Mba Thesis Esami

EASTERN AND SOUTHERN AFRICAN MANAGEMENT INSTITUTE
(ESAMI)
MBA-INTAKE 42E – KAMPALA
BSG 09315: MASTER THESIS

JAMES KATEETE 42EKL15334
BASIC SECURITY MEASURES AND BUSINESS PERFORMANCE IN UGANDA: A

CASE OF MAERSK AGENCY UGANDA LIMITED
OCTOBER 2022
DECLARATION
I, James Kateete, uphold that am the author of this thesis. During the period of my academic
stay at ESAMI, it is a reflection of my original research work carried out by myself under the
supervision of Dr. Caiphas Chekwoti. All academic work borrowed to support this study has
been out rightly acknowledged and has been duly referenced. I further add that this, area of
study is the first of its own and has not been previously used for any academic awards at ESAMI
and other institutions of higher learning.
Name & Student Signature……………………………… ...
Date ……………………………………….
Supervisor ……………………………………….
Date ……………………………
i
APPROVED
Name: DR. CAIPHAS CHEKWOTI

ESAMI Business School, Arusha, Tanzania
Signed: ………………………………………………...
Date …………………………………………………
ii
DEDICATION
I offer this piece of work as a token of appreciation to my Creator, secondly to my wife and
children, to my late father Paul K Mukasa, and my mothers, Ruth Mukasa and Miriam
Nabasaku under whose instruction I have come up.
Am grateful to you all
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ACKNOWLEDGEMENT
Am most grateful to my creator. My deepest thoughts of gratitude are with Dr. Caiphas
Chekwoti, Ph.D. Head of Trade Policy Training Centre in Africa – trapca. His challenging
advice was always crucial in refining my thoughts. His approachability allowed me a measure
of opportunity to engage in a consultation-continuous process throughout this study.
Am also grateful to all my classmates (Intake 42) who stood with me, at the time when it was
very trying for myself and family as I was on bed struggling with Covid-19 and at the same
time my father had been admitted and later departed on the 20th of June 2021. I will always
remember the supporting and encouraging telephone calls you all made which gave me a lot of
resilience. To you Yvonne Tumuheirwe at the time when I lost my father you came in handy
when you directed me to a funeral service company of professionals whose services were
excellent and gave me time to rest.
Umar Mulumba and Maama Ruth Nakibiranga Mukasa, Mr. & Mrs. Kinene, Mr. & Mrs.
Kalemeera, Mr. & Mrs. Walugembe, Uncle Edward Kajjoba, Sarah Namuwonge & Sister
Namazzi Racheal, a special thank you for looking after my dad at a time when he sought my
support and he couldn’t get it, but you stepped in for me. Am highly indebted to you.
There are people who intellectually inspired me: Dr. Edward Silvestre, Kaweesi of the
department of political science at Makerere University for accepting to be my mentor and
adviser, Associate Prof. Phillip Kasaija of Makerere University. Thank you very much.
Special appreciation to you Dearest Maureen Kateete for taking good care of our children:
Gideon, Benjamin and Paul during my long absence. Your prayers, patience have not been in
vain. I love you so dearly.
To the entire ESAMI Business School Team both in Kampala and Arusha, I say thank you very
for the support, every time I reached out to you for academic assistance you responded timely
and in professional manner. The level of academic tolerance you offered to me as an individual
student will never leave my mind. I appreciate you so much
Lastly to you my dearest friend Grace Natukunda of the OAG office, your tireless efforts to
see me academically succeed was a sign of deep-rooted affection. I appreciate everything you
have done for me and you are always on my mind.
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TABLE OF CONTENTS
DECLARATION ........................................................................................................................ i
APPROVED ..............................................................................................................................ii
DEDICATION ......................................................................................................................... iii
ACKNOWLEDGEMENT ........................................................................................................ iv
LIST OF TABLES ................................................................................................................. viii
LIST OF FIGURES .................................................................................................................. ix
LIST OF ABBREVIATION /ACRONYMS ............................................................................. x
ABSTRACT .............................................................................................................................. xi
CHAPTER ONE:INTRODUCTION ..................................................................................... 1
1.1 Introduction .......................................................................................................................... 1
1.2 Background .......................................................................................................................... 1
1.3 Problem statement ................................................................................................................ 6
1.4 Purpose of the study ............................................................................................................. 7
1.5 Specific Objectives of the study .......................................................................................... 7
1.6 Research questions ............................................................................................................... 8
1.7 Research Assumptions .................................................................................................... 8
1.7.1 Scope of the Study ............................................................................................................ 8
1.8 Significance of the study...................................................................................................... 9
1.9 Justification of the study ...................................................................................................... 9
CHAPTER TWO:LITERATURE REVIEW ...................................................................... 10
2.1 Introduction ........................................................................................................................ 10
2.2 Theoretical Review ............................................................................................................ 10
2.3 Implementation of basic security measures and business performance............................. 11
2.3.1 Security policies and business performance ................................................................... 11
2.3.2 Security awareness/training and business performance .................................................. 14
2.3.3 Management support to security team and business performance.................................. 17
2.4 Conceptual framework ....................................................................................................... 19
CHAPTER THREE:RESEARCH METHODOLOGY ..................................................... 21
3.1 Introduction ........................................................................................................................ 21
3.2 Definition of variables ....................................................................................................... 21
3.2.1 Business performance ..................................................................................................... 21
3.2.2 Implementation of basic security measures .................................................................... 21
3.2.3 Management support to security teams........................................................................... 21
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3.2.4 Security policies .............................................................................................................. 21
3.2.5 Security awareness/training ............................................................................................ 21
3.3 Measurement of Variables ................................................................................................. 22
3.4 Research Design................................................................................................................. 22
3.5 Study Population ................................................................................................................ 22
3.6 Sample Size Determination................................................................................................ 22
3.7 Sampling Techniques ......................................................................................................... 23
3.7.1 Simple Random Sampling .............................................................................................. 23
3.7.2 Purposive Sampling ........................................................................................................ 23
3.8 Data Collection Methods .............................................................................................. 24
3.8.1 Questionnaire Survey ...................................................................................................... 24
3.8.2 Interview ......................................................................................................................... 24
3.9 Data Collection Instruments .............................................................................................. 24
3.9.1 Questionnaire .................................................................................................................. 24
3.9.2 Interview Guide .............................................................................................................. 25
3.10 Validity and Reliability of Research Instruments ......................................................... 25
3.10.1 Validity of Research Instruments .............................................................................. 25
3.10.2 Reliability of Research Instruments .............................................................................. 26
3.11 Data Collection Procedure ............................................................................................... 27
3.12 Data Processing and Analysis ....................................................................................... 27
3.12.1 Quantitative Data Analysis ........................................................................................... 27
3.12.2 Qualitative Data Analysis......................................................................................... 27
CHAPTER FOUR:PRESENTATION AND INTERPRETATION OF FINDINGS....... 28
4.1 Introduction ........................................................................................................................ 28
4.2 Response Rate .................................................................................................................... 28
4.3 Demographic Characteristics of Respondents ................................................................... 29
4.3.1 Respondents by Gender .................................................................................................. 29
4.3.2 Demographic Characteristics of Respondents........................................................... 29
4.3.3 Respondents by Marital Status........................................................................................ 30
4.3.3 Representation of Respondents by Age .......................................................................... 30
4.3.4 Educational Levels .......................................................................................................... 31
4.4 Empirical findings in line with the study's goals ............................................................... 31
4.4.2 Business performance of Maersk Agency Uganda Limited ........................................... 31
4.4.2 Security policies and business performance of Maersk Agency Uganda Limited ......... 33
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4.4.2.1 Correlation between security policies and business performance of Maersk Agency
Uganda Limited ....................................................................................................................... 35
4.4.3 Security training and awareness and business performance of Maersk Agency Uganda
Limited ..................................................................................................................................... 37
4.4.3.2 Correlation between security training /awareness and business performance of Maersk
Agency Uganda Limited .......................................................................................................... 38
4.4.4 Management support to security team and business performance of Maersk Agency
Uganda Limited ....................................................................................................................... 41
4.4.4.2 Correlations between management support to security team and business performance
of Maersk Agency Uganda Limited ......................................................................................... 42
CHAPTER FIVE:SUMMARY, DISCUSSION, CONCLUSIONS AND
RECOMMENDATIONS....................................................................................................... 45
5.1 Introduction ........................................................................................................................ 45
Discussion of the study findings .............................................................................................. 45
5.2.1 Security policies and business performance of Maersk Agency Uganda Limited ......... 45
5.2.2 Security training/ awareness and business performance of Maersk Agency Uganda
Limited ..................................................................................................................................... 45
Uganda Limited ....................................................................................................................... 46
5.4 Conclusions ........................................................................................................................ 46
5.4.1 Security policies & business performance of Maersk Agency Uganda Limited ............ 46
Limited ..................................................................................................................................... 46
Uganda Limited ....................................................................................................................... 46
5.5 Recommendations .............................................................................................................. 47
5.6 Areas for further research .................................................................................................. 47
REFERENCES ........................................................................................................................ 48
APPENDIX A: Questionnaire ................................................................................................. 52
APPENDIX B: Interview Guide for Key Informants .............................................................. 55
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LIST OF TABLES
Table 4. 1: Response Rate ........................................................................................................ 28
Table 4. 2: Respondents by Gender ........................................................................................ 29
Table 4. 3: Business Performance ............................................................................................ 32
Table 4. 4: Showing responses on Security Policies ........................................................... 34
Table 4. 5: Correlation Results for information distribution and stakeholder commitment .... 36
Table 4. 6: Respondents’ views on security training and awareness ...................................... 37
Table 4. 7: Correlation Results for security training /awareness and business performance .. 39
Table 4. 8: Views on management support to security team ................................................... 41
Table 4. 9: Correlation Results for management support to security team and business
performance ...................................................................................................................... 42
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LIST OF FIGURES
Figure 1. 1: Conceptual framework .................................................................................. 19
Figure 3. 1: Distribution of Population, Sample size and Sampling Techniques ............. 23
Figure 3. 2: Reliability Statistics Results......................................................................... 26
Figure 4. 1: Marital Status ................................................................................................ 29
Figure 4. 2: Age Group ..................................................................................................... 30
Figure 4. 3: Educational Levels ........................................................................................ 31
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LIST OF ABBREVIATION /ACRONYMS
CCTV – Crossed-Circuit Television
ESP - Enterprise Security Policy
GDP – Gross Domestic Product
GEM – Global Entrepreneurship Monitor
IT – Information Technology
IS – Information Security
ISP - Information Security Policy
ISPD – Information Security Policy Document
ISSP – Issue Specific Security Policy
SMEs – Small and Medium Enterprises
SSSP – Systems Specific Security Policies
UBOS – Uganda Bureau of Statistics
UIA – Uganda Investment Authority
UN ARMS – United Nations Achieves and Records Management Section
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ABSTRACT
The study's intended to determine the impact of basic security measures on the business
performance of Maersk Agency Uganda Limited. It also investigated the impact of basic
security measures on the business performance of Maersk Agency Uganda Limited.
Specifically, it examined the effect of security policies on the business performance of Maersk
Agency Uganda Limited; find out the effect of security training and awareness on business
performance of Maersk Agency Uganda Limited; and establish the effect of management
support to security team on business performance of Maersk Agency Uganda Limited. Utilizing
a cross-sectional survey research design, that included quantitative and qualitative methods.
The study sample consisted of 116 respondents. Both simple random sample and purposeful
sampling were utilized. Data collection methods included interviews and questionnaires. The
linear link between the study variables was determined using Pearson’s correlation coefficient.
The research exposed; a weak significant positive correlation between security policies on
business performance of Maersk Agency Uganda Limited. (r=.413** p < 0.05); a moderate
significant positive correlation between security training /awareness and business performance
of Maersk Agency Uganda Limited. (r=.510** p < 0.05); and a weak significant positive
correlation between management support to security team and business performance of Maersk
Agency Uganda Limited (r=.343** p < 0.05). From the findings, it was concluded that security
policies, security training /awareness and management support to security team had a positive
relationship with business performance of Maersk Agency Uganda Limited. Accordingly, it is
recommended that management update security policies, revisit training content for Maersk
Agency Uganda Limited.
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CHAPTER ONE
INTRODUCTION
1.1 Introduction
Having a good security strategy in place can provide you, your security department and the
organization with a range of (overlapping) benefits (Kasali, 2011). Without a security strategy
it will often not be clear how the security function contributes to the overall aims of the
organization. A good security strategy helps an organization to have good security management
and indeed good corporate governance of the organization (Adekola, & Enyiche, 2017). This
study investigated the effect of basic security measures on business performance in Uganda
using a case of Maersk Agency Uganda Limited.
1.2 Background
The back ground of this study begins with the historic background, followed by theoretical
background, the conceptual in which the key variables in the study are mirrored and finally the
contextual background which relates with the existing situation in the study area.
From a historical perspective, the beginning of security measures is as old as the ancient
Egyptian empire during the time of the pharaohs. However, studies first locate the origin of
basic security measures in modern Europe during the industrial revolution. For example, a
study by Hassan Jan (2020) emphasized the value of knowledge of security to businesses little
startups or international conglomerates.
According to Gordon and Loeb (2006), security relates to a range of actions intended to protect
the entire system. (p. 16 and the infrastructure that makes its use easier. It consists of hardware,
software, and physical security. When the number of claims increases, workers and methods
increase, and when the management of an organization’s security gets more complex,
vulnerabilities escalate. Dhillon, (1999) recommends that to guarantee the protected use of
hardware and software in organizations, the security awareness program, as well as support of
the top management, should be higher.
Every organization needs protection. For example, customer contacts, and if the customer
database is lost, it may be difficult or next to impossible for them to track a business. this means
there is a violation of the rules of Personal Data protection. Secondly, in an innovative company
with sensitive research findings, it may cause financial losses in terms of time. security involves
dealing with risk and handling risk by detecting and assessing threats to assets in the
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organization and taking actions to address the threats. When organizations fail to manage their
security, the organization's credibility and loss of money may occur (Jones,2007).
Contemporary international business practice demands that for governments and stakeholders
in business organizations security measures must be set in place and adhered to. For instance,
(G. Lykou, et al), advise that business ethics managers should recognize the importance of
having a code of business ethics to be observed by the employees to curb the number of
unethical practices annually
(Abdul Jalil, 2010) concurred with other scholars that Governments of different countries must
either prepare a code of business ethics and ask business organizations to use it properly among
employees or ask business organizations to prepare their own code of business ethics and
further use it in their organizations properly. The latter is known as self-regulation and usage
of business ethics in business organizations on their own initiative. (Abdul Jalil, 2010) further
advises that the best way to use business ethics is for the government to prepare a code of
business ethics in consultation with the association of business organizations and ask them to
practice those ethical principles effectively and completely. The government should have a
monitoring branch to monitor the practice of the ethical standards
On the regional and Ugandan perspective security for business environment, seems to be a new
concept, which majorly addresses human and political threats. The business environment in
Uganda is largely informal and therefore with low levels of technology. However, there is a
level of technological growth which comes from the approval of foreign companies in form of
Foreign Direct Investment benefits which has influenced some local companies toward
business security
Theoretically, as a guide, the study will employ the industrial-organizational theory

