PERFOMANCE MANAGEMENT SYSTEM AND ORGANISATIONAL SUCCESS

IN FAITH BASED ORGANISATIONS. A CASE OF UGANDA JOINT CHRISTIAN

COUNCIL.

BY

TWIKIRIZE LOIS

18/MMSOD/KLA/MAR/038

A DISSERTATION SUBMITTED TO THE SCHOOL OF BUSINESS AND

MANAGEMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE AWARD OF A MASTER’S DEGREE IN MANAGEMENT

STUDIES IN ORGANIZATIONAL DEVELOPMENT OF

UGANDA MANAGEMENT INSTITUTE

OCTOBER, 2022
 DECLARATION

I hereby declare that this research dissertation entitled “Performance Management System
and Organizational Success in faith based organizations. A case of Uganda Joint
Christian Council” is my original work and it has not been submitted before for any degree
award in any academic institution. Where other people’s work has been used, all sources of
information were acknowledged through citations and referenced.

Signature:………………………...Date: ……………………………………...

Twikirize Lois

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 APPROVAL

This dissertation by Twikirize Lois entitled “Performance Management System and

Organizational Success in faith based Organizations. A case of Uganda Joint
Christian Council” has been submitted to Uganda Management Institute for examination
with my approval as the Institute supervisor.

SUPERVISORS:

Signature: ……………………………… Date: ……………………

DR. DAVID SSEKAMATE

Signature: ……………………………… Date: ……………………

DR. WAHITU FRED

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 DEDICATION

I wish to dedicate this work to my Parents and Guardians. Bishop Ntegyereize you have
helped me so much during my academic struggles Rest in Peace. Tindimwebwa Norah and
Can. Titus Barack, John Baptist Kauta for their instrumental support and prayers. I shall
forever be indebted for their immense support and contributions.

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 ACKNOWLEDGEMENTS

I would like to acknowledge with great thanks to my parents whom I have mentioned in the
dedication and individuals for the parental love, care, moral guidance and material support
they have given me during my academic struggles.

I wish to express my sincere gratitude to my Supervisors Dr. David Ssekamate and Dr. Fred
Wahitu for their regular and insightful guidance throughout the period of producing this
research Project. Other thanks also go to all the Lecturers who taught me Organizational
Development and research workshops for the knowledge they have given me during my
studies in UMI.

I also express my regards to all my friends and everyone who could have contributed to the
success of this thesis most especially my respondents who cooperated and collaborated in
giving the researcher the required information.

Sincere appreciations also go to UJCC Executive Secretary who allowed me to conduct my

academic study in his Organization and at the same time staff became my respondents. This
is a special recognition. Lastly I wish to pass my gratitude to my family and friends who
backed me up through this journey in prayers and encouragements. To God I give all the
honor and glory. Amen.

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 TABLE OF CONTENTS

DECLARATION........................................................................................................................i

APPROVAL...............................................................................................................................ii

DEDICATION..........................................................................................................................iii

ACKNOWLEDGEMENTS......................................................................................................iv

TABLE OF CONTENTS...........................................................................................................v

LIST OF TABLES..................................................................................................................viii

LIST OF FIGURES...................................................................................................................ix

LIST OF ABBREVIATIONS....................................................................................................x

ABSTRACT..............................................................................................................................xi

CHAPTER ONE.........................................................................................................................1

INTRODUCTION......................................................................................................................1

1.0 Introduction.......................................................................................................................1

1.2 Background of the study...................................................................................................2

1.2.1 Historical background................................................................................................2

1.2.2. Theoretical background.............................................................................................4

1.2.3. Conceptual background.............................................................................................5

1.2.4. Contextual background..............................................................................................9

1.3. Statement of the problem...............................................................................................11

1.4. Purpose of the study.......................................................................................................12

1.5. Specific objectives.........................................................................................................12

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 1.6 Research questions..........................................................................................................12

1.7 Hypotheses of the study..................................................................................................13

1.8. Conceptual framework...................................................................................................14

1.9 Justification of the study.................................................................................................15

1.10 Significance of the study..............................................................................................15

1.11 Scope of the study.........................................................................................................16

1.11.1 Content scope.........................................................................................................16

1.11.2 Geographical scope.................................................................................................16

1.11.3 Time scope..............................................................................................................16

1.12 Operational definitions of the study.............................................................................16

CHAPTER TWO......................................................................................................................18

LITERATURE REVIEW.........................................................................................................18

2.1 Introduction.....................................................................................................................18

2.2. Theoretical review.........................................................................................................18

2.3 Organizational success....................................................................................................19

2.4. The conceptual Review..................................................................................................21

2.4.1 Performance management Planning and organizational success.............................24

2.4.2 Performance Management review and organizational success................................25

2.4.3 Performance management feedback and organizational success.............................28

2.6 Summary of literature review.........................................................................................30

CHAPTER THREE..................................................................................................................33

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METHODOLOGY...................................................................................................................33

3.0 Introduction.....................................................................................................................33

3.1 Research Design..............................................................................................................33

3.2 Study population.............................................................................................................34

3.3 Sample size Determination.............................................................................................34

3.4.0 Data collection methods...........................................................................................35

3.4.1 Document Review....................................................................................................35

3.4.2 Questionnaire Surveys..............................................................................................36

3.4.3 Direct observation.....................................................................................................36

3.5.1 Questionnaire guide..................................................................................................36

3.5.2 Observation checklist...............................................................................................37

3.5.3 Documentary checklist.............................................................................................37

3.6 Validity and Reliability...................................................................................................37

3.7 Data collection procedure...............................................................................................38

3.8 Data Management and Analysis.....................................................................................39

3.9 Quantitative data.............................................................................................................39

3.10. (Quantitative studies)...................................................................................................39

3.11 Limitations of the study................................................................................................39

3.12 Ethical Considerations..................................................................................................40

CHAPTER FOUR....................................................................................................................41

PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS.........................41

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 4.0 Introduction.....................................................................................................................41

4.1 Response Rate.................................................................................................................41

4.2 Background data.............................................................................................................43

4.2.1 Respondents by age group........................................................................................43

4.2.2 Respondents by age Gender......................................................................................44

4.2.3 Respondents by education level................................................................................44

4.2.4 Respondents by marital status..................................................................................45

4.2.5 Respondents by duration at work.............................................................................45

4.3 Presentation and analysis of Empirical findings.............................................................46

4.3.1 Performance management planning and organizational success..............................47

4.3.2 The relationship between performance review and organizational success.............51

4.3.3 Influence of performance feedback on organizational success at Joint Christian

Council...............................................................................................................................56

4.3.4 Organizational success..............................................................................................61

REFERENCES.........................................................................................................................72

APPENDICES.............................................................................................................................i

Appendix A: Consent Form Performance Management Systems and Organizational success

at Uganda Joint Christian Council..............................................................................................i

Appendix B: Questionnaire Survey............................................................................................i

Appendix C: Introductory Letter.................................................................................................i

Appendix D: Anti-Plagiarism Report..........................................................................................i

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 LIST OF TABLES

Table 3.1: Sample size selection and techniques......................................................................35

Table 3.2: Showing CVI results...............................................................................................38

Table 3. 3: Showing Reliability................................................................................................38

Table 4.1: Response Rate 42

Table 4.2: Respondents by Age group......................................................................................43

Table 4.3: Respondents by Gender...........................................................................................44

Table 4.4: Respondents by Education Levels...........................................................................44

Table 4.5: Respondents by Marital Status................................................................................45

Table 4.6: Period worked / Duration of work..........................................................................46

Table 4.7: Performance Planning............................................................................................47

