Juliet Final Dissertation

STAFF MOTIVATION AND PROCUREMENT PERFORMANCE IN OTUKE
DISTRICT LOCAL GOVERNMENT
BY
JULIET EKUT ACHIRO
18/MPP/KLA/WKD/0002
A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS AND
MANAGEMENT IN PARTIAL FULFILLMENT OF TH REQUIREMENTS
FOR THE AWARD OF A MASTERS DEGREE IN PUBLIC PROCUREMENT
MANAGEMENT OF UGANDA MANAGEMENT INSTITUTE
OCTOBER, 2022
DECLARATION
I, Juliet Ekut Achiro Reg NO 18/MPP/KLA/WKD/0002, declare that this dissertation entitled
“Staff motivation and procurement performance in Otuke District Local Government” is my own
original work and it has not been presented and will not be presented to any other institution for
any academic award. Where other people’s work has been used, this has been duly
acknowledged.
Sign ……………………………………. Date………………………………..
JULIET EKUT ACHIRO
18/MPP/KLA/WKD/0002
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APPROVAL
This is to certify that this dissertation by Juliet Ekut Achiro Reg NO 18/MPP/KLA/WKD/0002
entitled, “Staff motivation and procurement performance in Otuke District Local Government”
has been submitted for examination with my approval as Institute supervisor.
Sign ……………………………………. Date………………………………..
Assoc. Prof. Maria Kaguhangire-Barifaijo

Uganda Management Institute
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DEDICATION
This dissertation is dedicated to my family members most especially my dear husband, my
Sisters and my parents for their financial support and moral encouragement.
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ACKNOWLEDGEMENT
I am deeply indebted to my research supervisor for her patience with my inadequacies as she
guided me through the research process. Without your parental and professional input, this
research would have been difficult to elevate to its current level.
I acknowledge with gratitude the contributions and co-operation made by the respondents from
Otuke District Local Government for their willingness to provide the necessary information
when I visited their college during the research process. Without their cooperation, this study
would have been impossible to accomplish.
I also thank my colleagues at Uganda Management Institute, my research assistant Womayi
Samson persons who dealt with secretarial work and those who read through the questionnaires
and perfected the draft report.
I deeply treasure the contributions of all the above persons 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 ACROYMNS...............................................................................................................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..........................................................................................................6
1.3. Statement of the problem..........................................................................................................7
1.4 Purpose of the study...................................................................................................................8
1.5 Objectives of the study..............................................................................................................9
1.6 Research questions.....................................................................................................................9
1.7 Hypotheses of the study.............................................................................................................9
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1.8 Conceptual Framework..............................................................................................................9
1.9 Significance of the study.........................................................................................................11
1.10 Justification of the study........................................................................................................12
1.11.1 Geographical Scope............................................................................................................12
1.11.2 Content scope......................................................................................................................12
1.11.3 Time scope..........................................................................................................................13
1.12. Operational definitions.........................................................................................................13
CHAPTER TWO.........................................................................................................................14
LITERATURE REVIEW...........................................................................................................14
2.1. Introduction.............................................................................................................................14
2.2 Theoretical review...................................................................................................................14
2.3 Conceptual Review..................................................................................................................15
2.3.1 Staff motivation....................................................................................................................15
2.3.2 Procurement performance.....................................................................................................15
2.4 Related Literature Review.......................................................................................................15
2.4.1 Performance management and procurement performance...................................................15
2.4.2 Training and procurement performance...............................................................................18
2.4.3. Rewards management and procurement performance.........................................................21
2.5. Summary of literature Review /Conclusion...........................................................................24
CHAPTER THREE.....................................................................................................................25
RESEARCH METHODOLOGY...............................................................................................25
3.1. Introduction.............................................................................................................................25
3.2. Research Design.....................................................................................................................25
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3.3. Study Population.....................................................................................................................25
3.4. Sample Size and Selection......................................................................................................26
3.5. Sampling Techniques and Procedures....................................................................................27
3.5.1 Simple random sampling......................................................................................................27
3.5.2 Purposive sampling...............................................................................................................27
3.6. Data Collection Methods........................................................................................................27
3.6.1. Interview method.................................................................................................................28
3.6.2. Questionnaires survey method.............................................................................................28
3.6.3. Documentary Review method.............................................................................................28
3.7 Data Collection Instruments....................................................................................................29
3.7.1. Interview guide....................................................................................................................29
3.7.2. Questionnaire guide.............................................................................................................29
3.7.3. Documentary checklist........................................................................................................30
3.8. Reliability and validity measurement scale............................................................................30
3.8.1. Reliability of instruments....................................................................................................30
3.8.2. Validity of instruments........................................................................................................31
3.9. Procedure of Data Collection..................................................................................................32
3.10. Data Analysis........................................................................................................................32
3.10.1. Analysis of Qualitative data...............................................................................................32
3.10.2. Quantitative Analysis.........................................................................................................32
3.11 Measurement of Variables.....................................................................................................33
3.12 Ethical Considerations...........................................................................................................33
CHAPTER FOUR.......................................................................................................................35
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DATA PRESENTATION, ANALYSIS AND INTERPRETATION......................................35
4.1 Introduction..............................................................................................................................35
4.2 Response rate...........................................................................................................................35
4.3 Findings on background characteristics...................................................................................36
4.3.1 Age of the respondents.........................................................................................................36
4.3.2: Gender of the respondents...................................................................................................37
4.3.3: Marital status of the respondents.........................................................................................38
4.3.4: Education level of respondents............................................................................................39
4.3.5 Years of Service....................................................................................................................40
4.4.1 Procurement performance.....................................................................................................40
4.4.2 Performance management and procurement performance...................................................43
4.4.2.1: Simple linear regression analysis for Performance management and procurement
performance...................................................................................................................................46
4.4.3 Training and procurement performance in Otuke District Local Government....................47
4.4.3.1 Simple linear regression analysis for training and procurement performance..................51
4.4.4 Reward management and procurement performance in Otuke District Local Government 51
4.4.4.1 Simple linear regression analysis for reward management and procurement performance
.......................................................................................................................................................53
CHAPTER FIVE.........................................................................................................................54
SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATION.....................54
5.1 Introduction..............................................................................................................................54
5.2 Summary of findings...............................................................................................................54
5.2.1 Performance Management and Procurement performance...................................................54
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5.2.2 Training Practices and Procurement performance................................................................54
5.2.3 Reward Management and Procurement performance...........................................................54
5.3 Discussion of Results...............................................................................................................55
5.3.2 Training and Procurement performance...............................................................................57
5.3.3 Reward management and Procurement performance...........................................................58
5.4 Conclusion...............................................................................................................................60
5.4.1 Performance management and Procurement performance...................................................60
5.4.3 Rewards management and Procurement performance.........................................................61
5.5 Recommendations....................................................................................................................62
5.5.3 Reward Management and Procurement performance...........................................................64
5.7 Areas recommended for further research................................................................................65
REFERENCES...............................................................................................................................i
APPENDICES...............................................................................................................................vi
APPENDIX 1: QUESTIONNAIRE FOR DISTRICT EXECUTIVES AND ELECTED
LEADERS.....................................................................................................................................vi
APPENDIX II: INTERVIEW GUIDE FOR CAO, HEADS OF DEPARTMENTS AND
SERVICE PROVIDERS...............................................................................................................x
LIST OF TABLES
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Table 3.1: Sample Size of Respondents........................................................................................20
Table 3.2: Reliability test results of research instruments.............................................................23
Table 3.3: Results of content validity for research tools...............................................................23
Table 4.4: Response Rate..............................................................................................................27
Table 4.5: Age of the Respondents................................................................................................28
Table 4.6: Years of Service...........................................................................................................32
Table 4.7: Performance management and procurement performance in Otuke District Local
Government...................................................................................................................................33
Table 4.8: Correlation Matrix for Performance management and procurement performance......35
Table 4.9: Training and procurement performance in Otuke District Local Government............36
Table 4.10: Correlation Matrix for training and procurement performance..................................39
Table 4.11: Reward management and procurement performance in Otuke District Local
Government...................................................................................................................................40
Table 4.12: Correlation Matrix for reward management and procurement performance..............41
Table 4.13: Multiple Regression Analysis for staff motivation and Procurement performance...42
Table 4.14: Procurement performance..........................................................................................43
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LIST OF FIGURES
Figure 1.1: Conceptual Framework showing the relationship between motivation and
procurement performance................................................................................................................8
Figure 4.2: Gender of respondents.................................................................................................29
Figure 4.3: Highest Level of Education the Respondents.............................................................31
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LIST OF ACROYMNS
HRM: Human resource management
OJT: Off the Job Training
OJT: On the Job Training
POS: Perceived Organizational Support
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ABSTRACT
The study focused on staff motivation and procurement performance in Otuke District Local
Government. The study was specifically premised on the following research objectives: to
determine the influence of performance management on procurement performance in Otuke
District Local Government, to establish the influence of training on procurement performance in
Otuke District Local Government and to determine the influence of reward management on
procurement performance in Otuke District Local Government. The study adopted a cross-
sectional survey design in where both quantitative and qualitative approaches were used. In this
study, a total number of 61 questionnaires were distributed and all were returned representing a
response rate of 100% and also 23 different interviews were conducted. Results showed a strong
positive and significant effect of performance management on procurement performance (r =.275
**, Sig =.001) meaning that any additional unit invested in performance management would
yield much improvement in procurement performance. Results showed a strong positive and
significant effect of training on procurement performance (r =.501 **, Sig =.001) meaning that
any additional unit invested in training would yield much improvement in procurement
performance. Finally, results showed there is a strong positive and significant effect of reward
management on procurement performance (r =.601 **, Sig =.001) meaning that any additional
unit invested in reward management would yield much improvement in procurement
performance. It is recommended that Otuke District Local Government should identify areas of
improvement in the implementation of performance management system and align their
practice(s) with national norms and standards as determined by the Department of Public Service
and Administration in order to consolidate performance management system to Procurement
performance. There is to need to improve on off job training at Otuke District Local
Government where more efforts are required for management should support its staff for training
courses through allocating funds to improve on the skills and knowledge through sponsoring for
formal academic programmes
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CHAPTER ONE
INTRODUCTION
1.1. Introduction
This study assessed the effects of staff motivation and procurement performance in Otuke
District Local Government. Staff motivation is conceived as independent variable in this study
while Procurement performance is the dependent variable. In order to ensure public
accountability and value for money through procurement transactions, The procurement and
disposal units of public entities in Uganda are faced with the problems of not complying with the
procedures, lack of motivation and are therefore unable to determine their efficiency and
effectiveness. This introductory chapter discussed the background, the statement of the problem,
purpose of the study, the specific objectives of the study, research questions, hypotheses of the
study, conceptual framework, the significance of the study, justification of the study, scope of the
study, and operational definitions of terms and concepts.
1.2. Background of the study
1.2.1. Historical background
Procurement performance was not truly recognized until the 1800s, (Shaw, 20l0). During the
Industrial Revolution, in 1886, the status of the procurement function became the 'Supplying
Department. Unfortunately, the World Wars forced procurement initiatives to shift back away
from a strategic role to strictly clerical due to the scarcity of raw materials, services and supplies.
It was not until the mid-l 960s that procurement once again took on managerial role, on a wide-
scale. The 1980s saw a significant increase in supplier competition, putting more focus on
supplier quality and dependability. Contract management became an important factor in
procurement and so is it today. By the late 1990s, the role of procurement began its transition
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into strategic sourcing looking at suppliers as partners and long-term contracts, (Waswa & Juma,
2013). This was the beginning of procurement's modem day evolution.
The Common Market for East and Southern Africa (COMESA, 2011) guidelines observe that
neither the COMESA Procurement Directive, nor the UNCITRAL Model Law, specifically
address subject of contract management (Harpe, 2015). In several African countries, few articles
have rigorously analyzed and empirically tested the factors that actually affect a government
agency's decision to manage contracts. Within the relatively scarce empirical evidence on
contracting decisions and management (Dzuke & Naude, 2017), there is yet little information on
the effectiveness of contract management specific to public procurement.
In Uganda Public procurement was centralized and carried out by Crown Agents on behalf of
government in l964; Central Tender Board Regulations were introduced 1977; Public
procurement reforms were initiated in 1997; Introduction of the 2000 Regulations that
decentralized public procurement was in 200l (Byaruhanga & Basheka, 2017). Introduction of
the Public Procurement and Disposal of Public Assets Act and Regulations was in 2003;
Creation of the Public Procurement and Disposal of Public Assets (PPDA) Authority was also in
2003; Amendment of the Local Government (LG) Act and introduction of the LG (PPDA)
Regulations was in 2006; The Institute of Procurement Professionals of Uganda was formed in
2008; The PPDA Act was amended in 2012 and 2014. These reforms have made procurement a
strategic function that has had a positive impact on the development of Uganda and created
professionalism in the procurement sector where Public Procurement contributes about 70% of
Uganda's total budget, (Tumutegyereize. 2013; PPDA, 2017).
Otuke District Procurement Performance Measurement System Report (PPMS, 2009) reveals
that the procurement records with the lowest level of compliance are those that relate to contract
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management, and, in particular, the Contract implementation Plan where compliance levels were
at 26%, while compliance levels for records relating to contract completion was assessed at 54%.
Furthermore, the Auditor General's findings in the Audit Report for year ending June 201I,
established that the key issues affecting procurement of works at Local Government level
include: the lack of adequate supervision by engineers, and poor quality output and payment for
no work undertaken or less work done than specified under the contracts.
1.2.2. Theoretical background
The study was guided by Frederick Herzberg’s two factor theory of motivation which was
initiated in 1959. This theory is one of the content theories of motivation. This attempt to explain
the factors that motivate individuals through identifying and satisfying their individual needs,
desires and the aims pursued to satisfy these desires. This theory of motivation is known as a two
factor content theory. It is base d upon the deceptively simple idea that motivation can be
dichotomized into hygiene factors and motivation factors and is often referred to as a ‘two need
system’. These two separate ‘needs’ are the need to avoid unpleasantness and discomfort and, at
the other end of the motivational scale, the need for personal development. A shortage of the
factors that positively encourage employees (the motivating factors) will cause employees to
focus on other, non-job related ‘hygiene’ factors.
Ball, (2003) further intimated that the most important part of this theory of motivation is that the
main motivating factors are not in the environment but in the intrinsic value and satisfaction
gained from the job itself. It follows therefore that to motivate an individual, a job itself must be
challenging, have scope for enrichment and be of interest to the jobholder. Motivators
(sometimes called ‘satisfiers’) are those factors directly concerned with the satisfaction gained
from a job, such as: the sense of achievement and the 6 intrinsic value obtained from the job
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itself; the level of recognition by both colleagues and management, the level of responsibility,
opportunities for advancement and the status provided.
The application of this theory in procurement is that Herzberg argued that job enrichment is
required for intrinsic motivation, and that it is a continuous management process. According to
Herzberg: the job should have sufficient challenge to utilize the full ability of the employee,
Employees who demonstrate increasing levels of ability should be given increasing levels of
responsibility. If a job cannot be designed to use an employee's full abilities, then the firm should
consider automating the task or replacing the employee with one who has a lower level of skill.
If a person cannot be fully utilized, then there was a motivation problem.
1.2.3. Conceptual background
The key terms in the conceptual framework that informs this study are: Procurement
Performance, Motivation, training, reward management.
According to Consultancy (2022), procurement performance entails how well organizational
procurement objectives have been attained. The extent to which procurement function is able to
obtain best value for spent organizational money to purchase products and services is the best
indicator of procurement performance. This entails two major aspects; efficiency and
effectiveness. Procurement efficiency is the association that exists between planned and actual
required resources needed to realize formulated goals and objectives as well as their related
activities. Effectiveness in procurement takes into consideration 3 various indicators for instance;
delivery management, supplier quality, suppliers flexibility and profile, inventory incoming on-
time, order cycle time, material quality defects and documentation.
Shalle et al (2014) deduced that procurement performance can be assessed by focusing on
delivery, flexibility, quality, cost and technology. Optimal performance attainment is dependent
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on how current suppliers` relationships are managed so as to ensure constant availability of
needed quality supplies at the organization.
Jawabri et al., (2022) defined staff motivation as the psychological forces within a person that
determines the direction of that person’s behavior in an organization. Element in the above
definitions are: ‘effort’ -a measure of intensity that maximizes employees potential capacity to
work in a way that is appropriate to the job; ‘persistence’ the application of effort work-related
tasks employees display over a time period; and ‘direction’ emphasizes that persistent high level
of work-related effort should be channeled in a way that benefits the work environment.
‌Ingabire (2019) also defined motivation as an internal state that causes people to behave in a
particular way to accomplish particular goals and purposes.
Performance management is a strategic and integrated approach to ensuring lasting success in the
work of organizations, by improving the performance of the organization, teams and individuals
Performance management should be understood as a continuous process, reflecting normal
management practices, not "special techniques" imposed on managers Rasool et al,. (2019). The
major contribution of performance management is the focus on achieving results, for example
products and services for customers inside and outside the organization.
Reward management is concerned with the formulation and implementation of strategies and
policies that aim to reward people fairly, equitably and consistently in accordance with their
value to the organization (Anku, Amewugah and Glover, 2018). Reward management consists of
analyzing and controlling employee remuneration, compensation and all of the other benefits for
the employees. Reward management aims to create and efficiently operate a reward structure for
an organization. Reward structure usually consists of pay policy and practices, salary and payroll
administration, total reward, minimum wage, executive pay and team reward.
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Training is teaching or developing in any skills and knowledge that may relate to a specific and
useful competence. It is any activity leading to a skilled behavior (Perucci, 2018). It can also be
seen as the process of teaching employee’s new basic skills to do their job perfectly. According
to Nantege (2022) training is the process of teaching new employees the basic skills they need to
perform in their job. Therefore the art, knowledge and skill to accomplish a specific job in a
specific way are called training
1.2.4. Contextual background
According Ozima, (2003), the origin of the current local governance in Uganda can be explained
by the history of public administration and politics in Uganda, which date back to the colonial
times. At independence, the newly independent nation states inherited centralized systems of
governance from their former colonizers. Otuke District which was formed in 2010 from the then
Lira District is mainly occupied by the Lango ethnic group. The origins of the Langi originated
from Abyssinia in Ethiopia. They are considered to be part of the Nilo-Hamites (also known as
semi-Hamitic) group which includes the Teso, Kumam, Jie and Karamojong tribes. The Lango,
in contrast of their fellows, have adopted the simpler Nilotic tongue. It is believed that their
move from further North into the present habitat took place between the years 1800-1890
approximately.
Otuke District Procurement Performance Measurement System Report (PPMS, 2009) reveals
that the procurement records with the lowest level of compliance are those that relate to contract
management, and, in particular, the Contract implementation Plan where compliance levels were
at 26%, while compliance levels for records relating to contract completion was assessed at 54%.
Furthermore, the Auditor General's findings in the Audit Report for year ending June 201I,
established that the key issues affecting procurement of works at Local Government level
6
include: the lack of adequate supervision by engineers, and poor quality output and payment for
no work undertaken or less work done than specified under the contracts.
ln Otuke district, procurement performance was rated unsatisfactory due to failure to achieve
best value for money through the contract management process. Procurement objectives were not
achieved within defined time, budget and quality and hence resulted into a potential to make the
whole procurement void and resulted in a potential loss of tax payers’ funds in Otuke Local
Government (Auditor General's Report on Otuke District Local Government, 2015; PSST
Presentation on Procurement performance, 2015). For instance, PPDA Annual Procurement &
Disposal Audit Report (2012) carried on procuring and disposal entities (PDE’s) sighted poor
planning or poor execution of the procurement plan in 22 out of the 29 PDE’s, representing
75.9% of the PDE’s. Government of Uganda has invested a lot in public Procurement
performance and public procurement therefore is a strategic tool for efficient Procurement
performance in the country. However, the achievement of results through public procurement
remains a challenge due to Inadequate planning for procurement (PPDA-symposium magazine,
2022). It is against this background that the researcher is compelled to undertake a study on staff
motivation and procurement performance, using Otuke Local Government as a case study.
1.3. Statement of the problem
The procurement function has become increasingly important over the past decades since
procurement has become a major determinant of corporate success. Indeed in Uganda, enactment
of the Public Procurement and Disposal Act PPDA (2003) and the Regulations of 2014 are some
of the reforms that were meant to promote efficiency, effectiveness, accountability and value for
money in public procurement.
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Despite the enactment of the PPDA Act, (2003) and operationalization of various regulations to
improve performance of the procurement function in Uganda, Otuke District has persistently
exhibited highly unsatisfactory procurement performance (96%) for the last three years 2015/16,
2016/17 and 2017/18 (Annual Audit Report 2017/18; PPDA Audit Report, 2015). The PDU still
suffers from poor performance characterized by noncompliance with the Act, lack of staff
motivation to incompetent staff especially on the technical fields and existence of professional
code of ethics and conduct, traditional procurement procedures, and inability to embrace e-
procurement, poor coordination of procurement activities, lack of quality assurance policies, and
provision of office tools such as computer, internet and other supporting equipment, rewards etc,
need for more transparency and accountability, addressing collusion in the tender evaluation and
award. Relatedly, incomplete renovation and expansion of OPD in Olilim HCIII Olilim Sub
County where a contract sum of UGX.47, 558,600 was spent but audit inspection carried out on
24th October 2018 revealed that the project was incomplete and the contractor had abandoned
the site. Incomplete/Abandoned Opening of Acoo ango to Kongo tie cente pe (7km) & Opening
of Cike LC1 to Agago boarder (3.0km). The District awarded a contract to Joint Hands
Investment Ltd at a contract sum of ugx.38, 800,000 funded by District Development Grand.
Missing procurement Data worth UGX 356,707,842 lacked appropriate supporting
documentation (Report of the Auditor General, 2018).This affects the overall performance of the
PDU at Otuke (LG Budget Framework Paper, 2018/19). This study therefore assessed the effects
of staff motivation on procurement performance in Otuke District Local Government.
1.4 Purpose of the study
The purpose of the study is to assess the effects of staff motivation on procurement performance
in Otuke District Local Government.
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1.5 Objectives of the study
i. To determine the influence of performance management on procurement performance in
Otuke District Local Government
ii. To establish the influence of training on procurement performance in Otuke District
Local Government
iii. To determine the influence of reward management on procurement performance in Otuke
District Local Government
1.6 Research questions
i. What is the effect of performance management on procurement performance in Otuke
District Local Government?
ii. What is the effect of staff training on procurement performance in Otuke District Local
Government?
iii. To what extent does rewards management influences procurement performance in Otuke
District Local Government?
1.7 Hypotheses of the study
i. Performance Management significantly influences procurement performance.
ii. Staff training significantly influences procurement performance.
iii. Reward management and procurement performance are significantly related
1.8 Conceptual Framework
Mugenda and Mugenda (2003) define conceptual framework as a concise description of the
phenomenon under study accompanied by a graphical or visual depiction of the major variables
of the study. It is a research tool intended to assist a study to develop awareness and
understanding of the situation under scrutiny and to communicate the analysis of the dependent
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variable and its influence on the independent variables makes it possible to find answers to the
research problem represented in form of a model known as a conceptual framework (Sekaran,
2009). It helps the reader to see at a glance the proposed relationships in the question and also to
understand their significance in the given relationship.
Staff Motivation (IV)