(Corley,1990). This theory is built on the idea of the existence of a powerful guardian, the
target and the offender, which encourages the commission of a crime. This central idea will be
used to identify the strategic connection between basic security measures and business
performance.
From a conceptual perspective, basic security measures which forms the independent variable
of the study has been defined as the operationalization of security policies the and creation of
awareness of employees through training and offering management support to security teams
in the organization with the main object of securing critical assets. Whereas business
performance in this study means the ability of a business entity to effectively efficiently,
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sustainably, and profitably allocate resources with the aim of offering a product or service that
meets consumer/customer expectations while making a profit.
In the current situation, Uganda has gone through a number of economic stages, all in the name
of transforming the business sector. According to the (District Team Report, 2007), measures
were employed with the main object of boosting economic performance. It’s widely believed
that business security leads to sustainability and profitability in the long run. On the contrary,
reports indicate that many of Uganda’s young business startups die at the second anniversary
(Tashabomwe, 2006). Hence if Uganda is to realize improved business performance in terms
of sustainability, profitability effectiveness, and efficiency and therefore penetrate the global
business network business security must be incorporated.
Business performance has been a source of concern for both academics and practitioners. This
is evidenced by a plethora of existing literature and studies focusing on how it can be improved
at both the micro- and macro-levels (Jing & Avery, 2008). The significance of business
performance stems from the fact that significant resources are invested in it. Furthermore, as
observed by Schumpeter (2003), business growth will implicitly reflect a nation’s economic
development. Numerous studies have attempted to comprehend and explain the factors that
contribute to business success or failure (Pesanen, 2013).
As business performance is not easy to achieve at a domestic level due to international
competition, procedures, restriction and formalities, basic security measures becomes a
necessity to any business entity, because business performance offers huge business
opportunities for profitability and sustainability.
Poor performance and high failure rates among SMEs, in particular, have been areas of
scholarly and policy concern (OECD, 2014; Global Entrepreneurship Monitor (GEM), 2014;
Neneh, 2012; Kze, Thiam, and Seng, 2013). According to Hone and Eloff (2002), the key
concern of an establishment’s security controlling is security policies. Organizations require a
security policy in order to protect their critical resources. The security policy explains The do’s
and don’ts to the staff, as well as what acceptable behavior is expected of them in order to
secure the organization.
Besides that, according to Peltier (2005), security policy provides management with security
direction and support. According to Von Solms (1999), Canavan (2003), and Doherty and
Fulford (2005), setting standards is a good place to start when developing a security policy to
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improve organizational security. The security policy should be tailored to the organization’s
strategy. Many security procedures in corporate and business environments necessitate routine
repairs and need for constant monitoring. It is strongly advised that organizations practice
security measures in order to maintain a high level of integrity and minimize risk. (Topalov,
Zavulunov, Davis Morriss & McMillian, 2015).
Technical and organizational security measures are almost always required in order to
minimize risk while maintaining the organization's confidentiality, manageability, and
scalability. Policies and regulations, for example, enable an organization to maintain,
administer, and audit its security (Topalov et al., 2015). If the organization is threatened or
attacked, the measures help to mitigate risks and quickly device countermeasures (Topalov et
al., 2015). Organizations must have strong security measures in place because not having them
could mean the difference between an organization remaining in business for a long time and
filing for bankruptcy (Topalov et al., 2015).
Security has been essential to humanity since the dawn of time, and its significance cannot be
overstated. According to Dempsey (2008), people have had the right to defend themselves
against any threat since time immemorial. The Salafi-jihadist organization al-Shabaab, based
primarily in Somalia, poses the most serious terrorist threat in Eastern Africa (Elowson & de
Albuquerque, 2016). Al-Shabaab became an al-Qaeda affiliate in 2012. Al-Shabaab adopted a
more regional strategy as a result of this as well as military setbacks within Somalia, leading
to an increase in overt terrorist tactics like attacking civilian targets in neighboring nations,
which led to the emergence of a significant transnational threat (Elowson & de Albuquerque,
2016).
Terrorism, on the other hand, has incurred and continues to incur significant economic and
human expenses. For instance, the worldwide economic effect of terrorism in 2015 was $89.6
billion, only 15% less than the previous year’s total of $105.6 billion. Terrorism’s overall costs
have increased eleven times in the last 15 years (Dudley, 2016). Given that the number of
terrorism-related fatalities rose from just over 11,000 in 2007 to over 26,000 in 2017, the
human cost of terrorism is equally overwhelming. Terrorist attacks increased from
approximately 2,800 in 2007 to approximately 11,000 in 2017.
Because of the rising financial and social costs of terrorism, many empirical studies have been
conducted to determine the impact of terrorism on business performance for example, (Abadie
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& Gardeazabal, 2008; indicated that the GDP of Spain declined by 10% between 1980 and
1990, (Gaibulloev and Sandler concluded that terrorism reduces the level of foreign direct
investment (FDI) as well as reduces gross domestic product growth rates (GDP)
Businesses in Uganda continue to face high failure rates in terms of annual closures
(Turyahebwa, Sunday & Ssekajugo, 2013; Kazooba, 2006). According to some reports, the
rate of collapse in Uganda is greater than 50% per year (UBOS, 2019). Several studies have
identified poor managerial supervision, a lack of business management, entrepreneurship, and
managerial incompetence in terms of skills, knowledge, and experience as some of the internal
causes of Ugandan business failures (Turyahebwa et al., 2013).
However, compared to developed and emerging economies, few studies have examined how
terrorism affects organizational performance in emerging economies (Arasti, Zandi &
Bahmani, 2014). Given that terrorism is likely to persist for a very long time, businesses that
conduct business internationally face a new kind of risk (Jain & Grosse, 2009).
Government policymakers have adopted a number of security measures globally to combat

terrorism while attempting to avoid deterring international trade and investment (Jain &
Grosse, 2009). Thus, no study has been devoted to investigating the effect of basic security
measures on business performance in Uganda.
This study is thus intended to contribute to the current inconclusive debate on the effect of
basic security measures execution on business performance from the perspective of businesses
in developing economies. Maersk Agency Uganda Ltd is located on 5th Street Industrial Area
in Kampala in Uganda. At Maersk, the strategic vision is to become the Global Integrator,
offering truly integrated logistics solutions that connect, protect and simplify customers’ supply
chains.
The goal of Maersk's strategy is to provide customers with value in the form of improved
supply chain outcomes, increased transparency and control, and ultimately lower end-to-end
costs. These solutions must be integrated to cover all phases of the supply chain.
In 2021, extraordinary growth and shifts in demand combined with continued lockdowns in
countries and regions still battling the challenges of the COVID-19 pandemic brought out
exceptional bottlenecks in shipping and logistics supply chains. In this climate, Maersk
continued to be guided by the priorities to care for colleagues, support and deliver value to
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customers, and help society recover, and the company launched accelerated targets and took
substantial action towards the goal of decarbonizing logistics by 2040.
Post-tax impairments of USD 2.8 billion (USD 2.6 billion) primarily relating to Maersk
Drilling of USD 1.4 billion (USD 27 million) and Maersk Supply Service of USD 1.2 billion
caused Maersk to deliver an unsatisfactory loss of USD 1.9 billion (profit of USD 925 million)
(USD 0m). The underlying profit was USD 711 million, in line with the most recent guidance
given in November (USD 3.1bn). A negative 2.7% (positive 2.9%) return on invested capital
(ROIC) was achieved. The negative free cash flow was USD 29 million (positive USD 6.6bn
including the sale of shares in Danske Bank of USD 4.9bn).
1.3 Problem statement