Table 4. 8: Correlation matrix for performance management planning and organizational

success......................................................................................................................................50

Table 4. 9: Regression analysis of Performance Management Planning and organizational

success......................................................................................................................................51

Table 4. 10: Descriptive statistics on performance review and organizational success..........52

Table 4.11: Correlation matrix for performance review and organizational success.............54

Table 4.12: Model summary of Regression analysis between performance review and
organizational success.............................................................................................................55

Table 4.13: Descriptive statistics on performance feedback on organizational success at

UJCC........................................................................................................................................56

Table 4.14: Correlation matrix for performance feedback and organizational success..........58

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Table 4.15: Regression analysis between performance feedback and organizational success59

Table 4.16: Showing Multiple regression.................................................................................59

Table 4.17: Organizational Success.........................................................................................60

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 LIST OF FIGURES

Figure 1.1: Conceptual framework...........................................................................................13

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 LIST OF ABBREVIATIONS

COU – Church OF Uganda

CVI – Content Validity Index

DV – Dependent Variable

EJACS – Ecumenical Joint Action Committees

IV – Independent Variable

PMS – Performance Management Systems

SPSS – Statistical Package for the social sciences

UJCC – Uganda Joint Christian Council

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 ABSTRACT

The study focused on the relationship between Performance management system and
Organizational success in Faith Based Organizations. A case of Uganda Joint Christian
Council. The purpose of the study was to examine the relationship of performance
management system on organizational success in Faith Based Organizations. Its main
objectives were: to examine the extent to which Performance Management Planning
contributes to organizational success at Uganda Joint Christian Council, to establish the
relationship between Performance Review and Organizational success at Joint Christian
Council, and to find out the extent to which Performance feedback influences
organizational success at Joint Christian Council. The study was guided by the motivational
theory proposed by Edwin Locke in the year 1968 (Obasan and Sotunde 2011:116). The
theory emphasized the important relationship between goals and performance. The study
adopted a correlation design where the population for this research was 144 and the target
population was 103 respondents and actual response were 81 which returned a response rate
of 78%. Quantitative approach was used for data collection. Data was collected using
questionnaires and Observation.

The primary data was collected from Secretary Generals of UJCC member churches, program
officers, EJACs from UJCC selected regions. Data was analyzed using correlation analysis to
establish the relationship between the variables. Likert scale SPSS Analysis was used and the
findings are presented in tables. Performance planning, Performance Reviews and
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performance feedback were compared with Organizational Success to analyze the degree of
correlation using Pearson Correlation. Pearson correlation coefficient results showed positive
moderate relationship between performance Planning and Organizational success, (r=0.629,
p=0.000). This implies that an improvement in performance planning leads to Organizational
Success. Performance reviews had a weak significant positive predictor of Organizational
success r=0.395 and p=0.000. There is a weak positive significant relationship on
performance reviews and Organizational Success in UJCC. The Pearson correlation
coefficient was run on performance feedback and organizational success. Results showed
that the r value was 0.563 and P=0.000 implying that, performance feedback has a significant
relationship with organizational success. Therefore, according to the results there is a
moderate positive significant relationship between performance feedback and organizational
success at UJCC.

The study also recommends that UJCC should continue to emphasize on Goal and objective
setting, performance agreement and work plan development for the effectiveness of the
organization. Planning regular meetings should be emphasized at departmental level and
annual planning meeting should be encouraged to discuss and agree on the work plans that
will inform a consolidated work plan to run the institution throughout the year. It also
recommended that women should be equally involved in all planning processes for decision
making balance. Another recommendation is that UJCC should carry out bi-annually and
annually performance on individual, team and organizational reviews. On feedback, UJCC
recommends that both managers and employees get trainings on roles and responsibilities in
the performance feedback processes and in project evaluation and staff appraisals.

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 CHAPTER ONE

INTRODUCTION

1.0 Introduction

Organizational success involves activities towards set targets, and formulates suitable
modifications to accomplish the set aims efficiently (Thurston, Wells, & McNall, 2010).
Organizational success allows managers to identify elements that meets organizational goals
and objectives and this can be done when there is performance management system.
Performance management system (PMS) is the heart of any “people management” process
in an organization. If employees do not perform, organizations would not survive. If
employees perform at their peak level, organizations would be competitive and productivity
would increase.

This study will examine performance management system and how they contribute to
organizational success in Faith Based Organizations; a case of Uganda Joint Christian
Council (UJCC). The factors that will be covered as Independent Variable (IV) include
Performance management planning, performance reviews, performance feedback.
Organizational Success as a Dependent Variable includes features like increased Partnership
and Effective Commitment. The concept of performance management has been one of the
most important and positive developments in the sphere of organizational management in
recent years. Organizational performance/ success comprises the actual output or results of
an organization as measured against its intended objectives and encompasses three specific
areas of firm outcomes: financial performance, product market performance and
shareholder return (Richard et al, 2009). This chapter presents background study, problem
statement, study purpose, objectives, research questions, hypotheses, conceptual frame
work, Scope, Justification, Significance of the study, operational definition of terms and
concepts.

1.2 Background of the study

The background of the study was discussed under four major themes including historical
background, the theoretical background, the conceptual background and the contextual
background.
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1.2.1 Historical background

The beginning of reviewing performance was from AD 221-265 in the Wei dynasty of
China who had an 'Imperial rater' to evaluate the performance of the official family (Koonlz
1971). The first formal monitoring system evolved out of the work of Fredrick Taylor
before World War I followed by rating of officers in the armed forces of US in 1920s.
Globally, "performance management" was first used by Beer and Ruh in 1976 in their
study of the performance management system at Corning Glass Works of the United States
of America entitled "Employee growth through performance
management"(Armstrong & Baron 1998:43). By the mid-1950s, formal performance
appraisals were much more commonly known, with companies using personality-based
systems for measuring performance. Towards the end of the 1950s however, unease at these
systems began to develop, as not only was there no element of self-appraisal, but the
personality-based approach did very little in terms of monitoring performance – rather, it
monitored the person’s inherited personality, instead.

Years 80s and 90s were marked by the realization that the identification of organizational
objectives is more complex than initially considered. Managers began to understand that; an
organization is successful if it accomplishes its goals (effectiveness) using minimum
resources (efficiency). Thus, organizational theories that followed supported the idea of an
organization that achieves its performance objectives based on the constraints imposed by
the limited resources (Lusthaus & Adrien, 1998). Performance is a set of financial and
nonfinancial indicators which offer information on the degree of achievement of
objectives and results (Lebans & Euske, 2006, Kaplan& Norton, 1993). In 1960s, there
was more emphasis on self-appraisal, and most performance appraisal systems were geared
towards looking at what an individual is to achieve in the future. In 1960’s progressed,
performance appraisals began to do a better job of assessing performance, by focusing more
on goals and objectives, and including much more on self-appraisal. (Brooks 2017)

In Africa, Egyptian civilization led to the construction of great palaces, pyramids and
fortified cities through communal efforts. It was suggested that management practices in
Africa back date to the pre-industrial era (Nzelibe, 1986). The pre-colonial traditional
indigenous methods were reportedly characterized by communitarian, humanistic, non-
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hierarchical and cooperative styles of management (Budhwar & Debrah, 2001). It was
said that the colonization of Africa may have resulted in the introduction of monetization
into traditional economies, importing foreign organizations’ systems that were based on
bureaucratic principles, and thus changing the way in which people were managed
(Budhwar and Debrah, 2001).