Performance management Procurement Performance (DV)
 Setting of performance
target  Efficiency of the
 Monitoring of performance procurement process
Training  Effectiveness of the
 On the job training procurement process
 Off the job training  Openness and transparency
of the Procurement process
Rewards management
 Intrinsic Rewards
 Extrinsic Rewards
Source: (Adapted from Kaplan, 2005, and as moderated by the Researcher)
Figure 1.1: Conceptual Framework showing the relationship between motivation and
procurement performance.
As depicted in Figure 1 above, the independent variable (IV) motivation is hypothesized to
influence procurement Performance. The framework portrays that performance management,
training and rewards management directly affects procurement performance which is also
measured in terms On the other hand, performance of the PDU as the dependent variable (DV)
was measured in terms of: Efficiency of the procurement process (transaction costs);
Effectiveness of the procurement process; Openness and transparency of the procurement
process, where efficiency is the ability to produce the desired outcomes by using as minimal
10
resources as possible, and effectiveness is the ability of employees to meet the desired objectives
or target (Stoner, 1996). Performance therefore is measured by the results (output/outcomes) that
an organization produces as recommended by Kusek, Rist et al (2005). Therefore, the conceptual
framework portrays the relationship between motivation and procurement performance.
1.9 Significance of the study
Policy makers: This study explores potential areas of improvement in the public procurement
process, especially the contract management process in the procurement of goods, services and
works. This will help policy makers succeed in achieving procurement objectives which leverage
due to the occurrence of misuse of public fund.
Local Governments may use the study results to ensure there is post contract compliance in the
public sector by giving it adequate importance. The study also intends to make contribution
through the findings that are a useful source of information for the upstream public entities to
review the areas which need improvement and enhance compliance to the contract management
system.
PPDA Authority may utilize the study findings to lay strategic regulations aimed at reforming
public sector procurement to improve governance of the public procurement process, efficiency,
transparency, accountability confidence of beneficiaries.
Practitioners: It is hoped that the findings will enable practitioners appreciate the factors and
constraints that explain contract management in public entities in Uganda and more empirical
studies was conducted to systematically formulate relevant models.
Academicians, Scholars and Researchers: The results of the study will also add to existing body
of knowledge by reviewing literature for further and future referencing as a starting point to
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carry out similar research on the topic. They can also extend their efforts in the areas which have
not been covered by this study
1.10 Justification of the study.
This research study is necessary to assess if staff in procurement in government agencies are
executing their duties as intended and being motivated to stay in the job. The study is relevant
because it will enable the Central Government and the public to effectively motivate, train and
appraise procurement performance of government agencies on the basis of statutory procurement
recommendations and guidelines (Waswa & Juma, 2013)
1.11 Scope of the study
1.11.1 Geographical Scope
The research study was carried out at Otuke District Local Government. Otuke District is located
in Northern part of Uganda and the H/Qtrs is 85km east of Lira Town and accessible by road
along the Lira - Abim - Kotido Highway. The district is bordered by Lira District on the West,
Abim to the East, Alebtong District to the South and Agago and Pader Districts to the North and
Amuria and Napak Districts to the South East. The District covers approximately a total area of
1,548.7 km2 of which approximately all the area is covered by land.
1.11.2 Content scope
The study focused on the effect staff motivation on procurement performance in Otuke District
Local Government. Specifically the study considered performance management, training and
rewards management as study objectives.
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1.11.3 Time scope
The period between 2017 and 2021 was considered, where motivation of the staff of
procurement and disposal units within Otuke was not so satisfactory according to the PPDA
Audit results.
1.12. Operational definitions
Procurement is the business management function that ensures identification. Sourcing, access
and management of the external resources that an organization needs or may need to fulfill its
strategic objectives, (CIPS, 2012).
Procurement Performance: Smith and Conway (1993) identified seven key success factors
which influence procurement, namely: a clear procurement strategy, effective management
information and control systems, development of expertise, a role in corporate management, an
entrepreneurial and proactive approach, co-ordination and focused efforts.
Public Procurement: This is the buying of goods and services by government organizations. It
involves the acquisition of goods, services and works by government entities using tax payer’s
money.
Efficiency: The state or quality of being efficient, or able to accomplish something with the least
waste of time, effort and resources.
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CHAPTER TWO
LITERATURE REVIEW
2.1. Introduction.
In this chapter the researcher reviewed work done by other scholars on staff motivation and
procurement performance. The literature in this chapter is reviewed under the following sub
headings; Theoretical review, Actual Literature review and summary. The literature reviewed in
this section describes and examines the supporting theories that related to the research objectives
outlined in chapter one.
2.2 Theoretical review
This study was informed by the Herzberg, (1959) theory of motivation that brings at the fore two
motivation factors; hygiene factors and motivators. The theory explains the factors that motivate
employees by identifying their individual needs and desires. The dissatisfaction factor is called
“hygiene” and the satisfaction factor is “motivators” (Bradley, 2003). “Hygiene factors are
organization related such as the policies and procedures, salary and job security. Dissatisfaction
comes if these factors are not present in the workplace. It simplifies the physiological needs
which the employees expect and need to be satisfied”, (Bradley, 2003). In addition, “motivator
factors determine satisfaction”.
It is argued that they are intrinsic factors such as sense of achievement, recognition,
responsibility, and personal growth which motivate employees for greater performance”
(Bradley, 2003). Bagraim, Cunningham, Potgieter, and Viedge, (2007) state that “the findings of
Hertzberg’s research indicated that the factors that made employees feel good about their jobs
were significantly different from the factors that made them feel bad about their jobs”.
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2.3 Conceptual Review
2.3.1 Staff motivation
Re’em (2016), looks at motivation as it pertains to determination, intention, and self-choice; that
is, motivation is under the teachers’ control and they actively choose whether to put effort and
take action. Scientists and practitioners have long been interested in teacher motivation and
commitment. This interest derives from the belief and evidence that there are benefits to having a
motivated and a committed workforce. Motivation has been a difficult concept to properly
define, in part because there are many philosophical orientations towards the nature of human
beings and about what we know about people (Onanda, 2015).
Nelson et al. (2013) provided a definition that nicely accommodates the different theoretical
perspectives that have been brought to bear in the explanation of work motivation. Work
motivation is a set of energetic forces that originates both within as well as beyond an
individual’s being, to initiate work- related behavior, and to determine its form, direction,
intensity and duration.
2.3.2 Procurement performance
Lavy (2017), asserts that performance based pay schemes improve efficiency because they
provide some incentive for teachers to do the right thing; they encourage teachers to find ways to
enhance student performance, when financial and non-financial rewards are effectively
increased, the performance of teachers is also increased. Performance of teachers was measured
using indicators of efficiency, effectiveness and innovativeness. Performance refers to the result
of an activity (Boddy, 2018). Upon an individual’s results, there are three main models of
performance-based reward programmes that are commonly found in the education systems. The
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first model is ‘merit pay’, which generally encompasses individual pecuniary awards based on
student performance and classroom observation.
2.4 Related Literature Review
2.4.1 Performance management and procurement performance
Performance is a cycle where employers with their commitment of data and attitude focus play
out the work through the demand of their objectives enough (Caroline and Kanyanjua, 2019). As
shown by MacLean (2016) Performance the board has three constituents which are Performance
understanding, directing Performance perseveringly and keeping an eye out for and considering
Performance. Likewise, Oyewo, Moses, and Erin, (2022) study uncovered that show the
managers measures including leaders, individuals and social events reliant upon typical point of
view which portray Performance and commitment hypotheses, access Performance against those
questions, oblige standard huge examination and inclination agreed designs for Performance
improvement, learning and personal growth.
Much making prospers with the health service quality inside an organization training as a
control, Performance assessment can be recognized to fill start to finish as it has been all through
the latest fifteen years (Jenatabadi, 2015). Mone et al. (2018) announces that show the barricade
keeps the overall business centers by accomplice made by every individual agent and the chief to
the overall mission of their work unit. In like manner, all employees expect a basic part in the
achievement of their service (Rasool et al., 2019). Performance monitoring is a period when the
goals are seen at to perceive how well one will meet them. This instigates seeing Performance
results reliably against plans and guaranteeing that helpful action is appropriated when required.
This proposes employees screen and manage their own show while directors give assessment,
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sponsorship and heading. It in addition determines reinforcing objections, and constant learning
at work or through arranging (Armstrong, 2015).
To its critics, in spite of the way that central lead or sponsorship during the show seeing stage is
crucial, it isn't the whole answer. Managers can't take on useful Performance the pioneers with
no help with this way a goof to see Performance the board as something administrators "do" to
employees. As another choice, convincing Performance management is the effect of joint
undertakings among individual’s trades that bend or bomb every day wherein the gatherings
have solidified obligations (Tan and Olaore, 2022).
The Performance planning stage is concerned about the portraying of Performance complaints
and assumptions for people and gatherings, figuring out what was evaluated and how to check it
(Carol and Florah, 2019). (Dayarathna et al., 2019), added that show diagrams at this stage see
performance questions (targets), how performance was surveyed and the cut-off focuses
required. A show understanding is the deferred result of the protests made commonly by the head
and the subordinate all through the planning piece of the show the supervisors gathering and
offers a base for figuring everything out performance during the year as it goes probably as a
guide for development and improvement works out. While sorting out and considering express
Performance, Performance blueprints are utilized as reference focuses and are from here on out a
focal factor of a show the board approach. They furthermore contain concessions to questions
(results), cut off focuses and practices required, portrayed as Performance and learning
objections; and on activity intends to engage Performance and capabilities (Armstrong, 2015).
In conclusion, (Nanyombi, 2022), emphasize that for performance to be successful, it should be
heralded by good planning which commences with the formulation of strategic plans of an
organization that is; setting of the key goals and objectives of the organization. The performance
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planning stage should have the ability to define what ought to be done in accomplishing goals at
each unit level. Therefore, the consequences of performance planning 21 should be mutual
understanding and agreement on the goals, objectives, performance standards as well as
competency needs approved by both parties which then become the work plans.
However, some scholars argue that, if performance measurement simply means the retrospective
collection of historical results, the likelihood is that little purpose was served from the point of
view of performance management (‌Ingabire, 2019). Then, for measurement to be useful it has to
be forward looking and concerned with performance improvement (Aguinis, 2019). Like
performance management, performance measurement and performance appraisal usually has
official documentation, requires the regular involvement of most levels within the organization
and has links with other systems such as rewards, assessment of potential and career planning.
2.4.2 Training and procurement performance
Training was defined differently by different authors. It has been defined as “a systematic
acquisition and development of the knowledge, skills, and attitudes required by employees to
adequately perform a task or job or to improve performance in the job environment (Sahinidis &
Bouris, 2008). Milhem et al. (2014) view training as, “a planned process to modify attitude,
knowledge or skill behavior through learning experience to achieve effective performance in any
activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the
individual and to satisfy the current and future needs of the organization. However, Eraut and
Hirsh (2010) find this definition inadequate given the changing nature of the environment
organizations operate in. Besides, this implies that trainers would simply provide knowledge and
skills to the employees and this would automatically translate into individual and organizational
performance.
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According to Noe and Kodwani (2018) training is one of the functional areas of Human
Resource Management and it has an influence on health Procurement performance documented.
Training is commonly used as a means to improving employee safety by improving upon the
skills, knowledge, attitudes and abilities of employees. Namusisi (2019) states that training is
again seen as making an essential contribution to the operation of health service quality further
adduces five (5) reasons why training impact greatly on the operation of health and stated these
reasons as safety culture, changes in behavior, health and safety by law, competence and control
risks.
Within the on the Job training it is usually done by a professional trainer and sometimes by an
experienced employee in a given department who serve as the course instructor. It requires
Hands on training. As a form of on job training, orientation which is particularly vital for new
employees is good because it ensures that the new starters at the workplace are acquitted with the
work area, are retained and motivated to work (Huang, 2019). Good employee orientation in an
organization helps to create a shared vision; it engages the old employees to the new ones and
creates a feeling of great connection in the organization and the leadership. It creates a sense of
greater opportunities for development. Huang (2019) criticized orientation, that is existent in
organizations but they don't affect the performance of an Organization in terms of completion of
tasks, costs of efficiency and meeting of targets at work.
Acquisition of knowledge, skills and ability of employees short Courses can be facilitated by the
employers to their staff where it is defined by Alnawfleh (2020) is an education endeavor,
typically of lecture format generally in which up to four professional instructors introduce both
fundamental tenants and state of the art practice of a particular method in a short period of time
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(preferably one day or less). The more capable and qualified the employees, the better
performance of the Company.
OJT according to Heathfield, (2018) refers to the act of teaching to improve skills, knowledge
and competencies of staff within the institution. She adds that it involves use of the workplace
equipment, tools and venue. OJT is crucial in developing skills and updating new inventions in
today’s world of rapidly changing technologies. González-Velosa, Rosas, and Flores, (2016)
agree with this contending that workers through OJT become more productive since they can
easily adapt to the changes in technology. OJT according to Salih & Al.Ibed, (2017) can either
be informing of formal or informal training programs which involves hands on learning. They
however admit that measuring OJT is often difficult.
According to Kampkötter et al., (2016) Job rotation helps in improving on employee’s skills and
also identifies new abilities a given employee has. They further justified job rotation for being a
motivation tool to employees. Wassem et al., (2019) agree with this praising JR mode of training
as an effective way to develop human capital because it leads to job satisfaction and also
enhances employees’ skills. According to Kampkötter et al, (2016) JR leads to improved
employee performance in subsequent years however this was noted for high performers and not
low performers. The main objective of JR according to Salih and Al.Ibed (2017) is to motivate
employees. They further add that by rotating employees, some challenges in a given job section
can be solved and complaints among staff can be reduced. Wassem et al., (2019) add that
adopting JR as a job design not only relieves staff from monotonous operations but also
empowers them with skills in different operations within the organization.
Coaching according to Garavan et al, (2022) refers to a collaborative learning where the trainer
(coach) and learner (coachee) set targets and how to achieve them. The main aim is to help the
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learner meet his plans, ideas and goals. The trainer's work is to keep the learner on track. He
further notes that ideally, learners are responsible for their development, actions and success.
Losch, Traut-Mattausch, Mühlbergerand Jonas, (2016) contend that coaching helps in reducing
procrastinating and improves performance. Their study revealed that individual coaching leads to
attainment of individual goals while group coaching simply facilitated acquisition of knowledge.
Despite the great success recorded by coaching in facilitating goal attachment, Grover, (2016)
notes that there is limited evaluation by institutions with this approach of training staff.
Christodoulou, et al, (2014) define a workshop as an intensive education program for a relatively
small group of individuals from a particular specialty. It involves a group of people meeting for a
specified short time to share information on a specific area of concern under the guidance of a
facilitator. Fatumo et al., (2014) emphasizes that a workshop involves hands-on experience
noting that workshops are a great way for trainers to acquire and share vast knowledge in a given
discipline.
2.4.3. Rewards management and procurement performance
Reward is something valuable such as money .rewards serve many purposes in an organization
which serve to build a better employment deal ,hold on to good employees and reduce on
turnover ( Mmbusa, 2019). The author further explains that there are two types of rewards which
are extrinsic (financial) and intrinsic (non-financial) reward and both can be utilized positively to
enhance employee’s performance (Siwale et al,. 2020). Financial rewards mean pay for
performance such as performance bonus, job promotion, commission, tips, gratuities and gifts
among others. Non-financial rewards are non-monetary or non-cash such as social recognition,
praise, and genuine appreciation among others and all these improve employee performance in
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long run where financial incentives are indeed effective in improving employee performance in
an organization.
Lyida (2015) states that organizational rewards are categorized into types intrinsic rewards and
extrinsic rewards. Rewards that are internal to the person and are usually driven from individual
participation in certain activities of responsibilities are referred to as intrinsic rewards. An
extrinsic reward on the other hand refers to those rewards that are organized and distributed by
the organization directly and are of a tangible nature.
Onuorah et al., (2019) explained that rewards management is concerned with the formulation and
implementation of strategies and policies aimed at rewarding people fairly, equitably and
consistently in accordance to their value to the organization and thus help the organization to
achieve its strategic goals. It deals with the design, implementation and maintenance of rewards
system (reward processes, practices and procedures) that aim to meet the needs of the
organization and stakeholders.
Sule (2018) argues that “money buys the things people want and need. Moreover, the less people
are paid, the more concerned they are likely to be about financial matters”. Onuegbu and Ngige,
(2018) also stated that “Indeed, several studies over the last few decades have found that when
people are asked to guess what matters to their co-workers or, in the case of managers, to their
subordinates they assume money heads the list. But put the question directly-what do you care
about? and pay typically ranks only fifth or sixth”
According to Zaman, Hafiza. Shah. & Jamsheed, (2017) “A salary is a form of periodic payment
from an employer to an employee, which may be specified in an employment contract. It is
contrasted with piece wages, where each job, hour or other unit is paid separately, rather than on
a periodic basis. From the point of view of running a business, salary can also be viewed as the
22
cost of acquiring and retaining human resources for running operations, and is then termed
personnel expense or salary expense. In accounting, salaries are recorded in payroll accounts”,
they also emphasized that “Salary is a fixed amount of money or compensation paid to an
employee by an employer in return for work performed. Salary is commonly paid in fixed
intervals, for example, monthly payments of one-twelfth of the annual salary”
On the other hand, Ali and Ahmed, (2019), intimated that “where a worker is paid a fixed salary
in a given period despite the fact that there is no immediate relation between pay and
performance, he is likely to have incentives to exert effort because good performance will
improve future contracts. Such reputational concerns imply that effort exertion can occur without
explicit pay-for performance contracts.” They further elucidate that “In long-term salary
contracts, the benefits of good performance may come in the form of deferred payments or
benefits, such as pensions. In shorter fixed-term salary contracts, the rewards to good
performance may come in the form of contract renewal”. Equally, they conclude that “Salaries
also smooth income fluctuations for workers, offering income security which may be absent
among those on shorter-term performance oriented contracts.”
Rewards management can also be termed as motivation is a very important element of
management which shapes the behavioral patterns and attitudes towards work of employees
(Murlis, 2017). An employee can only fell involved if he is properly motivated. Conversely, he
can feel alienated if harassed by management. An employee who has taken his job both as a
career and a vocation would want to actualize himself on the job.
To illustrate what bonuses are and their benefits Ali, & Ahmed (2019). “A bonus payment is
usually made to employees in addition to their base salary as part of their wages or salary. While
the base salary usually is a fixed amount per month, bonus payments more often than not vary
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depending on known criteria, such as the annual turnover, or the net number of additional
customers acquired, or the current value of the stock of a public company. Thus bonus payments
can act as incentives for managers attracting their attention and their personal interest towards
what is seen as gainful for their companies' economic success”. Surprisingly, there are
extensively used fundamentals of pay for performance and working well in many occasions.
2.5. Summary of literature Review /Conclusion
The literature reviewed the theories adopted for the study and that was perceived organization
support theory. The assumptions, relevance and applications included the short coming of the
theory were highlighted. Related literature in accordance to the objectives was also reviewed. It
explains how staff motivation informs of performance management, training, rewards
management and procurement performance. The reviewed literature was undertaken to agree that
staff motivation is fundamental in every organization; various researchers confirmed that the
procurement performance depends on staff motivation practices such as performance
management, training and rewards management.
All these were enhanced as psychological climate which orients the activities of each employee
towards to achieve the attainted goals of the organization. In line with these postulations, the
study was interested in investigating whether staff motivation practices discussed above actually
translate to improve procurement performance in Otuke District Local Government.
Generally, literature reviewed revealed that when an organization has invested in staff
motivation practices and are effectively implemented, lead to automatically improved
procurement performance. Most of the literature does not clearly explain the actions taken to
ensure that staff motivation practices are enhanced with the intention of improving procurement
performance despite the many identified effects thus the research seeks to bridge the gap.
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1. Introduction
This chapter presents the methodologies that were used in the study. It consists of the research
design, study population, sample size and selection, sampling techniques, data collection
methods, instruments, reliability and validity, collection procedures data analysis, measurement
of variables and ethical considerations.
3.2. Research Design
A research design is the strategy, plan and structure of a research project (Sileyew, 2020). This
study used a cross sectional research design. This design was chosen because it is important for
the researcher to find out the opinion of a cross section of the population about a subject under
investigation. The researcher also employed a mixed-methods approach where both qualitative
and quantitative approaches were used. Using both qualitative and quantitative methods were
advantageous because both methods supplement each other in that qualitative method provided
in-depth explanations while quantitative methods provide the data needed to test hypotheses
(Žukauskas et al., 2018). At data collection stage, qualitative design involved administering open
ended interview questions to the respondents, whilst the quantitative design involved
administering closed ended questions to respondents in selected respondents.
3.3. Study Population
Stoppler (2019) Study population is the total member of a defined class of objects, people, events
or places relevant to the study. The sample size of 84 participants was selected from the target
population of 88 respondents comprising of Heads of departments, CAO, District executives,
elected leaders and service providers.
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3.4. Sample Size and Selection
A sample is a collection of population elements (Madhuri, 2020). The sample size was
determined using the Krejcie and Morgan’s table (1970) as supported by Rehman (2022).
This refers to the number of items being selected from the universe to constitute a sample
(Kothari, 2004). The sample size of the population in this study was obtained using the formula
illustrated below:
Sample size (n) = N
2
1 +N (e)
Where n- Sample size
N - Population size
e- Is the confidence level of (95%)
Therefore,
Sample size (n) =200
2
1+105(0.05)
N= 83
Table 3.1: Sample Size of Respondents
Category Sample Size Sampling Technique