With a lack of information security policies in organizations, it can be challenging, particularly
if managers do not get support from senior management regarding security. There will always
be a lack of security awareness training and education programs.
Business entities face the risk of attacks, fraud, and theft of business information systems, and
breakdown of critical infrastructure resulting in an estimated financial loss of 37% from
security incidents (Bojanc & JermanBlazic, 2013; Green, 2015). The increased use of basic
security measures is intended to create a secure environment that is supposed to propel business
performance (Lensink, Servin & Berg, 2017).
Business entities have tried to hire security guards and procure security systems (Bahl & Wali,
2014). Despite the above interventions, for a number companies in Uganda, low business
performance is still a challenge (UBOS, 2019). It is unclear how much business entities'
performance is impacted by the adoption of fundamental security measures. In light of this, the
study used the case of Maersk Agency Uganda Limited to examine business performance in
the east African region following the execution of basic security measures.
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1.4 Purpose of the study
To investigate the effect of basic security measures on business performance of Maersk Agency
Uganda Limited.
1.5 Specific Objectives of the study

i. To examine the relationship between security policies and business performance of
Maersk Agency Uganda Limited.
ii. To find out the relationship between security training/ awareness and business
performance of Maersk Agency Uganda Limited.
iii. To establish the relationship between management support to security team and
business performance of Maersk Agency Uganda Limited.
iv. To establish the effect of basic security measures on business performance of Maersk
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1.6 Research questions
i. What is the relationship between security policies and business performance of Maersk
Agency Uganda Limited?
ii. What is the relationship between security training/ awareness and business performance
of Maersk Agency Uganda Limited?
iii. What is the relationship between management support to security team and business
performance of Maersk Agency Uganda Limited?
iv. What is the effect of basic security measures on business performance of Maersk
Agency Uganda Limited?
1.7 Research Hypotheses
i. There is a positive significant relationship between Security policies and business
ii. There is a positive significant relationship between Security training/ awareness and
business performance of Maersk Agency Uganda Limited.
iii. There is a positive significant relationship between Management support security team
and business performance of Maersk Agency Uganda Limited.
iv. Basic security measures affect business performance of Maersk Agency Uganda
Limited.
1.7.1 Scope of the Study
1.7.2 Geographical Scope
This study was carried out at the head offices of Maersk Agency Uganda Limited, located at
plot 3 portal avenue (for management staff) and 8th street industrial area (operational offices)
in Kampala. A careful selection was done based on the knowledge levels of how basic security
measures or policies have been observed and how it has impacted the business performance of
Maersk Agency.
1.7.3 Content Scope
The study focused on basic security measures as independent and business performance as
dependent variable. Basic security measures were examined in terms of security policies,
security training/ awareness and management support to security team and business
performance was investigated in terms of profitability, sustainability, efficiency and
effectiveness.
1.7.4 Time Scope
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This study focused on basic security measures and business performance in the last seven years
(2015 to 2022). This time scope was proposed for the study because there is little and scanty
scholarly work in relation to the variables under study in the context of Uganda.
1.8 Significance of the study

The current study sought to fill the knowledge gap by investigating security strategies, their
influence on business performance. Such knowledge is useful to academicians and scholars for
information and as a basis for further research and reference on business performance, security
measures. The findings are expected to help improve business performance by bringing to fore
more effective security strategies which will aid growth and sustainability of businesses in
Uganda, as well strengthening the already existing strategies.
1.9 Justification of the study
Because of the escalating financial and social costs of terrorism, many experimental studies
have been conducted to determine the impact of terrorism on business performance (Abadie &
Gardeazabal, 2008; Aslam & Kang, 2015; These studies show that terrorism has an adverse
effect on business performance, though the effect is frequently reversed, either in the short or
long run. Despite the consistent findings of previous studies, our understanding of the
connection between terrorism and business performance remains inadequate, hence the need
this study.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
The study investigated the relationship between basic security measures and business
performance of companies. This chapter presents the theoretical review, a review of literature
relating to the study objectives.
2.2 Theoretical Review
Industrial Organization Theory (Corley, 1990) was applied in this study. The Social Control
Theory contends that the presence of a powerful guardian, the target, and the offender
encourages the commission of a crime. The premise of industrial organization theory covers
how an organization interacts with its internal and external environments. Industry competition
primarily defines the external environment, while employee competence levels that increase
organizational effectiveness explain the internal environment.
When the term "industry" is used in the context of industrial organization theory, it refers to a
group of businesses producing similar goods or services. The theory is speaking to this study
because it examines how the application of fundamental security measures affects business
performance. The effective provision of security is dependent on how an industry participant
uses technology to gain a competitive edge.
According to the industrial organization theory, a company's market is more important than the
company itself (Ramsey, 2001). The structure-conduct-performance model, which claims that
there is a "causal link between the structure of a market in which a company operates, the
organization's conduct, and, in turn, the organization's profitability performance," reflects this
(Ramsey, 2001). Thus, according to Ramsey (2001), the central analytical component of the
industrial organization theory can be used to identify the strategic choices that firms in a given
industry have. This theory concentrates on the entire industry and market conditions of a
company (Porter, 1981, Deceit al. 1997).
The industrial organization theory supports the five forces model, which includes the threat of
new entrants, the threat of substitute goods, buyer bargaining power, supplier bargaining
power, and rivalry among existing competitors, all of which give an organization bargaining
power in the market (Porters, 1985). The industrial model enables organizations to compete in
the production of goods and the provision of services.
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According to Hilt et al, 2005, firm managers are responsible for developing sound strategies
that will keep the organization competitive at all times. The organizational management lines
that report directly to the departmental managers and the directors. According to the theory, in
order to manage the industry objective, every organization must run and operate in a stable
market while maximizing available resources (Bain, 1968). The effective application of the
five forces and competition rules provides the organization with bargaining power with its
suppliers, buyers, and high-level competitive strategies among market participants.
2.3 Basic security measures and business performance

2.3.1 Security policies and business performance
Security policy, by definition, is a set of clear, comprehensive, and well-defined plans, rules,
and practices that control who can access an organization’s system and the data in it. Individual
employees, the organization as a whole, and information and systems are all protected by good
policy (Cram et al., 2017). Additionally, it conveys the organization’s commitment to security
to the public in a prominent manner.
Policies are rules that govern acceptable and unacceptable behavior within a company
(Peltier,2005). Policies dictate by what means technology ought to be used. Senior management
should develop the information security policy, which consists of advanced declarations related
to the security of information throughout the company. The policy defines security duties and
responsibilities, as well as the types of information that must be safeguarded. They should not
specify how software or equipment should be used. This type of information should be included
in other types of documents such as standards, processes, recommendations, and practices.
An enterprise security policy (ESP) creates the strategic direction, choice, and environment for
a company's security efforts while also assigning roles and responsibilities for various aspects
of information security. The EISP includes instructions for creating, executing, and managing
the prerequisites for the information security program (Whitman & Mattord, 2014).
Issue-specific policies (ISP) provide comprehensive directions and regulations to all

organization members on how to use a resource for instance technology used by the
organization. Every organization’s ISP should address particular technology-based systems
and be regularly simplified (Whitman & Mattord, 2014).
11
According to (Whitman & Mattord, 2014), system-specific security policies (SSSP) are distinct
from other types of policies. They are frequently designed to serve as standards or procedures
for designing or keeping systems, for example the structure and operation of a network firewall.
There are two types of system-specific security policies:
Management guidance SysSP: management direction: The SysSP script is created by board
and contains direction for the application and alignment of technology as well as the
explanation of practical behavior that people in the organization should support information
security (Whitman & Mattord, 2014; Honovich 2008). Hands-on requirements SysSP: the
administrative policy is developed in collaboration with the executive and the system
administrator; the system supervisor may need to develop an additional type of policy to
execute the decision-making policy. For instance, if the issue specific security policy requires
that user PINs be changed every quarter, system administrators can follow a procedural control
within a specific request to enforce this policy (Whitman & Mattord, 2014).
According to Zander, (2009); Brooks & Cork ill (2012), the creation of an information security
policy (ISPD) document may necessitate a high level of involvement not only from information
security groups (ISG), on the other hand also from other information security employees within
the organization. To certify that the project gets adequate funds, stakeholder acceptance need
to be established at the flinch of the policy development project.
Relatedly Latham (2013) and Gill et al. (2005) further explain that management must
understand the significance of the policy development project in order to allot resources in later
phases According to Latham (2013), in order to ensure that the organization’s information
security policy (OISP) is a useful, and procedure documents that suit the employee behavior
must be developed.
It is thus critical to involve and obtain support from all key players in policy development,
including the board members, legal team, workers, and system managers. Latham (2013),
observes rightly that in order to achieve successful execution, it is critical to communicate the
need for and significance of ISP to those who must operationalize them. Employees frequently
believe that policies will obstruct their ability to perform their daily tasks.
Communication of the information that policies are useful is an important part of policy
development and ensuring that policies are in place and not refused by employees (Fischer et
al., 2013; Smith & Brooks, 2013). Accordingly, this can be accomplished by providing a
12
charter within which teams can work, a locus for best practices, and ensuring that employees
follow all statutory obligations.
In light of the alarming threat landscape that exists right now, businesses all over the world see
robust security as a crucial area of focus. However, it is still unclear how businesses will adopt
a cybersecurity culture. There is little reason to anticipate that security procedures will be
executed correctly unless the organization educates its users. By making security references
easily accessible, you can raise security awareness (Cram et al., 2017). Making security training
a priority is one of the most important factors in developing a strong cybersecurity culture for
businesses (Cram et al., 2017). In addition, they must annually measure and evaluate
employees’ perspectives on security, resulting in increased awareness and improved security
(Cram et al., 2017).
Cram, Proud foot, and D’Arcy (2017) investigated the application of organizational policies to
the prevention, detection, and response to security incidents of users of information and
technology resources. However, it has been challenging for researchers and practitioners to
comprehend the current state of knowledge regarding the formation and effectiveness of
security policies in organizations due to this expanding (and at times conflicting) body of
research.
As a result, the goal of this paper is to combine what is known and what is still unknown about
organizational information security policies in order to gain a comprehensive understanding of
this field of study and identify promising future research avenues. Cram et al. (2017) examined
114 significant journal articles related to security policy and identified five fundamental
relationships examined in the literature. Cram et al. (2017) provided a research framework that
synthesizes the construct linkages found in the existing literature. They propose a revised
framework that can be used as a foundation for future research by identifying a number of gaps
and drawing on additional theoretical perspectives based on our analysis of these results.
Workers will be far more inclined to read the information security policy document and ensure
compliance once they realize it will help them in their daily work. Similarly, when top
management accepts that policy is a tool they can use to help ensure adherence to relevant
legislation and effective data security management. Zurawski (2010) correctly remarks that
management may be more helpful and supportive in providing funding and other resources
13
(Zurawski 2010), further explains that, top management can also help with the development,
and maintenance of information security policies by preserving the subsequent policies across
the organization and driving efforts into the execution stage. Top management should also be
prepared to support projects that are mandated by policy in order to ensure compliance. This
assistance is critical to the policy’s long-term viability (Latham,2013).
2.3.2 Security awareness/training and business performance

