal and the host administrative culture watered down the reform
Business · Civil service · Economics · Government (linguistics · Institutionalisation · Linkage (software · Management · Order (exchange · Organizational culture · Performance appraisal · Political science · Politics · Public relations · Public service · Service (business · Accounting and Organizational Management · Global and Cross-Cultural Management · Law · Organizational Strategy and Culture · Public Administration · Finance · Marketing
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| Obras citantes distintas | 1 |
|---|---|
| Citas por año | 0,08 |
| Intervalo de citas | 2014 - 2014 (1) |
| Velocidad de citación | historical |
| Altamente citado | No |
| Tipos de cita | Neutras: 1 |