CAO 2 Purposive Sampling
Heads of departments 10 Purposive Sampling
District executives 33 Sampling random
(sub county chiefs, sub accountants, sampling
evaluation committee and contract
committees)
Elected leaders 28 Simple random Sampling
Service providers 10 Purposive Sampling
Total 83
Source: Primary Data (2022)
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3.5. Sampling Techniques and Procedures
The researcher used the quantitative techniques were simple random sampling and purposive
sampling were explored (Thomas, 2020).
3.5.1 Simple random sampling
The simple random technique was used where each and every respondent had an equal chance of
being included in the sample. This technique was used to select the members of the District
executives, (sub county chiefs, sub accountants, evaluation committee and contract committees),
elected leaders and District staff. The choice of this technique is that it ensures least bias and its
results can be used to ensure the generalizability of research findings (Denscombe, 2017).
3.5.2 Purposive sampling
Purposive technique is a technique used to identify persons with key valuable information;
purposive sampling was applied to select respondents including the CAO, Heads of departments
and the Service providers. The selection of this technique is because of its ability to avail
valuable information, though it takes more time but it is convenient and first-hand information is
obtained during the interaction. The chosen senior officers were believed to have specialized
knowledge on staff motivation and procurement performance of Otuke District Local
Government.
3.6. Data Collection Methods
There are mainly two approaches when performing a research study thus qualitative and
quantitative therefore the data collection methods are techniques of collecting data, both the
qualitative and quantitative were used. This study also used interviews, questionnaire survey and
documentary review method.
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3.6.1. Interview method
According to Hellevik (2019) interviews were used to collect qualitative data by probing for
information from the respondents with the aid of an interview guide. This method of data
collection is where selected participants are asked questions in order to find out what they do,
think or feel to enable the researcher solicit information on the subject under study through
probing Denscombe, (2017). Interview guide was used because it is more flexible than interview
schedules in that, they allow for respondents to answer questions according to their own ideas
and in their own words. In addition, it permits the interviewer to pose probing and often
unplanned but logical questions that generate more comprehensive and detailed information.
3.6.2. Questionnaires survey method.
The questionnaires are more reliable and easy to administer because each items is followed by
alternative answers, questionnaires were used when collecting data from the respondents because
they allowed them to answer freely. The instrument was considered appropriate to the study
owing to the fact that, according to Amin (2005). It is less expensive to administer and easy to
analyze compared to other instruments like focused group discussion and observation. A
questionnaire was also used to solicit responses from the respondents which aided the researcher
in personal interaction.
3.6.3. Documentary Review method.
The study also used some documents from Otuke District Local Government including Annual
reports, minutes of the departmental meetings. These documents were thoroughly reviewed by
the researcher for secondary data (Croswell, 2017). These also provided supplementary data to
that earlier obtained from key informants and questionnaires.
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3.7 Data Collection Instruments
Data collection instruments were applied in order to facilitate the collection of data, these include
questionnaires, interview guide and documentary review checklist discussed below;
3.7.1. Interview guide
The researcher used in-depth interviews with open ended questions and responses were noted
down in order to get data through probing and clarifying the questions which helped the
researcher get relevant responses and meet study objectives (Mugenda & Mugenda, 2003).
The interview guide was used as a tool for collecting information from the workers of the
organization because they are more flexible the interview schedules in that it allowed
respondents to answer questions according to their own ideas and in their own words. In
addition, interview guides permitted the interviewer to pose probing and often unplanned but
logical questions that generate more comprehensive and detailed information.
3.7.2. Questionnaire guide