Uganda was colonized by the Britain and obtained independence in 1962. Uganda’s
economy was a promising one in sub-Saharan Africa between 1962 and 1970 (Kuteesa et
al., 2009; Wiegratz, 2006; Bahiigwa, 2003). Performance management systems in Africa
are as a result of colonial British influence managed through paper based rules and
Uganda is not an exception (Kagaari et al., 2010). Colonial influences and bureaucracy
was most popular mode of performance management in Uganda and in African especially in
organizations.

Therefore, the historical background depicts that management practices were adopted by the
Africa continent and Uganda in particular following the footprints of British colonial
systems. Literature also states that not much has been studied in Africa to contextualize
performance management system in this regard.

1.2.2. Theoretical background

A number of theories and models have been used before to explain the aspect of
performance management system. A case in point, Mabey has prescribed the model in
the form of ‘performance management cycle’. He suggested 5 elements on how
performance management system should be implemented in an organization. These
i n c l u d e s ; Setting of objectives, Measuring the performance, Feedback of performance
results, Reward system based on performance outcomes and amendments to objectives
and activities (Mabey et al, 1999). Expectancy theory had been proposed by Victor Vroom
in 1964. This theory is based on the hypothesis that individuals adjust their behavior in the
organization on the basis of anticipated satisfaction of valued goals set by them. The
individuals modify their behavior in such a way which is most likely to lead them to attain
these goals. This theory underlies the concept of performance management as it is believed
that performance is influenced by the expectations concerning future events (Salaman et al,
2005). However, the theory was anchored to this study that is Goal setting theory that was

3
proposed by Edwin Locke in the year 1968. He is the pioneer of this theory who states that
when individuals or organizations set more difficult goals, then they perform better. On the
other hand, if the set goals are easy then the performance of an individual or organization
decreases (Locke & Latham 2006). The assumptions of this theory are as follows; clarity,
Challenge, Commitment, feedback and task Complexity. It is based on 400 laboratory and
diverse field studies. When a person or organization is committed to achieving goals and
do not suffer from any conflicting goals. Then, the achievement of the goal is positive. This
theory suggests that the individual goals established by an employee play an important
role in motivating him for superior performance. This is because the employees keep
following their goals. If these goals are not achieved, they either improve their performance
or modify the goals and make them more realistic. In addition, goal setting helped
developing an action plan designed to guide people and organizations. Goal setting is often
used by individuals for their personal goals and in groups at workplaces and social
gatherings. Goal setting can be applied in all places where effective results are desired
through effective goal setting (Locke & Latham 2013). Pamkhuila shaiza and indra Giri
(2016) and other researchers point out that there is correlation between goal setting,
improved business and organizational results.

According to Moynihan (2008), to apply goal setting in a day to day work, a ‘commitment
analysis’ should be undertaken to draw up objectives and goals. It allows continuous
improvement in objectives and performance standards. Commitment analysis helps in
determining the continuous pursuance of objectives and goals set to improve
productivity (Krausert 2009). Therefore, Goal setting is applicable and more importantly,
many organizations prefer it over other management tool. This theory underpins the
emphasis in performance management system on setting and agreeing objectives against
which performance can be measured and managed. This is because the employees keep
following their goals.

1.2.3. Conceptual background

The Variables in this study are Performance management System and Organizational
success and these have been defined differently by different scholars.

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Fletcher (1993 p.10) defined PMS as it being "associated with an approach to creating a
shared vision of the purpose and aims of the organization, helping each employee understand
and recognize their part in contributing to them, and, in so doing, manage and enhance the
performance of both individuals and the organization". Rao and Pareek (1998) reiterated
that PMSs are linked with training, promotions, salary and reward, administration and
research and Organization Development (OD). Many companies rely on performance
management system to remain ahead in the race because performance management system
helps employees to know that what exactly is expected out of them and assure line managers
and strategic planners that employee behaviors will be aligned with the organization’s goals.

Performance management system tracks the performance of employees in a manner that is

consistent and measurable. The system relies on a combination of technologies and
methodologies to ensure people across the organization are aligned with and contributing to
the strategic objectives of the business. The system is collaborative, with managers and
employees working together to set expectations, identify employee goals, define performance
measurement, share employee performance planning’s, reviews which include appraisals, and
provide feedback.

In order to create an effective Performance Management System, it is required that each

employee should be fully aware of his role in the organization. By understanding what type
of output is expected of them and what fundamental roles do they play in achieving the
vision, mission and strategy, the employees’ contribution can be maximized. Under the
global economic crisis, continuously improved performance has become a major challenge
for every organization, in one way or the other. Performance Management System (PMS)
elaborates how the organization aligns the performance management system with the
organizational system and articulates the company business objectives to the individual goals.
Therefore, Performance Management System acts as a strategic tool and a powerful
foundation for the employees to achieve their ambitions and organizations to achieve their
key financial goals.

Helm et al. (2007) have noted that PMS is vital to an organization’s performance for various
reasons such as: it facilitates the organization to achieve its vision and business objective. It is
5
a prerequisite to develop a performance oriented culture within the organization. It aligns the
employees’ performance goals with the organization’s strategic goals. It ensures that the
individual has clarity regarding performance expectations. It improves the employee
performance and identifies talented individuals for promotion and it also reinforces linkage
between pay and performance.

According to Beadwell (2007), performance management planning involves practices such

as defining and setting of goals and their measures. The purpose of setting objectives/goals
is to direct, monitor, motivate and audit individual performance they must fulfill. This
encourages the selection of appropriate goals which are specific, attainable and owned by
the individual. The process as a management tool is established on the basis that
organizational objectives can be broken down and translated into individual goals, the
attainment of which can be measured (Armstrong, 2008). All these are geared towards
getting better results by understanding and managing employee performance within the
frame work of agreed goals. Therefore, this study will consider goal setting, establishing
performance review criteria, agreeing on task requirements, developing work plans and
agreeing on feedback mechanisms.

Performance review is a formal and systematic assessment of the performance of employees

by managers and directors to understand the labor force regarding abilities to enable
development of talent and improvement of company’s growth. The appraisals take a
systematic approach where supervisors measure employee's remuneration against set targets
and plans (Walker, Damanpour, & Devece, 2011). This study will bring into perspective
aspects of performance management management systems including performance planning
that focus on goals and objective settings, performance agreements that is roles and
responsibilities and development of the work plans. Performance reviews focusing on
individual reviews, team reviews and organizational reviews and performance feedbacks
focusing on individual feedbacks, team feed backs and organizational feed backs how they
contribute to organizational success.

Performance feedback is the communication that takes place between the evaluators and the
employees after an evaluation has taken place. The communication in the feedback
include the consideration and review of goal achievements, values and behaviour
expected of all employees, leadership behaviors for managers, short-term and long-term
6
goal achievement and a performance summary. Feedbacks support every employee to
achieve the set goals and develop professionally and personally (Jonyo, 2017). The
meetings promote constructive discussion and criticism between a member of staff and his
supervisor and clarify the areas to be improved and this is implemented at the discretion of
the supervisor.

Organizational Success is a set of financial and nonfinancial indicators, which offer

information on the degree of achievement of set objectives and results. It comprises the
actual results of a company's success measured against the expected output (Walker,
Damanpour, & Devece, 2011). Organizational performance is an analysis of a firm's
performance in comparison to the set goals and objectives or it is the actual output
measured against the intended output of the organization. Key factors like financial
performance, market outreach, and shareholder value performance are analyzed to
determine the actual performance. This study was premised on organizational success
indicators that include increased staff output, organizational performance, effective task
accomplishment, sustainable organizational funding, high staff commitment and increased
collaboration, partnerships and coordination among stakeholders.