Raising awareness and providing training to all personnel can easily lead to organizational
information security. Security training and awareness refer to knowledge and instructions
provided to organizational personnel to assist them in performing their tasks securely
(Canavan, 2003).
Dhillon (1999), defines training as the process of teaching consumers what is acceptable and
what is not, and how to do it. Security awareness is defined as the state in which all personnel
in an organization are cognizant of or actively involved in the security goals and mission of
their organization (Siponen, 2000). Workers are educated on potential threats to an
organization’s network assets, how such threats may arise, and how to handle the
organization’s information securely.
Abawajy and Kim (2010) looked into which method of teaching security awareness is most
effective. According to Abawajy & Kim (2010), an increased focus on information security
awareness and training is required to lessen the threat to information security posed by human-
related vulnerabilities. With the intention of determining user preference for delivery methods,
Abawajy and Kim (2010) conducted security awareness training using a variety of delivery
methods, including text-based, game-based, and a brief video presentation. According to
Abawajy and Kim (2010), a combined delivery method is superior to a single security
awareness delivery method.
Many firms struggle with numerous security vulnerabilities caused by their own personnel
(employee mistakes), also known as insider risks. Al-Awadi & Renaud (2007), emphasize that
security teaching must be customized to meet the needs of the users. User training, according
to Whitman and Mattord (2014), can be tailored to their specific functional background. This
strategy includes general user training, administrative user training, and technical user training.
Training for ordinary users:
14
Policy training is the most effective strategy for ensuring that ordinary users read and
understand the policies. Training enables consumers to analyse situations and get assistance.
These common users are also trained on how to conduct their jobs safely, such as appropriate
security practices and password management. Training for management users: Managers want
more personalized training, delivered in small groups with more interaction and discussion.
Technical user training: This is technical training (TT) for IT employees, which may include
the employment of a consultant or outside training firms.
Shaw et al. say that (2009), the following are the three primary obstacles to information security
awareness:1) the general awareness of security, the computer skills of employees, and the
budgets of the organization. In order to overcome these three obstacles and raise awareness of
information security, online learning appears to be a viable alternative. Shaw et al. say that (In
2009), three levels of security awareness were identified: comprehension, perception, and
projection. Shaw and others2009) discovered that (1) Students who understand more clearly at
the perception and comprehension levels can comprehend more clearly at the projection
level;2) Students who are presented with text perform better at the perception level; (3)
Multimedia content improves comprehension and projection performance for students.
Finklea & Theohary (2015) suggests therefore that all business need to appreciate that security
is an unavoidable overhead if they have to preserve their premises physically secure.
Nevertheless, not every company would agree with Dalton that, “security management is not
an odd-but-necessary back-lot function, but rather a vital business function that is essential to
any organization’s continued viability” (Dalton 2013). Kovacich and Halibozek (2013),
support the same view that organizations are more likely to agree that security is a “necessary
evil” (and they have no choice).
Physical security is frequently defined as the safeguarding of personnel, hardware, software,

networks, and data against physical actions and events that could result in significant loss or
damage to an organization. Physical security is a critical business practice with many goals,
including preventing unauthorized individuals from entering a business and causing harm,
protecting intellectual property from corporate espionage, and mitigating workplace violence,
among others (Lensink, Servin & Berg, 2017). Because, system security is the aggregate of
individual component security, “system boundaries” must encompass individual users and
their workstations.
15
Most corporations devote the majority of their efforts to increasing business in order to increase
profits (Bader & Schuster, 2015). This can imply that security requirements are not given
enough time and are not as thoroughly considered as they should be. Many organizations,
according to Yates (2013), have not incorporated security into their philosophy, as solutions
for example, hiring a former police officer as a security guard. A significant failure has
occurred when it comes to identifying best security practices, enhancing security, as opposed
to merely adding security to already-existing practices; to reinforcing activities in organizations
such as routine security updates, security education, and reward system for security conscious
behavior; to provide security training, education, and competence to lay the groundwork for
effective local security (Yates, 2013).
Security management entails cultivating a security-conscious organizational culture, creating

tangible procedures to support security, and managing the system's many moving parts. The
security manager makes sure that the staff and administration are aware of their security
obligations, that they support security efforts, and that they are willing to tolerate the minor
inconveniences that are unavoidable as a result of system change and improvement (Brodeur,
2017). A work environment and organizational structure that encourage users to use caution
while management fully understands and supports security efforts are necessary for effective
system security (He, Zhang & Wang, 2015).
Protection and convenience are balanced by effective security. To safeguard an organization's
facilities, barriers like walls, card-controlled entry doors, and staffed reception desks should be
used. This is particularly crucial for areas that house sensitive data or the computer systems
that process or manage that kind of data. All workers want and deserve a place of work that is
both physically and emotionally secure, where they can focus on their work and feel somewhat
satisfied instead of worrying about risky circumstances, harassment, or discrimination.
Aslam & Kang (2015), also elucidate that some executives regard security as an obstacle to
business and efficiency If, for example, a business meeting is postponed due to security
requirements to enter a specific area of a constructing, security may be said to be threatening
business. A complainant may disregard the fact that the security requirements are well exposed
and that the majority of corporation employees have no concern establishing their plans around
those requirements.
16
According to the United Nations Archives and Records Management Section (UN ARMS),
security procedures require accurate and up-to-date records of assets are kept in order to
expedite investigation in the event of theft (Records and Information Management Guide Sheet
No. 8). However, if those requirements are deemed onerous or simply inconvenient, they may
be ignored as well. On the other hand, still staff who develop a conviction not to abide by
security requirements may refuse to wear their corporation ID badge, or argue about signing in
a visitor - may use the alleged nuisance value of security. Senior management must support
corporate security in order to create a security-conscious workplace.
The direct impact of upright security on a company’s marketable health is that it keeps the
industry’s assets protected. As a result, the assets can be used, the additional costs associated
with changing them are avoided, and potentially larger damages due to cost of business or
failure to service clients are avoided. On the contrary sound security can actually increase a
company’s business opportunities. A shopping mall, for example, that is known to have
respectable security may actually attract more clients from other shopping centers where
customers may feel less safe. These intangible benefits are captured by Yates (2003) in what
he refers to as the “security dividend.”
However, there are many options available for physical security with lots of benefits. The first
is perimeter security, which consists of turnstiles, mantraps, fences, and electric fences. Safe
locks with difficult-to-copy keys. To effectively run their business, a company needs
administrative, technical, and physical control. Construction, site location, and emergency
response are administrative controls. Technical controls include CCTV, smart cards for access,
and guards. Physical controls include intrusion alarms and perimeter security.
2.3.3 Management support to security team and business performance

In establishing the link between management support to security teams and business
performance, Al-Awadi & Renaud (2007), noted that management support is essential for
successful information systems. However, in many companies, the demand for security is
initiated by the information technology (IT) department or the person in charge of information
security. Fung & Jordan (2002), further add that top management frequently believes that the
IT department is solely responsible for information security. This is because senior
management frequently lacks an understanding of facts about security and does not recognize
the importance of information security in the business. Before offering a suitable budget and
17
attempting to execute an information security policy, top management must be convinced of
the importance of information security in enterprises (Von Solms, 1999).
Management is concerned about information security but is unwilling to take any action.
Management support is essential because if senior management truly understands the
importance of information security in the business, management will place more effort into
executing it and workers will become more involved (Hone & Eloff, 2002).
Moreover, Doherty & Fulford (2005), emphasizes still that when establishing information
security in enterprises, the money is equally significant. Organizations must have adequate
funding in order to start a good information security (IS). Rendering to Bjorck (2002), a budget
is a financial facility that may assess expenses and evaluate access to resources required to
successfully execute information security.
A budget might contain both technical and instructional charges. The technical cost includes
all of the materials required to secure the computer’s security, such as antivirus software that
protects against viruses and internet assaults, as well as a security measure that protects system
connections. The educational cost includes all expenses, for example, on preparing security
training for staff. Hiring an external expert or outside training groups may be required for
security education.
The information security policy aids in the identification of the organization’s critical assets. It
also assists companies in achieving a good performance. It is critical that the policy be simple,
clear, and explicit. On a regular basis, the policy must be reviewed and modified (Hone &
Eloff, 2002).
A security system for a business gives you and your employees more peace of mind, lower
insurance costs, and a safer working environment. Commercial security systems include a
variety of standalone or integrated configurations that carry out one or more of the following
tasks: video surveillance, entry alarms, fire, heat, and/or water detection, and/or premises
access control (Fischer & Green, 2004). Fan (2013) argued that the practice of outsourcing
security services by financial institutions has been in Nigeria for long. There are various
reasons put forward which have contributed to the popularity of security outsourcing in that
country. For instance, it is risk transfer: - when commercial banks outsource security guard
services, they transfer some of the liability risk to the security guard company.
18
In South Africa, there is not adequate public security to cater for private businesses effectively
and therefore, these businesses like commercial banks turn to private security companies for
security services (Gilley & Rashid, 2010).
2.4 Conceptual framework
Independent Variable
Basic security measures
Security policies Dependent Variable