Data was obtained using questionnaire with closed ended questions. The questionnaires were
used because they are less expensive, and can easily be administered (Mugenda and Mugenda,
203). It explains that administering a questionnaire is one of the most effective methods of
carrying out data collection (Croswell, 2017). These were made up of a list of questions which
were given to the respondents to answer with the sole aim of getting data on the topic researched
on. The questionnaires were administered by the researcher. The reason was in a way to
encourage the respondents throw more light on what is not clear to them and also show
appreciation after answering. The questionnaire method also assisted in costs reduction and time
saving as well. The close ended questions presented alternative answers which the respondents
are expected to choose the option that closely represent their view on what was asked.
29
3.7.3. Documentary checklist.
The study used some documents from Otuke District Local Government including Annual
reports, minutes of the departmental meetings. These documents were thoroughly reviewed by
the researcher for secondary data (Croswell, 2017). These also provided supplementary data to
that earlier obtained from key informants and questionnaires.
3.8. Reliability and validity measurement scale
Assessing the validity and reliability of measuring instruments is integral in validating an
instrument’s usefulness (Yusoff, 2019).
3.8.1. Reliability of instruments
Reliability was concerned with ‘error in measurement’ i.e. how consistently or dependably does
a measurement scale measure what it is supposed to be measuring (Bannigan& Watson, 2018).
According to Yusoff (2019), reliability is dependability, trustworthiness or the degree to which
an instrument yields consistent results after repeated trials. 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 below in 3.2
Table 3.2: Reliability test results of research instruments.
Study variables Cronbach’s Alpha
Performance management 0.745
Training 0.986
Rewards management 0.876
Procurement performance 0.765
Average Cronbach Alpha coefficient for variables 0.843
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3.8.2. Validity of instruments
Validity is the degree to which a scale measures what it is intended to measure (Bannigan &
Watson, 2018). According to Amin (2005), validity of an instrument is when it measures what it
is supposed to measure; that the data is collected honestly and accurately represents the
respondents’ opinions. Validity of the quantitative instruments was ensured using CVI (Content
Validity Index). The benchmark that was used is 0.7 meaning that if the instrumement falls
below 0.7, it would not be valid hence changes would be made. CVI was obtained using the
formula;
Content Validity Index= Number of relevant items/Total Number of items*100.
Table 3.3: Results of content validity for research tools
Study variables No of Items Relevant CVI
Performance management 08 07 0.875
Training 08 07 0. 875
Rewards management 05 04 0.8
Procurement performance 07 06 0.857
Table 3.3 presents averages (0.875, 0.875, 0.8 & 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 Mugenda & Mugenda
(2013), 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.
3.9. Procedure of Data Collection
After obtaining approval of the research proposal by the Uganda Management Institute, the
researcher received a field attachment letter from the School of Management Science, Uganda
31
Management Institute (Uganda Management Institute Guidelines for Proposal and Dissertation
Writing for Masters in Management Programme, 2017). On receiving the letter, the researcher
addressed it to the Otuke district authorities where permission was sought. Upon being granted
the permission, the researcher trained and used two research assistants to administer the
questionnaires while the researcher solely was responsible for all interviews. The exercise took
two weeks.
3.10. Data Analysis
3.10.1. Analysis of Qualitative data
Qualitative data analysis involved both thematic and content analysis 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 (Sekaran, 2015). After data collection, information of same
category was assembled together and their similarity with the quantitative data created, after
which a report was written. Qualitative data was interpreted by composing explanations or
descriptions from the information. The qualitative data was illustrated and substantiated by
quotation or descriptions.
3.10.2. Quantitative Analysis
The questionnaires were collected from the respondents, pilled, sorted and coded. There after a
questionnaire template was designed using SPSS in variable view. Data was entered, checked for
errors and consistency and based on this data; both descriptive and inferential statistics were
extracted or obtained and presented in tabular and graphical forms as explained below.
Descriptively the information entailed percentages, frequencies, standard deviation and mean
scores. While inferential statistics covered bivariate correlation, linear regression and matrix
32
regression. The bi-variate Pearson product-moment correlation coefficient is a statistic that
indicates the degree to which two variables are related to one another (Mugenda & Mugenda,
2013).
3.11 Measurement of Variables
Mugenda & Mugenda (2013) support the use of nominal, ordinal, and Likert type rating scales
during questionnaire design and measurement of variables. The nominal scale was used to
measure such variables as gender, marital status, among others. The ordinal scale was employed
to measure such variables as age, level of education, among others. The five-point Likert type
scale (1- strongly disagree, 2-Disagree, 3- Not sure, 4-Strongly agree, 5- Agree, was used to
measure the independent variable and the dependent variable. The choice of this scale of
measurement is that each point on the scale carries a numerical score which is used to measure
the respondent ‘s attitude and it is the most frequently used summated scale in the study of social
attitude. According to Mugenda (2013) and Amin (2015), the Likert scale is able to measure
perceptions, attitudes, values and behaviors of individuals towards a given phenomenon.
3.12 Ethical Considerations
Saunders et al (2015) defines ethics as the standards of behavior that guides a researcher's
conduct regarding the rights of people who are the subject of the research work or get affected by
it. The researcher should be aware of the potential ethical concerns and risks that could be
involved in their research so as to address them accordingly (Saunders, et al., 2015).
Confidentiality: The participants were guaranteed that the identified information was not be
made available to anyone who is not involved in the study and it remained confidential for the
purposes it is intended for, (Amin, 2005).
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Permission: The researcher thought permission to carry out the research from Otuke district
local government before collecting any data
Informed consent: The prospective research participants were fully be informed about the
procedures involved in the research and were kindly be asked to give their consent to participate
(Amin, 2015). Consent was sought from the study participants allowing voluntary participation,
anonymity, privacy, confidentiality while explaining the study objectives to participants. Allot of
emphasis was placed on avoiding misrepresentation or distortion in reporting the data collected
during the study and avoiding collection of personal or seemingly intrusive information. To
minimise bias, the study employed the services of a research assistant to administer the
questionnaire to the respondents.
Anonymity: The participants remained anonymous throughout the study and even to the
researchers themselves to guarantee privacy. The respondents were informed that indeed their
names were required (Mugenda & Mugenda, 2013). Last but not least, all sources of literature
were acknowledged throughout the study.
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction
34
This chapter presents the findings, analysis and interpretations to the findings. The findings are
presented according to the objectives of the study. The study focused on staff motivation and
procurement performance in Otuke District Local Government. The study was specifically
premised on the following research objectives: to identify the influence of performance
management on procurement performance in Otuke District Local Government, to establish the
influence of training on procurement performance in Otuke District Local Government and to
determine the influence of reward management on procurement performance in Otuke District
Local Government
4.2 Response rate
All the 61 copies of the questionnaire and 23 copies of the interview guide which were
administered to the respondents were returned for analysis. This translated to 100% return rate of
copies of the questionnaire. Edwin (2019) posits that a response rate of more than 70 percent is
suitable enough for a study as shown in Table 4.4 below.
Table 4.4: Response Rate
Instrument Target Actual Response Response rate (%)
Questionnaire 61 61 100
Interviews 23 23 100
4.3 Findings on background characteristics
An orderly presentation and interpretation of the demographic profile of the report sample is very
important because it enables the researcher to obtain the overall mental and physical picture of
the sample (McCombes, 2020). He notes that it’s important especially in attaining an
35
appreciation of their perceptions while linking the conceptions under study. Thus, the
demographic characteristics (education level, sex, among others) for the 61 respondents were
examined, presented and used later in the report to make systematic conclusions.
4.3.1 Age of the respondents
The study looked at age distribution of the respondents by age using frequency distribution. The
results obtained on the item are presented in Table 4.5 below.
Table 4.5: Age of the Respondents
Age bracket Frequency Percentage
Less than 20 years 3 5
Between 21 and 30 years 9 15
Between 31 and 40 33 54
Above 40 years 16 26
Total 61 100
From the above Table 4.5, the majority of respondents who took part in the study were between
31 and 40 years making a total percentage of 33(54%), 19(15%) were between the age of 21 and
30 years, those less than 20 years were 3(5%), and those that who were above 40 years were
16(26%). This indicated that all categories of respondents in reference to different age groups
were represented in this study.
4.3.2: Gender of the respondents
The gender characteristics of respondents were investigated for this study and findings are
presented in Figure 4.2 below.
Figure 4.2: Gender of respondents
36
Female
46%
Male
54%
Source: Primary Data (2022).
Figure 4.2 shows that the majority of the respondents were male 33(54%) and female were
28(46%). This may be attributed to the nature of Otuke District Local Government working force
where in most institutions the males contribute a bigger percentage of workers as compared to
the females. It is also important to note that although there were gender disparities in favor of the
males, it is evident that the study was ultimately gender representative since 46% for females is
also a significant representation of the sample and the population at large. Therefore, the results
revealed that views of both female and male employees in Otuke District Local Government
were represented in this study.
4.3.3: Marital status of the respondents
The respondents were asked about their statuses and the responses are indicated in the
figure below;
37
Widow/widower
Divorced/separated 2%
8%
Single
16%
Married
74%
Source: Primary Data (2022).
Results from the figure above indicate that majority of the respondents were married 45(74%),
singles were 10(16%) whereas 5(08%) of the respondents were divorced/separate and 1(2%) of
the respondents were widow. This indicated that all categories of respondents in reference to
marital status were represented in this study.
4.3.4: Education level of respondents
The respondents were also asked to indicate their education levels which is illustrated in the
Figure 4.3 below.
38
60
50
40
30
Percentage
20
10
0
Certificate Diploma Bachelor’s Master’s Degree
Degree
Figure 4.3: Highest Level of Education the Respondents
Findings in the Figure 4.3 above indicates that majority of the respondents were degree holders
making a total percentage of 30(49%), Master’s degree were 10(16%), diploma holders were
19(31%), and certificate holders were 2(3%). These results indicate that the respondents had
good qualifications and the right skills and knowledge to deliver. Besides, the respondents were
able to understand, read, interpret the questionnaire and gave relevant responses.
4.3.5 Years of Service
The respondents were also asked to indicate their years of service in the organization which is
illustrated in the figure 4 below.
39
Table 4.6: Years of Service
Years of Service Frequency Percentage