1.2.4. Contextual background

Uganda Joint Christian Council (UJCC) is a faith based organization that was established
in 1963 and registered as a trustee under the Trustees Incorporation Act. The currently
membership is comprised of three member churches namely: The Roman Catholic
Church, the Church of Uganda and the Uganda Orthodox Church which is 78% of
Uganda’s population. UJCC was established after Uganda’s independence in 1962 at a time
when the country was undergoing a transition politically, economically and socially. The
environment in which UJCC was established was characterized by bitter conflicts
between and among faith communities during the colonial era, which challenged the
three religious leaders by then who recognized a need for Christians to witness together
and live in harmony. UJCC’s vision is “To promote a world where Christians jointly
witness to bring about integral transformation while the mission is “To promote
consensus among Christians in Uganda to uphold Christian values and address other issues
of socio economic justice and matters of concern through joint research, advocacy and
networking”. UJCC is grounded on five core values which include Christian love, justice,
7
truthfulness, reconciliation and peace. These values bind them together and influence the
choice/decisions. The programs are as follows; Ecumenism and Interfaith, Education and
other social protection, Human Rights and Good Governance, peace and Reconciliation and
institutional Strengthening. In order to achieve the Vision and the mission to sustain
harmonious co-existence they adopted PMS in the strategic plan (2018-2023).

The leadership of the Council is rotational. The current chairperson is Rt. Rev. Dr. Zziwa
Anthony of Kiyinda Mityana Diocese who replaced the Most Rev. Paul Ssemogerere
Cyprian Kizito Lwanga, Archbishop of Kampala Archdiocese who died in April 2021. Co-
Chairs the Archbishop Most Rev. Dr. Stanley Kazimba of the C.O.U and Muzeeyi
Leronymous the Archbishop of Uganda Orthodox Church. The three leaders together with
the Secretary Generals of the member churches constitute the Board of Trustees of UJCC.
Management is comprised of three personnel i.e. the Executive Secretary, the Deputy
Executive in charge of Finance and administration who handles also Human resource
management and the Deputy Executive Secretary in Charge of programs.

Different interventions were undertaken to contribute on realization of the Council’s

mission. Engagements with various stakeholders in fostering an environment that enhances
quality life in Uganda and beyond amidst changing context is visible. UJCC relies on its
human resources to accomplish the work of providing impacting and high quality services to
the communities. UJCC is a National advocacy organization and formed 17 regions in the
whole country together with Ecumenical Joint Action Committees (EJAC’s) in each region
to make the flow of implementing their activities and communications from top to the grass
root Churches. Most of the activities are executed by individuals and in many occasions
within teams. To ensure quality in performance of employees, the organization develops
work plans and establishes performance management standards where individuals and
departments are reporting quarterly, Bi- annual and annually. They are appraised annually to
assess whether they have accomplished what was set out in respect to the work plan.
In case of shortcomings, the organization reviews and corrective actions are instituted to
ensure employees achieve more dynamic performance. Despite having PMS in place, it
is worth noting that the performance of employees in this organization has been
deteriorating since 2016. The quality of performance among staff members have raised

8
many complaints especially from top management and partners (UJCC Strategic Plan
2018).

The aforesaid revealed some controversy about the relationship between PMS and
organizational success within UJCC. However, it is not well documented on how the
components of Performance Management planning, and Performance reviews and feedback
Influence or impact on organizational success within UJCC. This has affected organizational
performance which has resulted in a number of donors and partners to withhold financing
which has paralyzed most activities in the organization thus threatening its success, all these
combined forms the basis of this study.

1.3. Statement of the problem

PMS and how it affects organizational success has continued to attract significant scholarly
interest and Denkyira (2014) noted that PMS is the total process of observing an employee’s
performance by clarifying expectations; setting goals; making an appraisal and providing
feedback. However, it has been observed that although there is Performance Management
System at UJCC, Organizational success is still a problem. There is performance
management systems but not strictly followed which weakens finance control and program
controls. For example Constitution, staff Terms and Conditions, Finance manual, human
resource Manual, Procurement Manual and many others. There is also poor staff task
orientation, Lack of constant review of performance management system to align with
changes in UJCC. Empirical studies by (Singh & Twalo 2014; Ricci 2016; Hitu, 2017
and Assish, 2018) recommended that business organizations should adopt a 360 degree
feedback process and Performance evaluation, goal alignment, goal setting, was found to
have a strong relationship to the success of an organization. Literature on PMS tends
to be subjected to business entities and public organizations (Twalo, 2014; Singh &
Twalo, 2014; Assish, 2018; Ricci, 2016; Hitu, 2017). Little has been known on
Performance Management system with emphasis on PM planning, PM reviews and PM
feedback in Faith Based Organizations especially in Uganda thus this study attempts to
address the existing knowledge gap. The study was to examine performance Management
Systems focusing on PM planning, PM reviews and PM feedback in FBO. Macky and
Johnson (2000) pressed that the importance of PMS is on continuously improving
organization performance and this is achieved by improving individual performance.
9
Therefore, improving employee performance by using PMS is vital therefore; the study will
intend to align Performance Management System through PM planning, reviews and
feedback to success of UJCC by providing recommendations on how PMS can help the
organization align employee individual performance with organization’s vision and strategic
objectives. It is against this background that the researcher is conducting this study in
NGO’s especially FBO’s to close this information gap.

1.4. Purpose of the study

The purpose of this study was to examine the relationship of performance management
systems and organizational success in Faith Based Organizations a case study of Uganda
Joint Christian Council.

1.5. Specific objectives

The objectives of this study will include the

following:

i. To examine the extent to which Performance Management Planning contributes to

organizational success at Uganda Joint Christian Council.
ii. To establish the relationship between Performance Review and Organizational
success at Joint Christian Council.
iii. Find out the extent to which Performance feedback influences organizational
success at Joint Christian Council.

1.6 Research questions

The study was guided by the following research questions:

i. To what extent does Performance Management Planning contribute to

organizational success at Uganda Joint Christian Council?
ii. What is the level of relationship between Performance Review and
Organizational success at Joint Christian Council?
iii. To what extent does Performance feedback influence organizational success at Joint
Christian Council?

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1.7 Hypotheses of the study

The study was guided by the following hypothesis.

i. There is no significant relationship between Performance Management Planning and

organizational success.
ii. There is no significant relationship between Performance Review and Organizational
success.
iii. There is no significant relationship between Performance feedback and
organizational success.

1.8. Conceptual framework

Conceptual framework was defined as an interconnected set of ideas (theories) about how a
particular phenomenon functions or was related to its parts (Svinicki, 2010). The main
purpose of conceptual framework is to clarify concepts and purpose relationships among the
variables in the study, providing a context for interpreting the study findings and explaining
observations.

11
Figure 1: Conceptual Framework

Independent Variable
Dependent Variable

Performance management systems

Performance Management
Planning
1. Goal and Objective Setting Organizational Success
2. Roles and Responsibilities
(performance Agreement) 1. Effective Commitment
3. Developing Work Plan
Performance Management 2. Increased Partnership
Reviews
1. Team group appraisals
2. Individual Appraisals
3. Organizational Appraisal

Performance Feedback
1. Individual Feedback
2. Team Feedback
3. Organizational Feedback

Source: (Adapted from Allen and Meyer (1990), Owusu-Boateng (2014). UARK,(2018).

Figure 1. 1: Conceptual framework

In the conceptual framework depicted in Figure 1 above, Performance management

systems, the independent variable (IV) is hypothesized to influence organizational success.
The framework portrayed that performance management planning, performance review and
performance feedback directly influences Organizational success. On the other hand,
Organizational success as the dependent variable (DV) as depicted in Figure 1 above was
measured in terms of effective commitment, increased partnership.