 Enterprise Security
Policy Business performance
 Issue-specific security
policies
 Systems specific
security policies
Security  Profitability
training/awareness
 information  Sustainability
 instructions  Efficiency
 Effectiveness
Management support to
security teams
 Budget
 Enforcement
Figure 1. 1: Conceptual framework

Source: Adapted from Bojanc & Jerman Blazic (2013)
The conceptual framework above shows the inter-relationship between basic security measures
(independent variable) with the dimensions of security policies, awareness/training and
management support to security teams and business performance (dependent variable) with
indicators of profitability, efficiency, sustainability and effectiveness.
Figure 1.1 assumes that effective basic security measures in respect to enterprise security
policy; issue specific security policies; systems specific security policies determination
19
significantly the high-levels of improvement in business performance in regards to
profitability; sustainability; efficiency and effectiveness
20
CHAPTER THREE
METHODOLOGY
3.1 Introduction
This chapter research methodology describes the research design, the study population, sample
size, data collection instruments, sampling techniques, validity and reliability of instruments,
research procedure, data processing and analysis procedures and ethical considerations
3.2 Definition of variables
3.2.1 Business performance
Business performance is defined as the ability of a company to effectively, efficiently and
sustainably use optimal organizational resources with the aim of offering a product or service
that meets the expectations of consumers and customers while making profit. The indicators
for business performance were profitability, sustainability, efficiency and effectiveness.
3.2.2 Basic security measures
Basic security measures refer to the employment of security policies, creation of security
awareness of employees through training and offering management support to security teams
within an organization.
3.2.3 Management support to security teams
Effective management support can take many different forms, such as involving employees in
significant decisions, providing them with clear performance reviews, and assisting them with
challenging tasks. The indicators of management support to security teams were budget
released and number of security policies enforced.
3.2.4 Security policies
Security policies refer to clear, comprehensive, and well-defined plans, rules, and practices that
regulate access to an organization’s system/premises and assets. The number of issue-specific
security policies and the number of system-specific security policies were the indicators of
security policies.
3.2.5 Security awareness/training
A formal process called security awareness/training teaches staff members and other
stakeholders—such as contractors and business partners—how to defend an organization's
computer systems, along with its data, clients, and other assets, against threats or criminals.
Information sharing and instruction giving were the indicators of security awareness/training.
21
3.3 Measurement of Variables
Measurement of variables was done to show how each category of questions in the instruments
that were used is handled to come up with the necessary information. This was done to
background information of respondents (categorical data), independent and dependent
variables and the non-categorical information that was obtained from interviews.
The categorical variables were measured using the Nominal scale, with numbers being assigned
to each category only to identify similar objects within a category from elements in another
category that were different. The non-categorical was studied and the narrative was made so as
to fit in the objectives of the study. This was done in establishing how basic security measures
affects business performance.
The ordinal measurement scale composed of discrete variables was used by the researcher. This
scale includes variables that generate rank able responses. Due to the use of a five-point Likert
scale in this study, the level of agreement could be ranked from strongly disagree as response
1 to strongly agree as response 5.
3.4 Research Design

The study employed a cross-sectional survey design, as well as qualitative and quantitative
methodologies. A cross-sectional survey design was opted for because it is would allow room
to compare many different variables and at the same time understand study findings, according
to Neumann, (2003) and Bobbie (2007). This design is suitable for studies involving the
analysis of respondents across a wide spectrum. Through these designs, the dimensions of basic
security measures and business performance in Uganda were qualitatively and quantitatively
examined to give a dynamic and contextual understanding of the problem under study
3.5 Study Population

The study population consisted of 150 people who included 139 employees, 4 Managers, 8
finance staff of Maersk Agency Uganda Limited, 1 Inspector of Police, and 2 officials from
the Uganda Investment Authority. The researcher chose Maersk Agency Uganda Limited
because the company represents the various characteristics of foreign companies in Uganda.
3.6 Sample Size Determination

Since the total estimated population size was 150, the researcher stratified the population by
category (employees, General Managers, finance managers, Inspector of Police and officials
22
from the Uganda Investment Authority) and the numbers below were chosen after considering
the Crecy and Morgan Table (1970) recommendation, Amin (2005).
Figure 3. 1: Distribution of Population, Sample size and Sampling Techniques
Category Target Population Sample size Sampling technique
Inspector of Police 1 1 Purposive sampling
UIA officials 2 2 Purposive sampling
General Mangers 4 4 Purposive sampling
Finance officers 8 8 Purposive sampling
Employees 139 103 Simple random sampling
Total 150 118
Source; Company database, 2022
3.7 Sampling Techniques
Kombo and Tromp (2006), define sampling techniques as methods used by researchers to hand-
pick the appropriate study sample. The following simple random sampling and purposive
sampling techniques were used:
3.7.1 Simple Random Sampling
By selecting a sample at random, each member of the defined population has an equal and
independent chance of being chosen (Magenta & Magenta, 1999). The 103 employees of the
foreign company were chosen using this method. From 1 to 139 random numbers were written,
folded, and thoroughly mixed before 103 were selected. In this situation, each name had an
equivalent chance of being picked.
3.7.2 Purposive Sampling

This refers to the deliberate/precise selection of a sample. Purposive sampling was used to
select key informants who were knowledgeable with detailed and evidence based information
to answer the research questions, these included; the General Managers, finance managers,
Inspector of Police, and Uganda Investment Authority officials. According to Gay (1996) and
Amin (2005), while not necessarily a representative sample, this technique allows the
researcher to gain an in-depth understanding of the problem. The carefully selected sample
provided a rich source of data of interest.
23
3.8 Data Collection Methods
The information was gathered through both qualitative and quantitative methods. The
questionnaire Survey, as well as interviews, were used to collect data for the study.
3.8.1 Questionnaire Survey

A questionnaire is a set of thoughtfully created, codified, and checked questions that are
requested of selected respondents in order to gather data (Enno, 1998). The questionnaire used
for this study thus identified definite themes derived from the research objectives, it was
personal and secretive. The score system was a five scales of Linkert type of rating involving:
1= (strongly disagree); 2=(disagree); 3= (not sure); 4=(agree) 5= (strongly agree) this was by
way of ticking (marking) one of the choices outlined and it was administered to all selected
staff. The questionnaire was an ideal technique for this study because it gave a measure of
independence to respondents to give their straightforward thoughts without any challenge to
their views compared to interviews
3.8.2 Interview
An interview refers to a face-to-face oral / verbal conversation in amid the researcher and a
respondent in which opinions are communicated and documented (Kombo et al, 2006). An
interview guide with structured interviews was created and distributed to the General
Managers, Finance Managers, Inspector of Police, and Uganda Investment Authority officials.
This method was chosen because it produces data that is comprehensive in nature. Interviewing
was also an effective method for gathering information based on informants’ priorities,
opinions, and ideas. Informants were given the opportunity to elaborate on their ideas, explain
their points of view, and identify the most important factors in their opinion (Magenta &
Magenta, 1999; Amin, 2005).
3.9 Data Collection Instruments

To collect study findings, the following study instruments were used: questionnaires and
interview guides.
3.9.1 Questionnaire
Closed-ended questions were used for this study as it was deemed most suitable in regard to
simplicity of completing it, saving time and keeping respondents on topic while keeping the
focus on the main objective. (Magenta & Magenta, 1999). The questionnaire used a 5-point
Likert scale with the possible responses ranging from 5=strongly agree (meaning in agreement
24
without a doubt); 4=agree (meaning agree with some level of doubt); 3=Not sure (meaning not
being very sure); 2=disagree (meaning disagreeing with a degree of doubt) and 1=strongly
disagree (meaning disagreeing with no doubt at all). The questionnaire was systematically
organised to include demographic characteristics of respondents, basic security measures and
business performance.
3.9.2 Interview Guide

Open-ended questions were administered to the selected respondents using Interview guides
and the study’s theme. They were precisely administered to the General Managers, finance
managers, Inspector of Police and officials from the Uganda Investment Authority (UIA).
Information solicited by these interview guides helped the researcher enhance responses from
the self-administered questionnaires and make it possible for the researcher to cross examine
some key issues in the research (Magenta & Magenta, 1999).
3.10 Validity and Reliability of Research Instruments
The study instrument’s validity and reliability were assessed as follows:
3.10.1 Validity of Research Instruments

Validity is defined as the ability of the study's tools, at the very least, to measure the desired
outcomes (Amin, 2005). The instruments were developed with the supervisor’s close
supervision to ensure their validity. Following the design of the questions, a tenth of the
employees in the sample were pre-tested. This aided in identifying ambiguous questions in the
instruments and realigning them with the objectives. The construct and content validity tests
were used to determine the instruments’ validity. Pre-testing measures were used to establish
content validity. Here below is the validity measurement analysis, derived after the content
validity index computation formulae:
25
CVI = Number of relevant x 100
Total number of items
CVI= 16 x 100 = 0.941 or 94%

17
Therefore, the content validity index higher than 0.7(70%) as recommended by Amin (2005)
meaning that the instrument was rendered valid.
3.10.2 Reliability of Research Instruments

The degree to which the measuring tools generated dependable results when identical sets of
people were tested repetitively under the exact situations is referred to as reliability (Amin,
2005). To for gauge internal consistency, a pre- test on all questionnaires was done to prove
the credibility, dependability and trustworthiness of the questionnaire. Suitable questionnaires
were retained and unsuitable ones eliminated. Cronbach’s coefficient alpha was used to
calculate reliability. According to Cronbach (1950), coefficient alpha values of 0.6 and above
is considered adequate. The reliability test value was analysed using Cronbach’s Alpha
reliability coefficient given by the following formula;
n  Vi 
 1  
n  1  Vtest 
α = Alpha coefficient
Where;
n = Number of items in the instrument
∑ = Summation
Vi = Variance of scores on each item
Vest = Total variance of overall scores (not %’s) on the entire test
Figure 3. 2: Reliability Statistics Results
Cronbach’s Alpha Number of Items
Business performance .943 4
Security policies .822 4
Security awareness/training .826 5
Management support to security teams .887 4
Source: Pilot Study, 2022
26
Table 3.2’s reliability statistics reveal good reliability coefficients, indicating that all
subcategories were included in their proper proportions (Amin, 2005).
3.11 Data Collection Procedure

Upon successful proposal approval, the researcher obtained an introductory letter from ESAMI,
legitimizing the researcher’s access to the respondents. The researcher got permission from the
General Managers to gain access to the respondents. Research assistants were used to
administer the questionnaires to the target group. The data collected was processed, and
analyzed well before researcher authored a report.
3.12 Data Processing and Analysis
Data were examined from both quantitative and qualitative sources.
3.12.1 Quantitative Data Analysis