Less than 3 years 20 33
4-6 years 27 44
7-10 years 10 16
Above 10 years 4 7
Total 61 100
Findings in Table 4.6 shows that 27(44%) of the respondents had worked with the organization
between 4-6 years, 20(33%) of respondents had worked for less than 3 years, 10(16%) had
worked between 7-9 years while 4(7%) had worked for over 10 years and above. This meant that
majority of the respondents had a working experience of 4 years and above, thereby having
enough knowledge to provide relevant information on staff motivation and procurement
performance.
4.4 Empirical findings
4.4.1 Procurement performance
The seven (7) items on Training 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 items are statistically tabulated and presented in
the table 4.7 below with the frequencies and percentages according to the responses collected.
Table 4.7: Procurement performance

Items SD D N A SA Mean Std. Dev
Under the Otuke District Local 14% 6% 24 39% 31% 3.8 1.24
Government, there are clear well laid (9) (4) % (24) (19)
down regulations to guide the (5)
40
procurement process
Under the Otuke District Local 2% 23% 8% 33% 34% 3.85 .854
Government, there are mechanisms to (1) (14) (5) (20) (21)
ensure that the procurement process
complies
Under the Otuke District Local 6% 7% 9% 45% 26% 3.63 1.17
Government, there are well-defined (4) (5) (6) (30) (16)
regulations and procedures open to
public scrutiny
Government, there are clear, (5) (7) % (25) (17)
standardized tender documents (7)
containing complete information
Government, there is equal opportunity (2) (9) % (16) (24)
for all in the bidding process (10)
Under the Otuke District Local 3% 11% 9% 36% 39% 3.85 1.12
Government, there are effective means (2) (7) (6) (22) (24)
for fighting waste and corruption and
improving financial accountability
Government, there is integration of the (3) (7) % (19) (22)
public procurement system with (10)
national budgeting procedures
Results in Table 4.13 show that the 31% of the respondents strongly agreed that Under the Otuke
District Local Government, there are clear well laid down regulations to guide the procurement
process. 39% of the respondents agreed to this statement with 8% being not sure while 6%
disagreed to the statement and 14.8% strongly disagreed. The results show that the responses of
the respondents were not similar as the standard deviation was 1.24. The mean was 3.24> than 3
showing that the majority of the respondents agreed that Under the Otuke District Local
Government, there are clear well laid down regulations to guide the procurement process
As to whether under the Otuke District Local Government, there are mechanisms to ensure that
the procurement process complies, 34% of the respondents strongly agreed with the statement
33% of the respondents agreed with 8% of the respondents being not sure. All respondents did
41
not have similar opinions regarding this statement shown by the standard deviation of 1.366.
23% disagreed and 2% strongly disagreed with the statement. The mean was 3.85 and was
greater than 3 showing that majority of the respondents agreed that under the Otuke District
Local Government, there are mechanisms to ensure that the procurement process complies.
On the question under Otuke District Local Government, there are well-defined regulations and
procedures open to public scrutiny, majority of the respondents agreed 26% of the respondents
strongly agreed with the statement, 45% of the respondents agreed to this statement with 9%
being not sure. A minority of the respondents comprising of 7% disagreed to this statement with
6% strongly disagreeing. The mean was 3.6>3.00 showing that majority of the respondents
agreed that under the Otuke District Local Government, there are mechanisms to ensure that the
procurement process complies
Results in Table 4.14 also show that 27% of the respondents strongly agreed that under the
Otuke District Local Government, there are clear, standardized tender documents containing
complete information 41%)of the respondents agreeing to the statement. A smaller percentage of
the respondents 11%)of the respondents were not sure with, 11% disagreeing while 8% strongly
disagreed. The findings show that majority of the respondents agreed that Under the Otuke
District Local Government, there are clear, standardized tender documents containing complete
information
42
Regarding under the Otuke District Local Government, there is equal opportunity for all in the
bidding process, 39% of the respondents strongly agreed with the statement and 26% of the
respondents agreed to this statement. The standard deviation was 1.2 showing that respondents
had differing opinions about the statement where 16% of the respondents were not sure and 14%
of the respondents disagreed with 3% of the respondents strongly disagreed. The mean was 3.7
showing that majority of the respondents were in agreement that Under the Otuke District Local
Government, there is equal opportunity for all in the bidding process
Regarding under the Otuke District Local Government, there are effective means for fighting
waste and corruption and improving financial accountability, 23% of the respondents strongly
agreed, 36% of the respondents agreed to this statement. Minority of the respondents 9% were
not sure while 11% of the respondents disagreed, 3% of the respondents strongly disagreed. The
standard deviation was 1.1 showing the differing responses of respondents with the mean being
3.85 close to 3.00 showing that majority of the respondents had mixed reactions on whether
Under the Otuke District Local Government, there are effective means for fighting waste and
corruption and improving financial accountability.
The results also revealed that 36% of the respondents strongly agreed that under the Otuke
District Local Government, there is integration of the public procurement system with national
budgeting procedures, 31% agreed to the statement with 16% being not sure and 11% disagreed
while 4% of the respondents strongly disagreed. The mean was 3.38>3.00 showing that majority
of the respondents agreed that Under the Otuke District Local Government, there is integration
of the public procurement system with national budgeting procedures
4.4.2 Performance management and procurement performance
43
The items on Performance management 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 (7) items which are statistically tabulated and presented in the table below with
the frequencies and percentages according to the responses collected.
Table 4.8: Performance management and procurement performance
Items SD D N A SA Mean Std.