12
1.9 Justification of the study

In Africa, despite the fact that researchers have been paying more attention to management
in Africa since the 1970s, some authors still describe the subject as under-researched
(Kamoche, 2011). Much more attention has been previously given to economics and
foreign trade, perhaps reflecting the most dominant imperatives for a continent in which
macro-economic challenges have tended to overshadow the dynamics of managing
organizations (Kamoche, 2011 p.1). Additionally, the few existing studies focus on business
organizations and public sector, limited evidence has been brought forward regarding how
performance management system contribute to organizational success in Faith Based
Organizations.

Uganda Joint Christian Council was particularly chosen because of the challenges that was
experienced both internally and externally. The researcher therefore wishes to establish the
relationship between Performance Management Systems and Organizational Success at
Uganda Joint Christian Council.

1.10 Significance of the study

This study was useful to managers of Uganda Joint Christian Council (UJCC), NGOs and
Other Faith Based Non-Governmental Organization. They will be able to use the
information to evaluate and implement effective Performance Management System.
Managers engaged in Performance management system gain more knowledge in this area
and therefore devise strategies for effective Performance Measurement System.

This study forms a basis for further studies where the findings benefit and help the
future researchers as their guide and also hopefully bridge some gaps that the previous
researchers left as far as performance management systems and organizational success is
concerned.

1.11 Scope of the study

This scope of the study has been divided into three aspects as discussed below:

13
1.11.1 Content scope

In terms of content scope, this study specifically seeks to examine the relationship between
performance management systems and organizational success with emphasis on how
performance management planning, performance appraisal and performance review
contributes to organizational success at Uganda Joint Christian Council.

1.11.2 Geographical scope

The study was conducted at the headquarters of Uganda Joint Christian Council in Kampala,
Uganda. This will help the researcher to interview the staff, Secretary Generals,
Management staff and EJACs as her respondents. In regions, for EJACs, the researcher
selects Mityana, a Luwero, secretariat staff and Secretary Generals due to financial
constraints out of seventeen regions.

1.11.3 Time scope

The period between 2019 and 2022 was considered for this study; this being the period
during which Uganda Joint Christian Council faced major challenges in terms of staff
performance which are threatening organizational success.

1.12 Operational definitions of the study

A goal is the object of an individual’s drive or effort, an intention or anticipated

results.

Goal setting refers to goals being set for the future for subsequent performance of an
individual or organizations.

An organization is an entity, such as an institution or an association that has a collective

goal and is linked to an external environment.

Performance Management referred to a set of procedures designed to improve employee.

14
Performance management system is the systematic approach to measure the
performance of employees

Reviews: These are periodic assessment of the performance objectives in relation to set
standards in the organization.

Feedback: This refers to the information given to an employee or employer regarding a

certain action or event of activity.

Appraisals: This refers to a performance management activity conducted among

employees at the end of the year with intentions of ascertaining employees’ performance
against set standard.

15
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This literature review was important and it purposed to gain a full insight of the existing
literature on the research area. The researcher identified the gap using the existing
literature adding to the new knowledge.

2.2. Theoretical review

The goal setting theory

Goal Setting Theory was proposed by Edwin Locke in the year 1968 (Obasan and
Sotunde, 2011:116). The theory sticks to the relationship between goals and performance.
The goal setting theory starts from the simple observation that setting performance goal for
employees motivates them to strive towards achieving these goals. An assigned goal
influences employees’ beliefs about being able to perform the task at hand. When current
performance is not achieving desired goals, employees will be motivated to increase effort
or change their strategy (O’Neil and Drillings, 1994:94; Schultz, 2006:16).

The theory suggests that the individual goals established by an employee play an important
role in motivating him for superior performance. This is because the employees keep
following their goals. If these goals are not achieved, they either improve their
performance or modify the goals and make them more realistic. In case the performance
improves, it will result in achievement of the performance management system aims
(Salaman, John and Billsberry, 2005). Specific high goal affects choice, effort, and
persistence; that is, a specific goal increases a person’s focus on what is to be accomplished
versus putting it off for a later date. Commitment to a specific high goal leads to persistence
until the goal is attained.

Goal setting theory was developed inductively from the results of empirical studies
conducted in laboratory and field settings on individuals and teams. The theory as observed
by Latham, Borgogni and Petitta (2008:392) states that: A specific high goal leads to higher
performance than an easy goal; given ability as well as commitment, the higher the goal, the

16
higher a person’s performance. Variables such as participation in decision making,
feedback, including praise, competition, and monetary incentives only affect a person’s
behaviour to the extent that they lead to the setting of and commitment to a specific high
goal.

The significance of this theory was attributed to the works of (Locke & Latham, 2006) that
highlights four mechanisms that connect goals to performance outcomes. First, goals direct
attention to priorities; when specific goals are set for workers, it drives their attention
to priorities of achieving the goals. Second, they stimulate effort; i.e. goals set are attached
to specific reward system that stimulates workers to work better. Third, the more
challenging the goal, the more people will draw on their full range of skills.

Researchers point out that there is a positive correlation between goal setting and improved
business and organizational results. Goal setting theory comprised of all aspects of building
organizations with efficiency (Locke & Latham 2006; Spaulding & Simon 1994;
Koppes 2014). However, the researcher thinks that this theory does not explicitly brings out
the relationship between individual goals, team goals and departmental goals which are
supposed to contribute to organizational success.

2.3 Organizational success

Watson (2016) agrees that organizational success has to be measured as the overall
effectiveness of a firm in meeting identified needs of departments in the company but
emphasizes that the efforts should also focus on the ability to improve its capacity to
address those needs adequately continuously.

Organizational success engages a set of persistent activities, towards set targets, and
formulating suitable modifications to accomplish the set aims efficiently (Thurston, Wells,
& McNall, 2010). Organizational success allows managers to identify the key factors to
prioritize in an intention to meet organizational goals and objectives. The analysis should
enable managers to address deficiencies and use the information gained to improve
the company systems when it comes to customer service, investor demands and employee

17
motivation (Rock & David 2015) A comprehensive analysis of organizational performance
allows the firm to improve their performance in the present and stay relevant for the future.

Organizational success assumes that the organization has control over all processes and it
can adjust to achieve improved performance. The definition has received heavy criticism for
considering a narrow view of the issue. Rock and David (2015) criticize most studies for
defining organizational success as a dependent variable. The definitions seek to recognize
variables that result in variation in performance. However, such explanations ignore the fact
that performance advantage, is competitively unstable, performance is surrounded by casual
complexities and using data based on the memory of employees has its limitations as it is
biased and often inaccurate (Bersin, 2013) Since the contributors and barriers to
organisational success are well known, acknowledging them is not a wholesome definition
(Schuler, Farr & Smith, 2013). Inadequate supervision and training, lack of intelligence
among workers, or low standards, though contribute to low organizational success; they are
not the only contributing factors. However, the varying definitions of organizational
success agree that to maximize, and the company has output, it is important to put its
employees first.

Globally, organisations recognize that organisational success and performance management

are closely connected and that management and employees are essential to achieving high
organizational performance (Cappelli, 2011).

Studies conducted by Kansal and Singh (2011) focus on the effects of performance
review on organizational performance and conclude that the system motivates employee’s
attitudes towards improved performance. Another study conducted by Bhattacharya,
Momaya & Iyer focused on performance evaluations as a strategic management style and
found that performance appraisals formed a balanced approach to managing issue of
performance in organizations and also concluded that the single most significant variable
affecting corporate performance was training and development, which is a role of
performance appraisals.