Data collected from the field was first of all be sorted, edited, coded and entered into in the
computer using SPSS. This package helped the researcher to present data by generating tables,
graphics and frequency tables. At univariate level, SPSS helped the researcher generate
descriptive statistics such as means and standard deviations. The relationship between basic
security measures and business performance was determined using the Pearson’s correlation
coefficient obtained from SPSS data analysis package. This method was preferred to graphical
depictions because it standardises the variables hence change of scale or unit of measurement
do not affect its value (Amin, 2005). The regression analysis was used to establish the
magnitude of the relationship between basic security measures on business performance.
3.12.2 Qualitative Data Analysis

From interviews, an objective coding scheme was applied to data in the process commonly
known as content analysis. Potential themes, categories, and patterns were closely being
examined to see how they actually emerge from the data in relation to the objectives of the
study. Qualitative data analysis utilized words to make narrative statements on how categories
or themes of data are related. Once the themes, categories and patterns are established, data
was evaluated and analyzed to determine the adequacy, credibility, usefulness and consistency
of the information.
27
CHAPTER FOUR
PRESENTATION AND INTERPRETATION OF FINDINGS
4.1 Introduction
The chapter presents the results of the study, interprets them and analyses the results. It
includes; demographic characteristics of respondents, characteristics of the company selected;
findings in regard to basic security measures and business performance at Maersk Agency
Uganda.
The study investigated the relationship between basic security measures on business
4.2 Response Rate

The questionnaire and interviews were completed by 92 (79%) of the 116 respondents. This
was made possible by the use of a research associate in the distribution and collection of
questionnaires. A response rate of 79% was sufficient for this study to produce valid survey
results (Amin, 2005).
Table 4. 1: Response Rate

Total Sample Response Rate Percent Nonresponse Percent
size rate
118 92 79 24 20.7
Table 4.1 indicates that out of 118 respondents sampled, the response rate was 79% while
20.7% of the expected respondents were not able to return their questionnaires for reasons not
explained. This means that the response rate was in general terms good and therefore the margin
of error expected was lower. Out of 92 participants, 86 were subjected to questionnaires and 6
were interviewed.
28
4.3 Demographic Characteristics of Respondents
This section includes sample worker characteristics such as gender, marital status, age, level of
education, and years of employment at Maersk Agency Uganda Limited.
4.3.1 Respondents by Gender
Table 4. 2: Respondents by Gender
Gender Frequency Percent
Male 52 61.0
Female 33 39.0
Total 85 100.0
Source: Primary Data (2022)
On the gender of participants, table 4.2 shows that 61% of the respondents were males whilst
39% of them were females. This demonstrates that there is a significant gender gap in Maersk
Agency Uganda Limited. That noted, the findings were not affected by the imbalance, because
the characteristics under study were not gender biased.
4.3.2 Demographic Characteristics of Respondents

Figure 4. 1: Marital Status
77.50%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00% 9.80%
5.40% 7.30%
10.00%
0.00%
Single Married Divorced Widow/widower
29
4.3.3 Respondents by Marital Status
As per Figure 4.1, 77.6% of participants were married, 9.8% were single, 7.3% were
widows/widowers, and only 5.4% were divorced. The results show that the sample size was
representative of the entire population under study.
4.3.3 Representation of Respondents by Age

Figure 4. 2: Age Group
Series1, 51-60 Series1, 20-30

Years, 6.10%, 6% Years, 12.20%,
12%
Series1, 41-50
Years, 25.60%,
26%
Series1, 31-40
Years, 56.10%,
56%
20-30 Years
31-40 Years
41-50 Years
51-60 Years
As per Figure 4.2, the majority of participants (56.1%) had between ages of 31 and 40, with
25.6% being between the ages of 41 and 50, 12.2% being between the ages of 20 and 30, and
6.1% being between the ages of 51 and 60. This implies that Maersk Agency Uganda Limited
is relatively young, implying that it can be energetic and also productive workforce that would
most likely take the investigation gravely and provide truthful answers.
30
4.3.4 Educational Levels
Figure 4. 3: Educational Levels
50.00%
45.10%
45.00% 42.70%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00% 6.10%
4.90%
5.00% 1.20%
0.00%
O' level A' level Diploma Bachelor's Postgraduate
degree
Source: Primary Data, August 2022
Looking at Figure 4.3, the majority of participants (45.1%) had a bachelor’s degree, 42.7%
hold postgraduate qualifications, 6.1% hold diploma qualifications, while 6.1% possess only
secondary education as their highest level of education. This presupposes that the respondents
were expected to be proficient and thus had sufficient knowledge about Maersk Uganda
Limited, and that the data collected was valid for drawing rational conclusions and generating
suggestions about the issue under investigation.
4.4 Empirical findings in line with the study's goals
4.4.2 Business performance of Maersk Agency Uganda Limited
Personal opinions of respondents were consistently rated on a 5-likert scale. Strongly Agree
and Agree were interpreted in this study to mean Agree, while Strongly Disagree and Disagree
were interpreted to mean Disagree. Additionally, the mean and standard deviation were used
to analyze the data. Table 4.2 summarizes the findings.
31
Table 4. 3: Business Performance
Percentage Response
Statements on Business Performance (%)
SA A UD D SD Mean Stddev
Maersk Agency Limited is a highly 33% 46% 20% 1% 0% 4.11 .754

profitable business
(27) (38) (16) (1) (0)

sustainable business
(40) (27) (11) (3) (1)
Maersk Agency Limited operates as a 38% 44% 12% 5% 1% 4.12 .894

highly efficient business
(31) (36) (10) (4) (1)

effective business
(35) (31) (14) (1) (1)
Average 4.19 0.897
Source: Primary Data 2022
The findings presented in table 4.3, show that a score of three (>3) indicates agreement, while
a score of three (3) indicates disagreement. It further demonstrates that basic security measures
have been significantly rated and the finding is supported by the overall mean average of 4.19
at a standard deviation score greater than one (>1) indicating a divergence in opinion, while a
score less than one (1) indicates agreement in opinion.
The vast majority of respondents were pleased with the company's performance. Only 16 (20%)
people were undecided, with 65 (79%) agreeing that Maersk Agency Limited is a highly
profitable company and 1 (1%) disagreeing. This was confirmed by one interviewee’s rebuttal,
who stated that;
Maersk is an integrated container logistics company that is making profits. Throughout
2021, the company continued to strengthen its Logistics & Services business,
outperforming market growth with a revenue increase of up to USD 9.8 billion.
32
This implies that Maersk Agency Limited is a highly profitable business.
It was determined that 67(82%) consented that Maersk Agency Limited is a highly sustainable
business, while only 4(5%) disagreed and 11(13%) were undecided. This was confirmed in an
interview where Key informant 7 said:
Our sustainability efforts and goals are, of course, driven by our Environment,
Social, and Governance priorities, as well as our commitment to be net-zero by
2040 with 100% green logistics solutions for customers. The Company’s
approach to sustainability is evolving and centers on decarbonizing logistics and
adhering to responsible business practices across Environment, Social and
Governance issues.
This implies that Maersk Agency Limited is a highly sustainable business.

The findings also revealed that the majority of respondents, 67(82%), agreed that Maersk
Agency Limited is a highly efficient business, while 5(6%) disagreed and 10(12%) were
undecided, implying that Maersk Agency Limited is a highly efficient business. Most of the
respondents 66(81%) approved that Maersk Agency Limited is a highly effective business
while 1(1%) disagreed and 14(17%) remained undecided. This is also confirmed by Key
respondent 3 who said
We have improved product offerings and customer experience supported by
innovative and digitalized solutions and services; we have a company structure
with multiple brands, enabling synergies; and finally we operate the industry’s
most effective and reliable network combined with operational excellence and
cost leadership.
This implies that Maersk Agency Limited is a highly effective business.
4.4.2 Security policies and business performance of Maersk Agency Uganda Limited
This part contains results on security policies which was investigated using four items. These
queries centered on the predictors of issue-specific and system-specific security policies.
Employee responses and findings are available in Table 4.2, followed by an analysis and
interpretation.
33
Table 4. 4: Showing responses on Security Policies
Percentage Response
Statements on Security Policies (%)
Security policies influence business 28% 59% 6% 2% 5% 4.02 .942

performance of Maersk Agency
(23) (48) (5) (2) (4)
Limited
We have a well develop elaborate 44% 39% 5% 10% 2% 4.12 1.047

security policy at Maersk Agency
(36) (32) (4) (8) (2)
Limited
We have issue -specific security 52% 35% 7% 5% 0% 4.35 .822
policies at Maersk Agency Limited (43) (29) (6) (4) (0)
We have system specific security 50% 39% 7% 2% 1% 4.34 .820
policies at Maersk Agency Limited (41) (32) (6) (2) (1)
Average 4.12 0.864
Results in table 4,4 show that respondents agreed and rated the security policies in Uganda
moderately. This finding is confirmed by the overall mean average of 4.12. whereas
respondents demonstrated disagreement, and a standard deviation scores greater than one
(>1) indicates divergence in opinion, while a score less than one (1) indicates communalities
in opinion.
Comparing findings of table 4.2 above, the majority of the respondents 87% concurred that
Security policies influence business performance of Maersk Agency Limited while 5(6%)
disagreed and only 6(7%) were undecided. In agreement Key respondent 1 said
“The security policies are averagely good although there are some other
issues that still need to be added”.
34
This implies that Security policies influence business performance of Maersk Agency
Limited. This could go a long way to improve on business performance at Maersk Agency
Limited.
It was recognized that 68(83%) agreed that they have a well-developed elaborate security
policy at Maersk Agency Limited yet 10(12%) did not concur with the assertion and 4(5%)
were unsure. This proposes that there is a well develop elaborate security policy at Maersk
Agency Limited. This could go a long way to improve on business performance at Maersk
Agency Limited.
The results also revealed that 73(89%) of the respondents agree that Maersk Agency Limited
has issue-specific security policies, it can be noted that basic security policies in Maersk are
effective. For example, in an interview with one of the respondent, “The security policies
are very good and we really need to just update them, for example, issues related to security
issues in logistics such as cyberattacks, theft, fraud, terrorism, sabotage, and more.” This
implies that there is issue -specific security policies at Maersk Agency Limited. This could
go a long way to improve on business performance at Maersk Agency Limited.
Most of the participants 73(89%) agreed that they have system specific security policies at
Maersk Agency Limited while 3(3%) failed to concur and 6(7%) remained unsure. This
shows that there are system specific security policies at Maersk Agency Limited which
could go a long way to improve on business performance at Maersk Agency Limited.
4.4.2.1 Correlation between security policies and business performance of Maersk

Agency Uganda Limited
There was need to establish whether there was a correlation between security policies on
business performance of Maersk Agency Uganda Limited. Pearson’s Product Moment
Correlation Coefficient was used in the assessment. Table 4.4 summarizes the findings.
35
Table 4. 5: Correlation Results for information distribution and stakeholder
commitment
Correlations
Security policies Business
performance
Pearson Correlation 1 .413**

Security policies Sig. (1-tailed) .001
N 82 82
Pearson Correlation .413** 1
Business performance Sig. (1-tailed) .001
N 82 82
**. At the 0.05 level, correlation is significant (1-tailed).