Dev
The performance appraisal system of the 14% 6% 24% 39% 15% 3.24 1.24
Department provides information about (9) (4) (15) (24) (9)
my performance
Feedback about my performance is 8% 7% 13% 45% 23% 3.63 1.17
communicated to me in writing, annually (6) (5) (8) (28) (14)
I am allocated an immediate supervisor 2% 3% 8% 39% 34% 4.15 .854
who is responsible for my performance (1) (10) (5) (24) (21)
Performance monitoring is usually done in 8% 11% 11% 41% 27% 3.80 1.65
my department where I belong (5) (7) (7) (25) (17)
I set performance targets with my 3% 14% 16% 26% 39% 3.79 1.20
supervisor on a monthly basis (2) (9) (10) (16) (24)
My work plans help me perform the tasks 3% 11% 9% 36% 39% 3.85 1.12
which are in line with my job description (2) (7) (6) (22) (24)
I am encouraged to do good work and 4.9% 11% 16% 31% 36% 3.80 1.20
reach the goals set (3) (7) (10) (19) (22)
Source: Primary Data, (2022)
As to whether the performance appraisal system of the department provides information about
my performance, the respondent’s responses indicated that cumulatively, 14% strongly disagreed
6% disagreed, 24% were not sure 39% agreed and 15% strongly agreed. The mean = 3.24
indicated that the majority of the respondents agreed that the performance appraisal system of the
44
Department provides information about my performance. The findings above are supported by
the key informant revealed that:
…I have to be sincere; I am not satisfied with the appraisal system right from the
beginning. Yes, we get appraisal each year. But then the appraisal which we receive
sometimes is not very realistic, and sometimes it’s very realistic, but we are not in
position to implement it…
On whether feedback about on performance is communicated to me in writing, annually, 8%
strongly disagreed, 7% disagreed, 13% not sure, 45%agreed and 23% strongly agreed. The mean
= 3.63 indicated that feedback about performance is communicated to me in writing, annually.
With respect to whether I am allocated an immediate supervisor who is responsible for my
performance, 2% strongly disagreed, 3% disagreed, 8% not sure, 39% agreed, and 34.4%
strongly agreed. The mean = 4.15 which corresponded to agreed indicated that employees are
allocated immediate supervisors who is responsible their performance.
As to whether performance monitoring is usually done in my department where they belong,
8.2% strongly disagreed, 11% disagreed, 11% not sure, 41% agreed and 27% strongly agreed.
The mean = 3.80 meant that the respondents the respondents agreed that performance monitoring
is usually done in department. The findings are supported by key informants who revealed that;
The monitoring is mainly done by observation of how this person performs their task. It’s
also monitored using reports, so at the end of each month; we have a format that the
staffs use to report on their activities that they have done that month. They discuss with
their supervisors and after they have discussed and agreed on the activities for the next
month, the supervisors then discuss it with me as their head of department to inform me
45
of what activities are going to happen but the monitoring is done mainly by the primary
supervisors.
With respect to whether they set performance targets with supervisors on a monthly basis, 3.3%
strongly disagreed, 14% disagreed, 16% were not sure, 26% agreed, 36% strongly agreed. The
mean = 3.79 which corresponded to agreed indicated the majority of the respondents agreed with
the statement. The findings above are supported by the key informants who indicated:
Definitely because if an employee is aware of what is expected of them, then they are kind
of given a guide on what they should be working on visa-v if they are not given the
specific targets that they are supposed to be achieving at a particular period and so the
employees who are quite aware of what they are supposed to be doing, you find that
actually their performance is very good because then they know that they have targets
that they need to achieve.
Responses to the question as to whether my work plans help me perform the tasks which are in
line with my job description 3% strongly disagreed, 11% disagreed, 9% were not sure, 36%
agreed, and 29% were not sure. The mean = 3.85 indicated that the majority of the respondents
agreed with statement.
As to whether employees are encouraged to do good work and reach the goals set, the
respondent’s responses indicated that 4% strongly disagreed, 11% disagreed, 13% not sure, 36%
agreed, and 32% strongly agreed. The mean = 3.80 indicated that the majority of the respondents
agreed with the item noting that they are encouraged to do good work and reach the goals set.
4.4.2.1: Simple linear regression analysis for Performance management and procurement
performance
46
Simple linear regression analysis was carried out to establish the effect of Performance
management on procurement performance. In testing hypothesis one, a composite index was
computed from data collected from the respondents on indicators of Performance management
which was regressed with data collected from procurement performance. The purpose was to
determine the percentage variation in the procurement performance explained by Performance
management as shown below in
Table 4.9: Regression Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate

1 .524 a .275 .271 .28059
a. Predictors: (Constant), Performance management
Source: Primary data (2022)
Table 4.9 reveals R Square of .275 indicating that only 27.5% of the total variation of
procurement performance is explained by Performance management. The model was therefore
taken fit to explain the relationship between the two variables. The inference is that a
strengthened Performance management contributes to procurement performance.
4.4.3 Training and procurement performance in Otuke District Local Government
The (9) items on Training 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 items are statistically tabulated and presented in the
table 4.7 below with the frequencies and percentages according to the responses collected.
Table 4.10: Training and procurement performance in Otuke District Local Government
Items SD D N A SA Mean Std.

Dev
I am always sponsored for formal 9% 11% 16% 27% 34% 4.26 5.64
academic programme outside the Nation, (6) (7) (10) (17) (21)
District, office
Long term courses help staff to enhance 19% 9% 18% 32% 19% 3.18 1.43
47
their knowledge and skills greatly (12) (6) (11) (20) (12)
Training programmes are fairly allocated 14% 11% 27% 29% 33% 3.89 1.24
to staff to improve quality Procurement (9) (7) (7) (18) (20)
performance
Trainings I receive has helped me meet 14% 8% 18% 31% 28% 3.89 4.27
my targets and perform better (9) (5) (11) (19) (17)
Training I receive at work have 16% 11% 14% 37% 19% 3.17 1.32
addressed my specific knowledge gaps (10) (7) (9) (23) (12)
Job rotation has helped me to gain 8% 13% 21% 32% 25% 3.44 1.21
relevant experience (5) (8) (13) (20) (15)
Workshops organized are always related 14% 14% 16% 3% 36% 3.79 1.32
to required procurement performance (9) (9) (10) (2) (25)
gaps
Workshops organized equip me with 3% 11% 1% 36% 29% 3.85 1.21
necessary skills to offer better services (2) (6) (1) (25) (18)
With respect to whether employees are always sponsored for formal academic programme
outside the Nation, District, office, 9.8% strongly disagreed, 11% disagreed, 16% not sure, 27%
agreed and 26% strongly agreed. The mean = 4.26 which corresponded to agreed indicated the
majority of the respondents agreed that company had built long term relationships with suppliers
to ensure procurement performance. The key informant observed that:
Otuke District Local Government is reluctant to offer off-job training opportunities to
staff. The few that are considered are not fairly allocated to staff. There is need for
management to budget for off-job opportunities and allocate them fairly and equitably.
(KII, 24th /03/ 2022).
Responses to the question as to whether long term courses help staff to enhance their knowledge
and skills greatly, 19% strongly disagreed, 9% disagreed, 18% were not sure, 27% agreed and
19% strongly agreed. The mean = 3.18 indicated that the Long term courses help staff to enhance
their knowledge and skills greatly.
48
As to whether training programmes are fairly allocated to staff to improve quality Procurement
performance, the respondent’s responses indicated that 14% strongly disagreed, 11% disagreed,
27% were not sure, 29% agreed, 7% strongly agreed. The mean = 3.89 indicated that the
majority of the respondents agreed with the statement.
This was corroborated with interview results where one respondent said:
Off-the-job training is a positive aspect as its off-site and it improves the conditioning of
employees as there is change of environment. I have seen most officers seem to really
enjoy such events as it comes as a give back to them for their dedicated service
(KII, 24th /03/ 2022).
Responses to the question as to whether trainings received has helped employee meet targets and
perform better, 14.8% strongly disagreed, 8.2% disagreed, 18% not sure, 31.1% agreed and
19.7% strongly agreed. The mean = 3.89 indicated that the majority of the respondents agreed
that Trainings received has helped employees meet targets and perform better.
With respect to whether training received at work have addressed specific knowledge gaps, 16%
strongly disagreed, 11% disagreed 2% were not sure, 12% agreed and 25% strongly agreed. The
mean = 3.17 indicated that the majority of the respondents agreed with the statement. The key
informant revealed that:
Staffs who have attended off-the-job trainings perform their tasks with self-esteem and
have talent than their counter parts who have attended on-the-job trainings. Moreover
most off-the-job- trainings that the service sponsors are for long durations which are rich
in content (KII, 24th /03/ 2022).
As to whether Job rotation has helped employees gain relevant experience, 8% strongly
disagreed, 13% disagreed, 21% were not sure, 32% agreed and 19% strongly agreed. The mean =
49
3.44 meant that the majority of respondents strongly agreed with the statement. This was further
supported by one of the key informant who asserted that:
Job rotation sometimes delivers the required results sometimes it is devoid of results in
our case it has delivered what we needed most times though it is not a preferred
approach we would like to take because at times it’s done maliciously without
consultation with the party in question
With respect to whether workshops organized are always related to procurement performance
gaps, 3% strongly disagreed, 14% disagreed, 16% were not sure, 26% agreed, 36% strongly
agreed. The mean = 3.79 which corresponded to agreed indicated the majority of the respondents
agreed that workshops organized are always related to procurement performance gaps. The
findings were opined by interview results where one interviewee said;
The seminars, lectures are effective and I do believe personally they are huge grounds of
building skills and feedback sessions for the police officers and other stakeholders in the
protection of life and property
Responses to the question as to whether workshops organized equip employees with necessary
skills to offer better services, 3% strongly disagreed, 11% disagreed, 9% were not sure, 36%
agreed, and 29% were not sure. The mean = 3.85 indicated that the majority of the respondents
agreed that workshops organized equip staff with necessary skills to offer better services. The
above statistics implied that workshop learning programs have always helped officers to improve
on their skills and accomplish their task with minimum costs and ease.
The findings were opined by interview results where one interviewee said;
50
The workshops are effective and I do believe personally they are huge grounds of
building skills and feedback sessions for the officers and other stakeholders in the proper
procurement performance
4.4.3.1 Simple linear regression analysis for training and procurement performance
The study applied simple linear regression analysis to further investigate the effect of training
and procurement performance. In testing hypothesis two further, a composite index was
computed from data collected from respondents on indicators of training which was regressed
with data collected from procurement performance. The purpose was to determine the percentage
variation in the procurement performance explained by training as shown in Table 4.11 below.
1 .448 a .501 .198 .183596
a. Predictors: (Constant), Non-monetary rewards
Table 4.11 discloses R Square value of .501 indicating that only 50.1% of the total variation of
procurement performance is explained by training with the rest being explained by other factors.
The model was therefore taken suitable to explain the relationship between the two variables.
The implication is that a strengthened training contributes to procurement performance.
4.4.4 Reward management and procurement performance in Otuke District Local
Government
51
The items on Reward management were structured basing on the objective 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. Five (5) Items which are statistically tabulated and
presented in the table below with the frequencies and percentages according to the responses
collected.
Table 4.12: Reward management and procurement performance

Items SD D N A SA Mean Std. Dev
I am satisfied with my salary 8% 9% 9% 29% 43% 3.58 5.76

