IBPP Note. The concluding segment of this article provides theory, empirical data, and analysis on some political psychological consequences of organizational retrenchment in a political bureaucracy within a country often unattended to by Western researchers. It was written by Dr. Peter Baguma, Senior Lecturer, Institute of Psychology, Makerere University, Kampala, Uganda, and International Editor, IBPP. Dr. Baguma can be reached at email@example.com.
Abstract. This study set out to assess the short-term effects of a retrenchment exercise on individual and organisational performance in the Uganda civil service. In all, 247 senior and lower rank employees from 6 civil service ministries were administered a questionnaire that measured individual performance, factors hindering employee performance and suggestions on how performance could be improved, and organisational performance factors. The majority of participants reported retrenchment had positive or unknown effects on individual performance. Factors hindering employee performance were inadequate funding, lack of motivation, work overload, and lack of tools--to mention but a few. Providing a living wage, improved incentives, and training were some of the factors identified that could lead to improved performance. The majority of participants also reported that retrenchment had positive or no effects on organisational performance. Specific recommendations are given in the text. (Note: The Introduction for this article was posted in the June 29th Issue of IBPP.)
"Short Term Effects of the Retrenchment Exercise on Individual and Organisational Performance in the Uganda Civil Service: Part II,"
International Bulletin of Political Psychology: Vol. 11
, Article 3.
Available at: https://commons.erau.edu/ibpp/vol11/iss1/3
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