Source: Primary data
Table 4.5 above shows a weak significant positive correlation between security policies on
business performance of Maersk Agency Uganda Limited. (r=.413** p < 0.05). This means
that, ensuring that there is an enterprise security policy; ensuring use of issue – specific security
policies, use of system specific security policies, other factors remaining constant, is likely to
improve on business performance of Maersk Agency Uganda Limited. The study findings
showed that there is significant relationship between Security policies and business
performance of Maersk Agency Uganda Limited. Those very findings are consistent with those
of Whitman and Mattord (2014), who discovered that issue-specific security policies provide
instructions and guidance to the entire organization on the usage a resources, such as a practice
or knowledge utilized by the organization.
Accordingly, Latham (2013) acknowledged that, to ascertain the firm’s ISP is useful, policy
statements that match the company structure must always be established. It is critical to engage
and obtain support from any and all prominent stakeholders in policy development.
The findings are also in harmony with Fischer et al. (2013) who revealed that Employees are
ever more willing to read the information security policy document (ISPD) and comply once
they realize it will help them in their daily work. Similarly, when top management accepts that
policy is a tool they can use to help ensure adherence to legislative requirements and effective
36
information security management, they may be more supportive and helpful in increasing
money as well as other resources (Zurawski, 2010).
4.4.3 Security training and awareness and business performance of Maersk Agency
Uganda Limited
The second objective of the study examined the level of training and awareness of security
policies at Maersk Agency. The level of training and awareness was assessed in terms a number
of constructs on security.
Table 4. 6: Respondents’ views on security training and awareness
Statements on security training and Percentage Response (%)
awareness
Security information influences business 39% 38% 8% 6% 8% 3.93 1.225
performance at Maersk Agency Limited (32) (31) (7) (5) (7)
Security instructions influence business 56% 28% 5% 10% 1% 4.28 1.022
performance at Maersk Agency Limited (46) (23) (4) (8) (1)
The frequent exchange of security 46% 29% 12% 12% 7% 3.83 1.294
information among staff at Maersk (34) (22) (10) (10) (6)
Agency Limited
Staff at Maersk Agency Limited are 45% 27% 11% 10% 7% 3.93 1.274
always given security instructions to (37) (22) (9) (8) (6)
follow.
Security instructions at Maersk Agency 56% 28% 5% 10% 1% 4.28 1.022
Limited are frequently updated (46) (23) (4) (8) (1)
Average 4.05 1.167
Results in table 4.7, indicate that respondents rated training and awareness on security policies
reasonably. This finding is affirmed by the overall mean average of 4.05 and a standard
deviation of 1.67 which indicates multi - collinearity in viewpoints. It can be concluded that
security training and awareness is in place
Security information influences business performance at Maersk Agency Limited, as it is

confirmed by the overall percentage of 63(77%) a standard and 12(16%) disagreed and only
37
7(8%) were undecided. This means that Security information influences business performance
at Maersk Agency Limited.
It was established that 69(84%) agreed that Security instructions influence business
performance at Maersk Agency Limited, this means that Security instructions influence
business performance at Maersk Agency Limited, which is likely to positively affect business
performance at Maersk Agency Limited.
The findings also revealed that the majority of respondents (56%) agreed that there is frequent
exchange of security information among Maersk Agency Limited employees, while 16 (18%)
disagreed. This is confirmed by Key informant 4 who said
Security information is shared with the various stakeholders in time, this goes
a long way to draw the interest of these different groups of people towards
whatever is happening in order to provide support and providing a good
environment for its management, thus, this goes a long way to determine how
we perform.
This means that Security information influences business performance at Maersk Agency
Limited.
The majority of the respondents 59(72%) agreed that Staff at Maersk Agency Limited are
always given security instructions to follow while 16(17%) disagreed and 9(11%) remained
undecided. This is confirmed by a response from Key informant 5 who said
In our status review meetings, Staff at Maersk Agency Limited are always
given security instructions to follow.
This shows that Staff at Maersk Agency Limited are always given security instructions to
follow. It was also established that 69(84%) agreed that Security instructions at Maersk Agency
Limited are frequently updated.
4.4.3.2 Correlation between security training /awareness and business performance of

Maersk Agency Uganda Limited
There was need to establish whether there was a correlation between security training
/awareness and business performance of Maersk Agency Uganda Limited. The study adopted
Pearson’s Product Moment Correlation Coefficient and the results are presented.
38
Table 4. 7: Correlation Results for security training /awareness and business
performance
Correlations
Security Business
training and performance
awareness

Security training and
Sig. (1-tailed) .001
awareness
N 82 82

Business performance
Sig. (1-tailed) .001
N 82 82
**. At the 0.05 level, correlation is significant
Source: Primary data (2022)
Table 4.7 shows a reasonable significant positive correlation between security training
/awareness & business performance of Maersk Agency Uganda Limited. (r=.510** p < 0.05).
This means that ensuring frequent exchange of security information among staff, ensuring that
Staff are always given security instructions to follow, ensuring that security instructions are
frequently updated, is likely to improve business performance of Maersk Agency Uganda
Limited. The study findings showed that there is significant relationship between security
training/ awareness and business performance of Maersk Agency Uganda Limited. Such
findings are supported by Canavan (2003) who found that security training & awareness are
the knowledge offered to the personnel to help them do their tasks safely. Similarly, Siponen
(2000) noted that security awareness educates workers on possible dangers and hazards to an
organization’s information assets, how such threats might arise, and how to handle the
organization’s information securely.
As per the findings of this study, there is a moderately positive significant relationship between
security training/awareness and the business performance of Maersk Agency Uganda Limited,
Whitman and Mattord (2014) noted that training allows users to ask questions and receive help.
39
These common users are also trained on how to conduct their jobs safely, such as appropriate
security practices and password management.
According to Finklea and Theohary (2015), physical security is a critical business practice with
many goals, including preventing unauthorized persons from entering a business and causing
harm, protecting intellectual property from corporate espionage, and mitigating workplace
violence, among others. Yates (2013), on the other hand, points out that numerous institutions
really haven’t assimilated security into their cultural context. The outcomes agree with Brodeur
(2017) who found that effective security strikes a balance between protection and convenience.
The results corroborate those of He, Zhang, and Wang (2015), who claimed that all workers
desire and are entitled to an environment that is both physically and emotionally secure,
allowing them to concentrate on their duties and experience fulfillment rather than being
concerned about potentially dangerous situations, harassment, or discrimination.
40
4.4.4 Management support to security team and business performance of Maersk
The study applied a 5-likert to rate the respondents' opinions of respondents on the third
objective. The findings were found to be in agreement, as indicated by the overall mean average
of 3.95 and a standard deviation of 1.147.
Table 4. 8: Views on management support to security team

Statements on management support to Percentage Response (%)
security team
Budget allocation to security influences 35% 31% 20% 7% 7% 3.79 1.214
business performance at Maersk Agency (29) (25) (16) (6) (6)
Limited
Management support in the enforcement 37% 34% 17% 10% 2% 3.93 1.075
of security measures influences business (30) (28) (14) (8) (2)
performance at Maersk Agency Limited
There is adequate budget allocation of 33% 54% 12% 5% 1% 4.18 1.062
funds to the security team at Maersk (31) (58) (13) (4) (1)
Agency Limited
The management at Maersk Agency 45% 27% 15% 5% 9% 3.95 1.256
Limited adequately supports the (37) (22) (12) (4) (7)
enforcement of security measures
Average 3.95 1.147
The findings in table 4.8, show 66% of the respondents approved that budget allocation to
security influences business performance at Maersk Agency Limited. This suggests that budget
allocation to security influences business performance at Maersk Agency Limited which is
likely to positively affect business performance at Maersk Agency Limited.
It was established that 58(71%) agreed that management support in the enforcement of security
measures influences business performance at Maersk Agency Limited. Key informant 5 who
said “There is management support for security teams through provision of security inputs such
staffing, equipment”.
Additionally, 59(72%) accepted that there is adequate budget allocation of funds to the security
team at Maersk Agency Limited Key informant 7 said that
There is indeed, adequate funds provided for all the needs of the security teams
in this company.
41
This implies that there is adequate budget allocation of funds to the security team at Maersk
Agency Limited which is likely to positively affect business performance at Maersk Agency
Limited.
87% of the respondents assessed, that management at Maersk Agency Limited adequately
supports the enforcement of security measures while. This is a hint that the management at
Maersk Agency Limited adequately supports the enforcement of security measures which is
likely to positively affect business performance at Maersk Agency Limited.
4.4.4.2 Correlations between management support to security team and business

performance of Maersk Agency Uganda Limited
There was a need to determine whether there was a link between management support for the
security team and Maersk Agency Uganda Limited’s business performance. The Pearson
Product Moment Correlation Coefficient was used in the analysis. Table 4.12 summarizes the
findings.
Table 4. 9: Correlation Results for management support to security team and business
performance
Correlations
Management Business
support to performance
security teams

Management support to
security teams Sig. (1-tailed) .002
N 82 82
Business performance Sig. (1-tailed) .002
N 82 82
**. The 0.05 level of significance for correlation 1-tailed

Source: Primary data (2022)
42
Table 4.9 displays a moderately significant positive correlation between management support
to security team & business performance of Maersk Agency Uganda Limited (r=.343** p <
0.05). This means that ensuring there is adequate budget allocation of funds to the security
team and ensuring that management adequately supports the enforcement of security measures,
other factors remaining constant is likely to significantly improve business performance of
Maersk Agency Uganda Limited. The findings assert that there is a positive relationship
between management support to security team and business performance of Maersk Agency
Uganda Limited. The findings are supported by Al-Awadi & Renaud (2007) who observed that
Management support is critical for successful information security deployment. Doherty &
Fulford (2005) added in agreement that when establishing information security in enterprises,
the money is equally significant. Organizations must have sufficient funding to introduce a
good information security. Similarly, Hone & Eloff (2002) argued that information security
policy aids in the identification of the organization’s critical assets. It also assists companies in
achieving a good performance.
43
4.5To establish the effect of basic security measures on business performance of Maersk
This revealed the extent to which security policies; security training and awareness; and
management support to security team predicted business performance of Maersk Agency
Uganda Limited as shown in the Table 4.14 below;
Table 4.14 Regression of basic security measures and business performance
Independent Unstandardized Standardized
Model Coefficients Coefficients
B Std.
Error Beta T Sig.
(Constant) .122 .322 .347 .729
Security policies .032
.338 .155 .179 2.176
Security training/awareness .119 .005
.342 .247 2.868
Management support to security team .093 .000
.515 .485 5.529
Dependent variable: Business performance