(5) (6) (6) (18) (26)
My clients usually bless me with 13% 9% 8% 32% 36% 3.58 1.42
tips (8) (6) (5) (20) (22)
My salary is paid timely 8% 6% 8% 49% 28% 3.64 4.03
(5) (4) (5) (24) (17)
My boss always appreciates my 9% 34% 19% 16% 19% 3.22 1.23
work which makes me feel good (6) (21) (12) (10) (12)
I am satisfied with my terms and 13% 8% 18% 27% 33% 3.54 5.45
working conditions (8) (5) (11) (17) (20)
With respect to whether employees are satisfied with salary given, 8% strongly disagreed, 9%
disagreed, 9% not sure, 29% agreed and 43% strongly agreed. The mean=3.58 indicated the
majority of the respondents agreed that they are satisfied with the salary given.
Responses to the question as to whether clients usually bless me with tips 9% strongly disagreed,
34% disagreed, 19% were not sure, 16% agreed and 19% strongly agreed. The mean = 3.58
indicated that the majority of the respondents agreed with statement.
Responses to the question as to whether salary is paid timely, 13% strongly disagreed, 9%
disagreed, 8% were not sure, 32% agreed and 26% strongly agreed. The mean = 3.58 indicated
that the majority of the respondents agreed with statement.
52
As to whether bosses always appreciates work which makes employee feel good, 8% strongly
disagreed 6% disagreed, 18% not sure, 39% agreed, 21% strongly agreed. The mean = 3.64
indicated that the majority of the respondents agreed the statement.
With respect to whether employees are satisfied with terms and working conditions, 11%
strongly disagreed, 6% disagreed, 8% not sure, 49% agreed 16% strongly agreed. The mean =
3.57 which corresponded to agreed indicated the majority of the respondents agreed that they are
satisfied with terms and working conditions.
4.4.4.1 Simple linear regression analysis for reward management and procurement
performance
The study applied simple linear regression analysis to further investigate the effect of reward
management and procurement performance. In testing hypothesis two further, a composite index
was computed from data collected from respondents on indicators of reward management which
was regressed with data collected from procurement performance. The purpose was to determine
the percentage variation in the procurement performance explained by n reward management as
shown in Table 4.13 below.
1 .448 a .501 .198 .183596
a. Predictors: (Constant), Non-monetary rewards
Table 4.13 discloses R Square value of .601 indicating that only 60.1% of the total variation of
procurement performance is explained by reward management with the rest being explained by
other factors. The model was therefore taken suitable to explain the relationship between the two
53
variables. The implication is that a strengthened reward management contributes to procurement
performance.
CHAPTER FIVE
SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATION
5.1 Introduction
This Chapter presents the summary, discussions and recommendations basing on the objectives
of the study. The presentation is based on the objectives to
5.2 Summary of findings
Generally, the results of this study showed that Performance management, Training and Reward
management significantly enhance the efficiency of the procurement process, effectiveness of the
procurement process and openness and transparency of the procurement process at Otuke District
Local Government.
5.2.1 Performance Management and Procurement performance
Quantitatively, there is a strong positive and significant effect of performance management on
procurement performance (r =.275 **, Sig =.001) meaning that any additional unit invested in
performance management would yield much improvement in procurement performance.
Therefore, the alternative hypothesis that was earlier stated in chapter one is upheld. This implies
that Performance management affects procurement performance in Otuke District Local
Government.
54
5.2.2 Training Practices and Procurement performance
Quantitatively, there is a strong positive and significant effect of training on procurement
performance (r =.501 **, Sig =.001) meaning that any additional unit invested in training would
yield much improvement in procurement performance. Therefore, the alternative hypothesis that
was earlier stated in chapter one is upheld. This implies that training affects procurement
performance in Otuke District Local Government.
5.2.3 Reward Management and Procurement performance
Quantitatively, there is a strong positive and significant effect of reward management on
procurement performance (r =.601 **, Sig =.001) meaning that any additional unit invested in
reward management would yield much improvement in procurement performance. Therefore, the
alternative hypothesis that was earlier stated in chapter one is upheld. This implies that reward
management affects procurement performance in Otuke District Local Government.
5.3 Discussion of Results
A critical discussion of the study findings to the following objectives, performance management
and Procurement performance; training and Procurement performance; and rewards management
and Procurement performance.
This study revealed that performance monitoring is a relatively strong factor in Procurement
performance. The study clearly pointed out that performance monitoring had a positive
statistically significant relationship with Procurement performance. This implies that the more
efforts are put into monitoring the performance of the employees, the higher the likelihood of
employees performing higher in terms of meeting their targets and expectations. Armstrong
(2015) asserted that monitoring of employees is important to motivate them. In monitoring the
55
employees, the supervisors play a critical role of checking progress, supporting to bridge gaps
and providing feedback to the employees. Hence Armstrong emphasizes that a good supervisor
should be able to scan the work environment in which the junior staff work to ensure that it is
supportive enough to enable the employee achieve the set goals and objectives. He further notes
that the supervisor must support the juniors to update their objectives and support them to learn
continuously on the job and task accomplishment through coaching (Armstrong, 2015).
The findings are in congruence with the key informant who asserts that:
“The monitoring is mainly done by observation of how this person performs their task.
It’s also monitored using reports, so at the end of each month; we have a format that the
staffs use to report on their activities that they have done that month. They discuss with
their supervisors and after they have discussed and agreed on the activities for the next
month, the supervisors then discuss it with me as their head of department to inform me
of what activities are going to happen but the monitoring is done mainly by the primary
supervisors.”
It was also revealed in this study that performance evaluations are highly correlated with
Procurement performance. Sobia & Shah (2016) confirm that performance evaluations are
crucial parts of performance management. Similarly, Wanjiru and others (2013) reaffirm
performance evaluation as a basic tool that makes employees very effective and active in
performing their tasks and duties in the organization. This study clearly noted that evaluation
feedback is often provided to the employees’ which helps them to perform their tasks. This
feedback is helpful in highlighting any performance gaps that need to be addressed.
In addition, performance appraisal is often carried out in Otuke District Local Government as
revealed by the results though this was not statistically significant with Procurement
56
performance. Important to note is that performance appraisal is very critical to employee
performance (Karia & Ondieki, 2015). By appraising the employees, various performance
aspects are generated for management to address. An individual’s performance is rated and
scored which highlights how they are performing against the set targets and goals. Critical in this
process is that the employee is able to understand his/her weaknesses which have to be worked
on. Similarly, the supervisors are able to understand each one’s high performing points and
weakest points hence devise means of addressing them. In essence, appraisal is healthy as it
checks the employee’s level of input against the outputs hence resulting into improved
performance when weaknesses are addressed. Therefore, it is highly vital for organizations like
Otuke District Local Government to regularly conduct performance appraisals which has a direct
impact on their performance as revealed in this study
The study findings are in agreement with the key informant who noted “…I have
to be sincere; I am not satisfied with the appraisal system right from the
beginning. Yes, we get appraisal each year. But then the appraisal which we
receive sometimes is not very realistic, and sometimes it’s very realistic, but we
are not in position to implement it”.
5.3.2 Training and Procurement performance
The study findings showed that training and Procurement performance are strongly and
positively correlated. The findings are supported by Wellen’s (2012) assertion that learning
about duties of the job through induction may serve to demotivate employees, particularly when
the job is too demanding or risky, such as jobs in rescue missions. The findings are supported by
the assertions that:
57
“Job rotation sometimes delivers the required results sometimes it is devoid of results in
our case it has delivered what we needed most times though it is not a preferred
approach we would like to take because at times it’s done maliciously without
consultation with the party in question”
A related study by Newman et al. (2011) in China found no evidence of any impact of perceived
benefits of training on Procurement performance. This finding on the lack of relationship
between training and employee commitment, although contrary to the popular Human Capital
Theory (Becker, 1975), which attributes investment in training to employee commitment, the
study attributes the no linkage to the involuntary nature of employee training, the limited career
development opportunities and limited opportunities to apply the gained skills.
The findings above are supported by Heathfield, (2018) who posit that OJT refers to the act of
teaching to improve skills, knowledge and competencies of staff within the institution. She adds
that it involves use of the workplace equipment, tools and venue. OJT is crucial in developing
skills and updating new inventions in today’s world of rapidly changing technologies, (Almeida
et al., 2012). González-Velosa, Rosas, and Flores, (2016) agree with this contending that workers
through OJT become more productive since they can easily adapt to the changes in technology.
OJT according to Salih & Al.Ibed, (2017) can either inform of formal or informal training
programs which involves hands on learning. They however admit that measuring OJT is often
difficult.
Findings also concur with Noe and Kodwani (2018) who revealed that training is one of the
functional areas of Human Resource Management and it has an influence on Procurement
performance documented. Solnet et al. (2012) espouses that training is commonly used as a
58
means to improving employee safety by improving upon the skills, knowledge, attitudes and
abilities of employees.
5.3.3 Reward management and Procurement performance
According to the study finding showed that reward management and Procurement performance
are strongly and positively correlated. The findings are supported by Mmbusa (2019) who noted
that reward is something valuable such as money .rewards serve many purposes in an
organization which serve to build a better employment deal ,hold on to good employees and
reduce on turnover. The author further explains that there are two types of rewards which are
extrinsic (financial) and intrinsic (non-financial) reward and both can be utilized positively to
enhance employee’s performance (Siwale et al. 2020). Financial rewards mean pay for
performance such as performance bonus, job promotion, commission, tips, gratuities and gifts
among others. Non-financial rewards are non-monetary or non-cash such as social recognition,
praise, and genuine appreciation among others and all these improve employee performance in
long run where financial incentives are indeed effective in improving employee performance in
an organization. The findings are in agreement with the key informants who noted that
My employees are always asking for salary increments due to the high cost of living
today, but if any employee comes to my office with a personal problem like a sick child,
spouse or relative, they are helped where possible by providing them with ‘simple money’
to solve their problems.
The findings are in congruence with Lyida (2015) states that organizational rewards are
categorized into types intrinsic rewards and extrinsic rewards. Rewards that are internal to the
person and are usually driven from individual participation in certain activities of responsibilities
59
are referred to as intrinsic rewards. An extrinsic reward on the other hand refers to those rewards
that are organized and distributed by the organization directly and are of a tangible nature.
Further still, Onuorah et al., (2019) explained that rewards management is concerned with the
formulation and implementation of strategies and policies aimed at rewarding people fairly,
equitably and consistently in accordance to their value to the organization and thus help the
organization to achieve its strategic goals. It deals with the design, implementation and
maintenance of rewards system (reward processes, practices and procedures) that aim to meet the
needs of the organization and stakeholders. The findings are supported by the key informant
“I always pay my employees on time, although most of them are not contented with our
pay, but I tell them, that if anybody is not comfortable with the salary he or she receives,
the door is open, they are free to leave for greener pastures, because there is no amount
of money that is enough to satisfy one’s needs”.
5.4 Conclusion
Based on the study the following conclusions were presented according to the following
objectives; performance management and Procurement performance; training and Procurement
performance; rewards management and Procurement performance.
5.4.1 Performance management and Procurement performance
It is evidenced in this study that performance planning is very critical to changes in employee
performance. Unfortunately, organizations like Otuke District Local Government are not giving
it a high priority in their performance management systems. This implies that the organizations
are not adequately setting clear goals and targets for the employees, there is less identification of
performance needs of the employees hence the failure to develop working strategies and
solutions to such needs.
60
In addition, organizations like Otuke District Local Government are also not carrying out
performance level planning for the employees which factors could be considerably affecting the
performance of employees. In fact, the employees are not adequately prepared to achieve certain
targets and goals thus lowered performance in terms of performing against tasks and
organizational goals. Therefore, organizations like Otuke District Local Government if they
incorporate performance planning into their performance management systems by setting clear
goals, identifying performance needs and devising solutions as well as clearly conducting
performance level planning then it is likely that employee performance was improved in the
organization.
The aspect of performance monitoring was found moderately correlated to employee
performance. Nonetheless, it is important that before monitoring, organizations first carry out
performance planning which aspect was very weak in Otuke District Local Government. After
setting a clear performance plan, it becomes imperative to supervise its implementation,
continuously assess the achievement of the plan and render necessary support to the employees
to achieve the set targets and goals.
Organizations such as Otuke District Local Government while their performance planning aspect
is very weak, nonetheless they endeavor to monitor the performance of their employees which
aspects needs to further be strengthened for much better results and output from the employees.
The study concluded on second objective that Otuke District Local Government design and
develop training to meet its overall goals and objectives; a structured training and development
program ensures that employees have a consistent experience and background knowledge;
training and career development provide internal promotion opportunities; training and career
61
development improve employee productivity; staff training and career development build the
employee's confidence.
It was found out that training and career development help find out the gaps between employees’
current and ideal skills; staff training and career development address weaknesses of employees
at Otuke District Local Government; staff training and career development results into employee
satisfaction and proper staff training and career development reduce employee turnover; Otuke
District Local Government also use Layer Training Methods to ensure Procurement
performance.
5.4.3 Rewards management and Procurement performance
Direct financial rewards are positively and significantly collated with Procurement performance
as per the findings of the study. Paying is a vital factor which affects employee’s motivation.
Both motivation and satisfaction impact on employee productivity. Rewarding is an initial step
like any other HR operations, especially when it confronts with salary, pay, bonuses, sales
commissions and financial payment. It should be noted that employers plan on rewarding
systems are based on their employees efficiency and effectiveness which both contribute to their
productivity.
As regards to the dimension of financial motivation, it was concluded according to the
hypothesis that financial motivation has a positive significant effect on the Procurement
performance. It was noted that managers always rewarded employees with salaries, duty
allowances, bonuses, remedial teaching allowance, performance allowance, responsibility
allowances among others. They believe that these motivate employees to perform with
enthusiasm.
62
5.5 Recommendations
Managers of organizations like Otuke District Local Government need to appreciate the
importance of designing performance plans. The managers and supervisors need to identify the
performance targets for particular employees and set these. However, this must be done in
consultation and active involvement of the employees themselves to agree on the goals, targets
and the plans.
There is need for managers and supervisors to identify the performance gaps and needs of the
employees all the time. This should be done by conducting needs assessments periodically so as
to find solutions and work out a plan of action to mitigate them if performance of the employees
is to be improved.
There is always need for managers together with the employees to set performance levels for
each one. This should be done at departmental level so as to enable employees work towards
fulfilling such performance targets and levels. In this case, the supervisors and managers must set
time to support and guide the employees for example through coaching, so as to enable them
achieve the targets.
Monitoring the performance of the employees should be a must in any organization. The
supervisors and managers should always monitor the progress of the employees in achieving the
agreed upon performance targets and goals.
The role of the supervisor in supporting the employees during monitoring of goals and target
achievement should continuously be undertaken in organizations. The supervisors of the junior
employees should make necessary arrangement and design supervisory plans for this purpose.
63
The study recommends that management at Otuke District Local Government improve on setting
of performance targets through management and supervisors should actively involve their
subordinates in determining job descriptions to guide on the performance expectations. This
enhances clarity of goals and targets which will eventually lead to timely tasks accomplishment
hence improved Procurement performance.
There is also need to improve on the use of performance appraisal which is one of the practices
used in the organization to evaluate and rate an employee’s performance for a particular job. A
well designed system of performance appraisal can help to motivate staff. For example,
identifying proficient staff and rewarding them can result in better performance. Generally,
organizations desire that employees should be working towards achieving goals for its success
and employees desire to remain in the organization if they are kept motivated.
The study recommended the need to improve on off job training at Otuke District Local
Government where more efforts are required for management should support its staff for training
courses through allocating funds to improve on the skills and knowledge through sponsoring for
formal academic programmes. Thus, any efforts directed towards off job training can lead to
improved Procurement performance.
5.5.3 Reward Management and Procurement performance
Since the study established that there are more minimal efforts towards extrinsic rewards
Since financial rewards highly motivate employees to perform with zeal, managers should:
ensure that remunerations like salaries and other allowances are commensurate with the work
done as this would encourage employees to work hard towards achieving organizational
64
objectives; and ensure timely payment of allowances as this would compel employees to beat
deadlines on minimal supervision.
Since human beings are craving beings, there is a need for education managers to equally address
employees’ motivation using non-financial means like recognition, promotion, challenging
responsibility. The employment scheme of service of employees in organization should be made
on contract basis so that employees work to produce results with zeal according to the set goals
and objectives. A performance assessment for the renewal of a contract should be put in place
and strictly followed.
The management of Otuke District Local Government should make comparisons with other
providers in the same sector and review their salary structure. This can help Otuke District Local
Government management to be able to know if the rewards in place are competitive enough to
motivate employees. The management should also put up savings scheme in place where
employees are encouraged to save something at every end of month. These savings can help in
the long run when the employees are faced with financial challenges and in turn solved financial
challenges help employees to perform.
5.7 Areas recommended for further research
This study focused on the effects of some indicators of human resource practices on Procurement
performance at Otuke District Local Government. Therefore future researchers should
investigate the influence of each indicator on Procurement performance for instance,
performance management, staff training and reward management.
The researcher recommends a similar study to be conducted in Government facilities.
65
Other studies need to examine the extent to which customer care personnel training could have
influenced the performance of service station attendants while considering triangulation of
primary data with secondary data using a documentary review.
i. Employee Satisfaction and Organizational Performance in Local Governments
ii. Training and Development and Financial Performance in Local Governments
iii. Continuous feedback and organization performance in both public and private
organizations
66
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v
APPENDICES
APPENDIX 1: QUESTIONNAIRE FOR DISTRICT EXECUTIVES AND ELECTED
LEADERS
Dear respondent,
I, JULIET EKUT ACHIRO Reg. Number 18/MPP/KLA/WKD/0002 pursuing Master’s
Degree in Public Procurement Management at Uganda Management Institute, here by request
you to answer this questionnaire which is intended to collect information to analyze the staff
motivation and procurement performance in Otuke District Local Government. The research is
conducted purely for academic purposes and any information given was treated with maximum
confidentiality. Please kindly answer the questions to the best of your knowledge. Indicate your
opinion by simply marking with a tick in the space provided or filled in the gaps provided.
Thank you so much in advance for your cooperation and for your precious time.
SECTION A: BACKGROUND INFORMATION
A1. Age
Less than 20 years Between 21 and 30 years Between 31 and 40 Above 40 years
A2. Sex of respondent:
Male Female
A3. Marital Status
Married Single Divorced/separated Widow/widower
vi
A4.Highest Qualification Attained.
Certificate Diploma Bachelor’s Degree Master’s Degree
A5. How long have you served in Otuke District Local Government? (Years of service)
Less than 3 years 4-6 years 7-10 years Above 10 years
SECTION B: INDEPENDENT VARIABLES
Key: on the scale of 1-5, please tick your opinion on the following statement in the various
categories.
1. Strongly disagree 2. Disagree 3. Not Sure 4. Agree 5. Strongly agree
PERFORMANCE MANAGEMENT SD D NS A SA
1 The performance appraisal system of the Department