18
Most of the literature has been directed towards organizational performance (Kansal
and Singh 2011) dwelling on aspects of organizational performance especially profitability,
employee performance, market share and growth with no focus on sustainable
funding, increased collaborations and staff performance in FBOs which are the parameters
for organizational success in this study.

2.4. The conceptual Review

Performance Management

Performance management was considered as a set of measures and information that is done in
order to increase the level of optimal use of facilities and resources in order to achieve the
goals in economic ways with efficiency and effectiveness (Fatemah Rostam 2020). The
purpose of a performance management system reflects the main objectives and guiding
principles an organization has for the system to help it gain a competitive advantage. Most
commonly, organizations use performance management systems for three main purposes: to
achieve results, develop employees, or accomplish administrative purposes.

Performance management systems with a results oriented purpose focus on performance

outcomes. The structure of the performance management system denotes its design and
formation. Structural characteristics of performance management systems include the
number of formal performance reviews, the number of informal performance reviews
(Dhiman 2013)

According to Harry (2013), performance management system helps organizations

achieve their goals by tracking and improving productivity and supporting other HR
functions. It is a key component of the whole human resource strategy of an organization.
To implement the systems effectively, organizational and work specific skills need to be
obtained and retained within the organization. Managers should empower their workers’
abilities for maximum effectiveness in contributing to the achievement of organizational
goals.

Performance management shows the visible performance gaps in the organization. It creates
increased pressure on the management and the employees for improvement in the

19
performance level. It brings out the areas of improvement in the organization. It helps the
organization for sustaining the continuous improvement in quality, cost, safety, and
in meeting the customer requirements (Dhimn, 2013). Performance management is a
structured visual approach to monitoring of the organizational performance, brings out
issues and reacting to them in a timely manner. Performance management system is
required in the organization for the purpose of meeting obligations to customers,
employees, shareholders and other stakeholders. Dewettinck (2008) argues that
performance management is a tool to ensure effective management in the organization. It is
the process which is used by the management to create and sustain a work environment
which (i) values continuous improvement, (ii) adapts well to change, (ii) strives to attain
ambitious goals, (iv) encourages creativity amongst the employees, (v) promotes learning
and professional development of the employees, and (vi) motivate employees to perform
with aims for achievement of the organizational goals.

Performance management was a process which needs time for planning and implementation.
The process can save time and energy both for the management and the employees. Most
importantly, the process was very effective motivator both for the management and the
employees, since it helps in the achievement of their own objectives as well as the objectives
of the organization which in turn propels the organization on the path of success (Cohen,
2007).

Performance management was a continuous process. It involves a never-ending process of

setting goals and objectives, observing performance, and giving and receiving of the
continuous feedback (Briscoe, 2008). Performance management requires the organizational
management to ensure that the employees’ activities and outputs are congruent with the
organizational goals and, consequently, help the organization gain a competitive advantage.
It therefore creates a direct link between employees’ performance and organizational goals,
and makes the employees’ contribution to the organization explicit (Budworth, 2011).

For an effective performance management process, the organization was to plan the work in
advance. Planning of the work includes setting of the performance expectations and goals.
To achieve the desirable performance levels, it becomes necessary to channel the efforts of

20
the employees towards achievement of the organizational objectives (Ganescu, 2012).
Getting employees involved in the planning process help them to understand the goals of the
organization, what needs to be done, why it needs to be done, and how well it should be
done. Further performance plans are to be flexible so that they can be adjusted for any
change in the operating environment.

Most concepts in the above literature have dwelled much on Performance management
arguing that PMS should be a systematic and continuous process, goal and result oriented
(Dhiman 2013; Dewettinct; 2008; Briscoe 2008; Budworth 2011). However, the
literature does not reveal PMS in the context of organizational success in FBOs.

2.4.1 Performance management Planning and organizational success

The first step in the process of performance management is setting up of the standards
which are used as a benchmark to compare the actual performance of employees. This step
requires setting the performance criteria to judge performance of employees as successful or
unsuccessful of the degree (Paile, 2012). To be useful, standards should relate to the desired
result of each job. The standards set should be clear, easily understandable and in
measurable terms (Komati, 2013). At the beginning of the performance system, the role of
the staff is clearly defined and the work plan shows clearly what each member of staff is to
do for a specified period, performance standards, behaviors and competencies required and
Expectations are clearly defined and requirements as providing for individual and
team development (Armstrong, 2009).

At the beginning of the performance management cycle, it was important to review with
employees their performance expectations, including both the behaviors employees are
expected to exhibit and the results they are expected to achieve during the upcoming rating
cycle, (Budworth, 2011). Behaviors are important because they reflect how an employee
goes about getting the job done—how the individual supports the team, communicate,
mentor others and so forth. We are all familiar with employees who may achieve
exceptional results but are extremely difficult to work with, unhelpful or exhibit maladaptive
behaviors at work. Because such behaviors can be extremely disruptive, behavior is
important to consider in most work situations. On the other hand, an employee can be

21
extremely helpful, considerate and interpersonally effective, yet never achieve any
important results.

Effective performance management systems provide behavioral standards that describe what
is expected of employees in key competency areas and during the performance planning
process, managers should review and discuss these behavioral standards with employees. It
is important for managers to make sure employees understand how the behavioral standards
relate to their specific jobs (Paile, 2012).

The results or goals to be achieved by employees should be tied to the organization’s

strategy and goals. The employee’s development needs should also be taken into account
in the goal setting process. Development goals can be targeted either to improving current
job performance or preparing for career advancement. While goals and expected results can
be established for the entire rating cycle, it may be necessary to set nearer-term goals in
order to ensure that they are sufficiently specific and achievable to have positive motivating
effects. In addition, feedback should be given and appraisals can be performed as employees
reach key milestones or achieve goals during the rating period.

The above mentioned scholars (Budworth 2011; Paile 2012; Armstrong 2009; Komati 2013)
have concentrated their literature on performance management planning focusing on aspects
like goal setting and aligning goals to organizational strategic goals, what
management expects from employees and employee expected behavior although it can
be argued that these scholars did not show how goal setting and aligning goals to
organizational strategic objectives, appraisal criteria, feedback structure and work plans are
linked to organizational success in Faith Based Organizations.

2.4.2 Performance Management review and organizational success

Performance review was a process that helps improve performance and achieves results; it is
the process of periodically reviewing one's performance against the various elements of
one's job (Parker 2013). Its goal is to improve current and future management in terms of
output, outcome and impact. Monitoring and evaluation are both important activities in
performance management system and that it is important that the employee feels that there
is trust and justice in the system (Julnes, 2008).

22
There is an increasing focus on and importance of evaluating employees’ results as part of
the performance management process and thus evaluating employee’s performance on pre-
defined parameters as stipulated b y Armstrong, (2009) has been highlighted as a
differentiating factor among the market leaders and survivors. Key results to be
achieved will vary for different employees, depending on the nature of the
individual’s job and assignments. For example, some employees may have production or
sales results, others may be responsible for successfully developing and implementing
new programs or systems, others may have specific levels of customer satisfaction
outcomes they are expected to reach, and yet others may have employee development
or team leadership results (Lawler & Garber 2007).

A critical issue faced by organizations is how to measure and evaluate results is that some
results can be evaluated by tracking various objective indicators of performance, such as
volume o f sales, profitability and amount of product produced and that
performance management systems need to be reviewed on a regular basis (Newstrom.
2011). While objective indicators of performance can be useful, there are two potential
problems with them. The first is that such measures can be affected by differences in
opportunities that are available to different employees. For example, one employee may
have more modern equipment than another and thus be able to produce a higher volume of
product, irrespective of how hard either individual works.