R: .682
R Square: .465
Adjusted R square: .446
Source: Primary data
Basing on the results from regression analysis, business performance of Maersk Agency
Uganda Limited is mostly influenced by Management support to security team (Beta = 0.485:
Sig = 0.000) followed by security training/awareness (Beta = 0.247, Sig = 0.005) and lastly by
security policies (Beta = 0.179; Sig = 0.032). The influence from the three factors (Management
support to security teams, security training/awareness and security policies) is further displayed
to be statistically significant (all have significant values below 0.05) in the context of this
research. Findings from regression analysis indicate that management support to security teams
is the most influential factor towards the realization of business performance of Maersk Agency
Uganda Limited.
Findings from regression analysis also indicates that management support to security teams,
security training/awareness and security policies together influence up to 44.6% of the changes
in business performance of Maersk Agency Uganda Limited. This therefore means that the
business performance of Maersk Agency Uganda Limited is also influenced by other factors
which were not considered in this study. These other factors influence up to 55.4% of the
changes in business performance of Maersk Agency Uganda Limited.
44
CHAPTER FIVE
SUMMARY, DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This research established the relationship between basic security measures on business
performance of Maersk Agency Uganda Limited. This chapter presents a discussion of key
findings, draws conclusions, and forwards recommendations based on the research’s three
objectives in order to improve the institute of basic security policies that support business
performance at Maersk Agency.
5.2 Summary of the study findings

The research examines the effect of security policies on business performance of Maersk
Agency Uganda Limited; to find out the effect of security training and awareness on business
performance of Maersk Agency Uganda Limited; and to establish the effect of management
support to security team on business performance of Maersk Agency Uganda Limited.
5.2.1 Security policies and business performance of Maersk Agency Uganda Limited
According to the study's findings, there is a weak positive correlation between Maersk Agency
Uganda Limited's business performance and its security policies (r=.413** p < 0.05). This
study found that, ensuring that there is an enterprise security policy; ensuring use of issue –
specific security policies, use of system specific security policies, other factors remaining
constant, is likely to improve on business performance of Maersk Agency Uganda Limited.
Limited
The study's findings showed a moderately significant positive correlation between Maersk
Agency Uganda Limited's business performance and its security training and awareness
(r=.510** p < 0.05). This study found that ensuring frequent exchange of security information
among staff, ensuring that Staff are always given security instructions to follow, ensuring that
security instructions are frequently updated improves business performance at Maersk Agency
Uganda Limited.
45
The study's findings showed a weak significant positive correlation (r=.343** p 0.05) between
management support for the security team and Maersk Agency Uganda Limited's business
performance. This study found that ensuring there is adequate budget allocation of funds to the
security team and ensuring that management adequately supports the enforcement of security
measures, other factors remaining constant is likely to significantly improve business
5.4 Conclusions
The effect of basic security measures on business performance of Maersk Agency Uganda
Limited.
5.4.1 Security policies & business performance of Maersk Agency Uganda Limited
There is a weak significant positive correlation concerning security policies on business
performance of Maersk Agency Uganda Limited. The study concludes that possession of
security policies such as enterprise specific, issue specific and system specific policies is
expected to improve business performance of Maersk Agency Uganda Limited in terms of
sustainability, profitability, efficiency and effectiveness.
Limited
According to the study's findings, there is a moderately strong positive correlation between
Maersk Agency Uganda Limited's business performance and security training and awareness.
Given the foregoing, it was concluded that ensuring frequent exchange of security information
among staff, ensuring that Staff are always given security instructions to follow, ensuring that
security instructions are frequently updated are essential for improving business performance
of Maersk Agency Uganda Limited.

According to the study's findings, there is a moderately significant positive correlation between
management support for the security team and Maersk Agency Uganda Limited's business
performance. In light of the above, it was concluded that ensuring there is adequate budget
allocation of funds to the security team and ensuring that management adequately supports the
46
enforcement of security measures are essential for improving business performance of Maersk
5.5 Recommendations
A number of suggestions were based primarily on the study’s findings and conclusions.
The management of Maersk Agency Uganda Limited update the use of ISSP and use of SSSP
to improve business performance of Maersk Agency Uganda Limited.
The management of Maersk Agency Uganda Limited should improve on the flow of security
information among staff of Maersk Agency Uganda Limited.
The management of Maersk Agency Uganda Limited should make adequate budget allocation
of funds to the security team to improve business performance of Maersk Agency Uganda
Limited.
5.6 Areas for further research

The study focused on establishing the relationship between basic security measures on business
It is thus recommended that future research focus on: the effect of basic security measures on
business performance of other private companies to validate the study and see if this study
finding can be generalized.
47
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51
APPENDIX A: Questionnaire
Dear Respondent,
I am a student at ESAMI pursuing a Master’s in Business Administration. In order to complete

the study, I am kindly requesting you to take off a few minutes to participate in this research
study. After your consent, I am further asking you to fill out the questionnaire at your most
convenient time. This study's objective is to look into the impact of basic security measures on
Maersk Agency Uganda Limited's business performance.
All information provided will be kept strictly confidential. Your participation in this study is
voluntary but I will be glad if you accept to participate in it.
Thank you for your cooperation.
Sincerely,
James Kateete
SECTION: A
I. Demographics:
Please fill and tick () where applicable.
1. Sex
 Male
 Female
2. Marital Status
 Single
 Married
 Divorced
 Widow/widower
 Other (Specify)……………………
52
3. Age group
 20-30years
 31-40years
 41-50years
 51-60yrs
4. Highest Educational level attained
 Primary
 O level
 A level
 Diploma
 Bachelor’s degree
 Post graduate
 Others (Specify)…………………
Section B: Effect of basic security measures on business performance of Maersk Agency
Limited
Please use the rating scale 1-5 as provided below to select an option that you consider most
appropriate. Tick (√) the most appropriate number.
1. Strongly disagree 2. Disagree 3. Not sure 4. Agree 5. Strongly agree
A Security Policies SD D U A SA
Security policies influence business performance of

6
Maersk Agency Limited
We have a well develop elaborate security policy at

7
We have issue -specific security policies at Maersk

8
Agency Limited
We have system specific security policies at Maersk

9
Agency Limited
B Security awareness/training
Security information influences business performance

11
at Maersk Agency Limited
53
12 Security instructions influence business performance at
13 There is frequent exchange of security information

among staff at Maersk Agency Limited
Staff at Maersk Agency Limited are always given
14
security instructions to follow.
Security instructions at Maersk Agency Limited are

15
frequently updated
C Management support to security teams
17 Budget allocation to security influences business

performance at Maersk Agency Limited
18 Management support in the enforcement of security
measures influences business performance at Maersk
Agency Limited
19 There is adequate budget allocation of funds to the
security team at Maersk Agency Limited
20 The management at Maersk Agency Limited

adequately supports the enforcement of security
measures
D Business Performance
21 Maersk Agency Limited is a highly profitable business
22 Maersk Agency Limited is a highly sustainable

business
23 Maersk Agency Limited operates as a highly efficient

business
Maersk Agency Limited is a highly effective business
Thank you for your cooperation
54
APPENDIX B: Interview Guide for Key Informants
Instructions
Please answer the following statements as understood or practiced by you
a) Describe the level of performance by Maersk Agency Limited as a business?
a) How is security managed at Maersk Agency Limited?

b) How are security policies affecting the level of business performance at Maersk Agency
Limited?
c) How is security awareness/training affecting the level of business performance at
Maersk Agency Limited?
d) How is management support to security teams affecting the level of business
performance at Maersk Agency Limited?
e) Explain briefly what could be done to enhance business performance at Maersk Agency
Limited?
Thank you for your cooperation
55

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EASTERN AND SOUTHERN AFRICAN MANAGEMENT INSTITUTE

MBA-INTAKE 42E – KAMPALA

BSG 09315: MASTER THESIS

BASIC SECURITY MEASURES AND BUSINESS PERFORMANCE IN UGANDA: A

Name & Student Signature……………………………… ...

Name: DR. CAIPHAS CHEKWOTI

Am grateful to you all

Table 4. 2: Respondents by Gender ........................................................................................ 29

Table 4. 3: Business Performance ............................................................................................ 32

Table 4. 4: Showing responses on Security Policies ........................................................... 34

Table 4. 6: Respondents’ views on security training and awareness ...................................... 37

Table 4. 8: Views on management support to security team ................................................... 41

Figure 1. 1: Conceptual framework .................................................................................. 19

Figure 3. 1: Distribution of Population, Sample size and Sampling Techniques ............. 23

Figure 3. 2: Reliability Statistics Results......................................................................... 26

Figure 4. 1: Marital Status ................................................................................................ 29

Figure 4. 2: Age Group ..................................................................................................... 30

Figure 4. 3: Educational Levels ........................................................................................ 31

CCTV – Crossed-Circuit Television

ESP - Enterprise Security Policy

GDP – Gross Domestic Product

GEM – Global Entrepreneurship Monitor

ISP - Information Security Policy

ISPD – Information Security Policy Document

ISSP – Issue Specific Security Policy

SMEs – Small and Medium Enterprises

SSSP – Systems Specific Security Policies

UBOS – Uganda Bureau of Statistics

UIA – Uganda Investment Authority

UN ARMS – United Nations Achieves and Records Management Section

Theoretically, as a guide, the study will employ the industrial-organizational theory

Government policymakers have adopted a number of security measures globally to combat

1.3 Problem statement

1.5 Specific Objectives of the study

1.8 Significance of the study

2.3 Basic security measures and business performance

Issue-specific policies (ISP) provide comprehensive directions and regulations to all

2.3.2 Security awareness/training and business performance

Physical security is frequently defined as the safeguarding of personnel, hardware, software,

Security management entails cultivating a security-conscious organizational culture, creating

2.3.3 Management support to security team and business performance

Basic security measures

Security policies Dependent Variable

Figure 1. 1: Conceptual framework

3.4 Research Design

3.5 Study Population

3.6 Sample Size Determination

Source; Company database, 2022

3.7 Sampling Techniques

3.7.1 Simple Random Sampling

3.7.2 Purposive Sampling

3.8.1 Questionnaire Survey

3.9 Data Collection Instruments

3.9.2 Interview Guide

3.10 Validity and Reliability of Research Instruments

The study instrument’s validity and reliability were assessed as follows:

3.10.1 Validity of Research Instruments

CVI= 16 x 100 = 0.941 or 94%

3.10.2 Reliability of Research Instruments

3.11 Data Collection Procedure

3.12 Data Processing and Analysis

Data were examined from both quantitative and qualitative sources.

3.12.1 Quantitative Data Analysis