provides information about my performance
2 Feedback about my performance is communicated to me in
writing, annually
3 I am allocated an immediate supervisor who is responsible
for my performance
4 Performance monitoring is usually done in my department
where I belong
5 I set performance targets with my supervisor on a monthly
basis
6 My work plans help me perform the tasks which are in line
with my job description
7 I am encouraged to do good work and reach the goals set
8 The performance appraisal system of the Department
vii
provides information about my performance
TRAINING
1. I am always sponsored for formal academic programme
outside the Nation, District, office
2. Long term courses help staff to enhance their knowledge
and skills greatly
3. Training programmes are fairly allocated to staff to improve
quality Procurement performance
4. Trainings I receive has helped me meet my targets and
perform better
5. Training I receive at work have addressed my specific
knowledge gaps
6. Job rotation has helped me to gain relevant experience
7. Workshops organized are always related to required health
service demands and gaps
8. Workshops organized equip me with necessary skills to offer
better services
REWARDS MANGEMENT
1 I am satisfied with my salary
2 My clients usually bless me with tips
3 My salary is paid timely
4 My boss always appreciates my work which makes me feel
good
5 I am satisfied with my terms and working conditions
SECTION C: DEPENDENT VARIABLE (PROCUREMENT PERFORMANCE)
viii
Please indicate the extent to which you agree or disagree with the following statements about the
Procurement Performance at Otuke District Local Government please select from: 1. Strongly
Disagree 2. Disagree 3. Not sure 4. Agree 5. Strongly agree.
PROCUREMENT PERFORMANCE SD D NS A SA
Under the Otuke District Local Government, there are
1 clear well laid down regulations to guide the procurement
process
2 mechanisms to ensure that the procurement process
complies
3 well-defined regulations and procedures open to public
scrutiny
4 clear, standardized tender documents containing
complete information
Under the Otuke District Local Government, there is
5
equal opportunity for all in the bidding process
6 effective means for fighting waste and corruption and
improving financial accountability
Under the Otuke District Local Government, there is
7 integration of the public procurement system with
national budgeting procedures
Thank You for Your Time
ix
APPENDIX II: INTERVIEW GUIDE FOR CAO, HEADS OF DEPARTMENTS AND
SERVICE PROVIDERS
Dear respondent,
I, JULIET EKUT ACHIRO Reg. Number 18/MPP/KLA/WKD/0002 pursuing Master’s
Degree in Public Procurement Management at Uganda Management Institute, Kampala, here by
request you to answer this questionnaire which is intended to collect information to analyze the
staff motivation and procurement performance in Otuke District Local Government. The
research is conducted purely for academic purposes and any information given was treated with
maximum confidentiality. Please kindly answer the questions to the best of your knowledge.
Indicate your opinion by simply marking with a tick in the space provided or filled in the gaps
provided.
Thank you so much in advance for your cooperation and for your precious time.
I appreciate your time and contributions in advance.
SECTION A: PERFORMANCE MANAGEMENT
1) Nature of performance targets you set.
2) Extent to which these targets are achieved or not achieved
3) Common reasons for success or failure of achieving the set targets
4) Mechanisms to offset the identified challenges
5) Staff’s attitude towards appraisal
SECTION B: TRAINING
1) On the job training entailed: mentoring, job rotation and transfers, and workshop among
others. Do you think that, the above methods of training are relevant to your worker?
x
2) In your opinion, does on the job training relevant to procurement performance in Otuke
District Local Government
3) Are you satisfied with the current formal academic training in Otuke District Local
Government?
4) Do you think off the job training matches with the existing procurement needs in Otuke
District Local Government? Give reasons for your answer.
SECTION C: REWARDS MANAGEMENT
1) Types of pay you give your staff
2) Staffs attitudes towards payments you give them
3) Levels of autonomy given to your staff to perform jobs
4) Interpersonal relationship among staff and supervisors
5) Nature of responsibility you give your staff
Thanks for your time and cooperation
xi

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STAFF MOTIVATION AND PROCUREMENT PERFORMANCE IN OTUKE

DISTRICT LOCAL GOVERNMENT

JULIET EKUT ACHIRO

A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS AND

MANAGEMENT IN PARTIAL FULFILLMENT OF TH REQUIREMENTS

FOR THE AWARD OF A MASTERS DEGREE IN PUBLIC PROCUREMENT

MANAGEMENT OF UGANDA MANAGEMENT INSTITUTE

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

JULIET EKUT ACHIRO

has been submitted for examination with my approval as Institute supervisor.

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

Assoc. Prof. Maria Kaguhangire-Barifaijo

This dissertation is dedicated to my family members most especially my dear husband, my

research would have been difficult to elevate to its current level.

would have been impossible to accomplish.

I also thank my colleagues at Uganda Management Institute, my research assistant Womayi

and perfected the draft report.

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..........................................................................................................6

1.3. Statement of the problem..........................................................................................................7

1.4 Purpose of the study...................................................................................................................8

1.5 Objectives of the study..............................................................................................................9

1.6 Research questions.....................................................................................................................9

1.7 Hypotheses of the study.............................................................................................................9

1.9 Significance of the study.........................................................................................................11

1.10 Justification of the study........................................................................................................12

1.11.1 Geographical Scope............................................................................................................12

1.11.2 Content scope......................................................................................................................12

1.11.3 Time scope..........................................................................................................................13

1.12. Operational definitions.........................................................................................................13

2.2 Theoretical review...................................................................................................................14

2.3 Conceptual Review..................................................................................................................15

2.3.1 Staff motivation....................................................................................................................15

2.3.2 Procurement performance.....................................................................................................15

2.4 Related Literature Review.......................................................................................................15

2.4.1 Performance management and procurement performance...................................................15

2.4.2 Training and procurement performance...............................................................................18

2.4.3. Rewards management and procurement performance.........................................................21

2.5. Summary of literature Review /Conclusion...........................................................................24

3.2. Research Design.....................................................................................................................25

3.4. Sample Size and Selection......................................................................................................26

3.5. Sampling Techniques and Procedures....................................................................................27

3.5.1 Simple random sampling......................................................................................................27

3.5.2 Purposive sampling...............................................................................................................27

3.6. Data Collection Methods........................................................................................................27

3.6.1. Interview method.................................................................................................................28

3.6.2. Questionnaires survey method.............................................................................................28

3.6.3. Documentary Review method.............................................................................................28

3.7 Data Collection Instruments....................................................................................................29

3.7.1. Interview guide....................................................................................................................29

3.7.2. Questionnaire guide.............................................................................................................29

3.7.3. Documentary checklist........................................................................................................30

3.8. Reliability and validity measurement scale............................................................................30

3.8.1. Reliability of instruments....................................................................................................30

3.8.2. Validity of instruments........................................................................................................31

3.9. Procedure of Data Collection..................................................................................................32