Lack of constant review of performance management system to align with changes in the
organization is a common phenomenon in many organizations. The performance
management system can be a good mechanism for quality assurance if implemented in the
right manner and enabling environment. This range from lack of regular system review,
lack of training on performance management, shortage of resources in organizations, abuse
of the system as well as lack of reward. These impediments need to be addressed with a
sense of urgency if at all the performance management system is to remain credible in the
eyes of the stakeholders (Robbins, 2007).

From an employee development perspective, rating narratives tend to provide more useful
information than numerical ratings. Even when performance is rated against behavioral
rating standards, the ratings themselves typically do not convey what the employee did or
did not do in sufficient detail to be meaningful Van der Kooy ( 2010) Rating narratives,

23
on the other hand, can be extremely rich, customized and useful sources of feedback
because they tend to provide specific behavioral examples that can aid employees in
understanding why they were evaluated in a particular way. Behavioral examples used in
narrative descriptions also help managers calibrate their ratings by allowing them to discuss
and compare more specific examples of performance that relate to the standards.

A study by Gilmore & Williams, (2009) examined the effect of performance appraisal on
individual as well as on the organizations. The findings of the research showed that there
was a noticeable effect of the performance appraisal on the organizations as well as
on the individuals and also concluded that there were three competencies that must be
evaluated, namely core competency, managerial competency, and technical competency.

Team evaluation can be used when task goals and objectives are to be accomplished in at
team (Reynolds, 2009). Employees also interact with other members of the staff frequently.
At times, peers may have a better and clear understanding of what their colleagues are
doing since they interact on a daily basis. They are also more directly affected by the
employees’ actions either in a positive manner or negative manner. In addition, peers can
also evaluate the ability of their colleagues since they interact individually or in groups.

Identification during the process of appraisal allows the manager to determine what areas
of the job should be examined when measuring performance (Walker, Damanpour, &
Devece, 2011) Measurement is at the core of the assessment system and it involves
checking the strengths and weaknesses of employee performance and management of the
process means that the system should be future oriented by giving the resource feedback to
provide guidance and higher performance levels in future (Bernardin, & Wiatrowski,
2013).

When properly conducted, performance reviews have several key roles in the organization.
They have used administratively to base decisions like transfers, promotions; demotions,
termination, and rewards (DeNisi & Pritchard, 2006).

The literature reviewed delving on empirical studies indicates that there is a relationship
between performance management planning and organisational success and
performance reviews must have predetermined parameters with Key Performance
Indicators (Budworth 2011; Armstrong 2009; Newstrom 2011; Julnes 2008) but the above

24
literature misses out on performance management feedback and organizational success in
Faith Based Organization.

2.4.3 Performance management feedback and organizational success

Feedback provided on an ongoing basis throughout the rating period. In addition to

providing feedback whenever exceptional or ineffective performance is observed, providing
periodic feedback about day-to-day accomplishments and contributions is also very
valuable. Unfortunately, this does not happen to the extent that it should in organizations
because many managers are not skilled in providing feedback. In fact, managers frequently
avoid providing feedback because they do not know how to deliver it productively in ways
that will minimize employee defensiveness (Malhotra et al, 2007).

For the feedback process to work well, experienced practitioners have advocated that it must
be a two-way communication process and a joint responsibility of managers and employees,
not just the managers and performance management and feedback to the employee will
lead to improved performance (Cook, 2008). This requires training both managers and
employees about their roles and responsibilities in the performance feedback process.
Managers’ responsibilities include providing feedback in a constructive, candid and
timely manner.

Employees’ responsibilities include seeking feedback to ensure they understand how they
are performing and reacting well to the feedback they receive. Having effective, ongoing
performance conversations between managers and employees is probably the single most
important determinant of whether or not a performance management system will achieve its
maximum benefits from a coaching and development perspective (Malhotra et al, 2007;
Williamson et al, 2009); Hetty, 2008) describe the results of a study that confirms
organizations should communicate measures and progress to all employees, are better
performers. An appraise should be informed of the performance standards to help them
understand their roles and to know what exactly is expected from them (Goyal & Khurana,
2010). The performance assessment standards and criteria should also be communicated to
the people to be appraised or the evaluators and if required, the standards can also be
modified at this stage itself according to the relevant feedback from the employees or the
evaluators (Paile, 2012).

25
When the performance assessment standards are not communicated or the measures that
can be used to assess an individual performance or organizational effectiveness, this can
be debilitating if they are not right, leading to confusion, inconsistencies and debates about
ratings and rankings rather than optimizing the powerfulness of the performance
management process as part of the organization culture (Goyal & Khurana, 2010). It is
recommended that feedback should be given with a positive attitude as this can have a
positive effect on the organizational culture and employees’ future performance (Paile,
2012). Feedback in terms of strengths and areas to improve on should be prepared and given
to staff evaluated after a performance review exercise. This should be aimed at improving
the weaknesses observed (Awuor 2009)

Performance management acts as a vehicle for performance improvement through feedback

which is critical for the achievement of a strong organizational performance. Emphasis
needs to be placed on those parts of the performance management system such as the
quality of communication standards and process that make the most difference to
performance (Paile, 2012). Enhancing performance communication usually leads to a strong
organization culture with employees being aware of the key objectives likely to contribute
to the organization’s success in the future.

According to social cognitive theory, feedback from rewards based on progressive

accomplishments increases self-efficacy (explained as the belief that one can cope and
succeed at a given level of an activity, task, or problem). Enhanced self-efficacy, in turn,
contributes to increased task interest. Social cognitive theory proposes that rewards given
for progress and graded achievements are likely to act as positive feedback for judgments of
self- efficacy and, in doing so, increase interest (Goyal & Khurana, 2010). Providing
feedback acts as a diagnostic instrument, and an aid in making wise decisions and avoiding
traps of having weak organizational culture.

Much of the literature examined has advance effect on Performance Management Feedback
and organizational success. However, the foregoing literature hardly mentions on how PMS
feedback relates with organization success in Faith Based Organizations.

26
2.6 Summary of literature review

The chapter has discussed previous studies related to Performance Management and
Organizational success. It first highlights the theories which are used to support the study
and the two theories which are goal setting theory and control theory are extensively
discussed. It is however established that the goal setting theory does not show the
relationship between individual goals, group goals and departmental goals and how they are
aligned to organizational success. This chapter also examines previous studies which are
related to the link between performance management system and organizational success
underpinning aspects like goal setting, performance reviews and feedback (Malhotra et al,
2007; DeNisi & Pritchard, 2006, Armstrong, 2009).

Literature reviewed in most studies has pointed out common aspects for instance;
Performance management was considered to be a systematic and continuous process,
aligned to organizational objectives, goal and result oriented and a tool for effective PMS
and had significant statistical relationship to organizational performance ( Dewenttnct
2008; Dhiman 2013; Harry 2013;Briscoe 2008 and Budworth 2011) while other studies
revealed that PMS includes planning focusing on setting PMS standards regarding
performance expectations, reviews, feedback, pre-determined parameters, tracking
objective performance indicators, aligning PMS objectives to organizational goals and that
performance reviews were found to have strong correlation to organizational performance (
Robbins 2007; Reynolds 2009; Budworth 2011; Armstrong 2009; Julnes 2008; Newstrom
2011). Additionally literature revealed that Feedback has a significance to PMS
effectiveness, a two way communication process which should be timely, easily understood,
with clear performance assessment standards and must recommend employee areas of
strength and weakness and where they should improve ( Goyal 2010; Malhotra 2007;
Williams 2009; Paile 2012; Awuor 2009).

However, existing literature does not clearly bring out clear research evidence concerning
the methodology of performance evaluations, the relationships between individual, group
and departmental goals, appraisal approaches and feedback structures and how they are
linked to organizational success, particularly in Faith Based Organizations. This study will
aim to address some of these gaps to enrich knowledge regarding Performance Management
Systems and organizational success in FBO. In summary, the studies explored above

27
emphasized the importance of performance management and highlighting aspects of PMS
Implementation of performance management system is still a problem in almost all
organizations. It is therefore recommended to understand and adopt the correct approach of
performance management system which the study will recommend.

28
 CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter describes the methodology that was used in the study. It described the
research design, study population and sample size and selection, sampling techniques and
procedures that were used. It highlighted how data was collected, the instrument used and
how data obtained was analyzed, questionnaire surveys used, Validity and reliability,
procedure of data collection and measurement of variables.

3.1 Research Design

The researcher used correlational research design to determine the relationship between
two variables. This design involves observing two variables in order to establish a
statistically corresponding relationship between them. It helps to identify variables that have
some sort of relationship that a change in one creates some change in the other. The
researcher investigated the correlation between the variables (Arikunto, 2007, p. 247) and
used the statistical test to describe and measure the degree of r e l a t i o n s h i p between the
two or more variables Creswell (2012, p. 338). The researcher used naturalistic observation
to closely see whether UJCC has PMS and uses them effectively. Archival data was used to
gather information about the variables, Surveys were also used which involves use of
questioners by mail, phone and in person.

Designs were used for purposes of drawing valid analysis and conclusions. The researcher
selected respondents across different levels of leadership in the organization with the
purpose of soliciting their opinions and analyzing them for comparison. Amin (2005)
supports concurrent use of quantitative methods where the study involves investigating the
peoples’ opinions.

29
Area of study

The study area was (UJCC). UJCC is a National Advocacy Organization that covers the
whole country Uganda. UJCC constitutes 78% of the population in country. UJCC has 17
regions which are spearheaded by the Ecumenical Joint Committees (EJACS) that makes
the work flow from National to the grass root. Kampala, Luwero and Mukono regions
and secretariat staff will be selected.

3.2 Study population

The study used the Staff at the secretariat including Management, Secretary Generals from
UJCC member churches that is from Uganda Orthodox, (COU) and Roman Catholic
Church, and EJACS from selected regions that is Mityana, Luwero and Kampala regions
respectively.

A total of 103 respondents out of 142 populations was selected, (Murphy, 2016). This is
because the proposed categories of people gave relevant information to the research.

3.3 Sample size Determination

Sampling is the procedure a researcher uses to gather people, places or things to study. It
is the process of selecting a number of individuals or objects from the population such that
the selected group contains elements representative of the characteristics found in the
entire group (Orodho & Kombo, 2002).

30
Table 3.1: Sample size selection and techniques

Category Target population Sample size Sampling technics

General Secretaries of each 3 3 Purposive sampling

member church
Management 3 2 Purposive sampling

Secretariat staff 15 10 Simple random sampling

Ecumenical Joint 120 EJACs who are 88 Cluster Sampling

ecumenical Joint
Action
committee

Committees
Total 144 103
Key: N – Population Size, S – Recommended Sample
Population.

Source: Krejcie & Morgan, 197 and Strategic plan of UJCC (2018-2023)

A sample size of 103 respondents out of 144 was determined using statistical tables of
Krejcie & Morgan, 1970 as cited by Amin (2005). The sample included various categories
of respondents as seen in the table.

3.4.0 Data collection methods

Data was collected using questionnaires, observation and Document Review methods are
seen below:

3.4.1 Questionnaire Surveys

Questionnaire survey method of data collection was majorly used for the collection of
quantitative data. The method involves developing a pre-formulated written set of items to
which respondents indicate their responses Sekaran (2003)

31
This data collection method was comprised of closed ended questions. It was used to reach
all the target with in a shorter period of time and important information was obtained about
the population since the question in the questionnaire was developed according to
specific objectives. This was subjected to EJACs and secretariat staff and Secretary
generals to get information on the research. It helped in gathering data where the
population is large. It saves time and it is very flexible.

3.4.2 Direct observation

The researcher used naturalistic observation to closely see whether UJCC has PMS and uses
them effectively for example using eyes to see what is going on. The method helped the
researcher to avoid bias in what people say.

3.5.0 Data collection Instruments/ tools

Data was collected using the following instruments including questionnaire guide,
observation checklist and Documentary checklist as seen below:

3.5.1 Questionnaire guide

The questions were in form of structured questionnaires. The researcher used mixed
method of questionnaires to use in her study as its stated in the data collection method
above. The closed ended were used to help in quantitative data during the study. The
researcher used likert scale questionnaires and instrument using mails, telephone
conversations, face to face etc.

3.5.2 Observation checklist

The researcher used non participant observation where by the researcher keenly watches
the subjects of the study with her knowledge but without being part of the situation being
observed. The researcher used hear, see, touch where possible during data collection
process. The researcher also while observing took notice, photos of different scenarios,
getting video recording clips where possible audio.

32
3.6 Validity and Reliability

Validity: Vogt (2007) explains validity as ―the truth or accuracy of the research (pp. 117).
Saunders et al (2009) also said that it is the extent to which the data collection instrument
measures appropriateness and accurate conclusions. The researcher made sure that the
questions designed for data collection to be first approved by the supervisor before they are
used to collect the data i.e. supervisor’s judgment according to Gay and Airasian (2000).
Validity tests captured the content, criterion & construct validity test on how well the
instruments were representative, capture relationships between the variables and measure
the concepts (Saunders et al, 2009); Vogt, 2007; and Sekaran & Bougie, 2010). This
study used triangulation to ensure validity of research findings prior to the administration
of the research instruments. This instrument checked Content validity ratio to calculate
the Content Validity Index, using formula below;

CVI = Total Number of items rated by all respondents

Total Number of items in the Instrument

A content validity index of 0.7 and above according to Amin, (2005) qualifies the
instrument for the study.

Table 3.2: Showing CVI results

Construct Total No. of No. of Items CVI

Items Valid

Performance planning 15 12 0.8

Performance reviews 11 09 0.81

Performance feedback 07 06 0.85

Organizational success 07 07 1.0

Source: Primary data (2022)

33
The above table 2. shows that all the items in the construct measured above 0.7 and therefore
the instrument applied to this study was valid.

Reliability depended on the degree or how far to which the findings, conclusions, and
recommendation were based on and the instrument researcher used had set the right
questions. The researcher used test-retest reliability whereby she gave questions to
respondents every after a week three times to see whether they have answered them the
same or differently. Some may re-think and give collect answers in the third time. Also
the researcher used pre-test method to test the degree to which the set questions
consistently answers relevant to the research questions

Table 3. 3: Showing Reliability

Reliability Statistics

Cronbach's Alpha N of Items

.878 34

Source: Primary data (2022)

3.7 Data collection procedure

The permission to collect data from different respondents came from higher authorities of
Uganda Management Institute (UMI) after the approval of the proposal. This helped the
researcher to conduct the research following the ethical considerations in research. The
questionnaires were given to Secretary General, Management, sampled staff and some
questionnaires were also for hand delivered and requesting for feedback.

3.8 Data Management and Analysis

This refers to the process by which large amount of raw data is reviewed in order to
determine conclusions based on that data.

34
3.9 Quantitative data

The data was prepared or processed for analysis and then later analyzed. The collected
data were edited, categorized, coded and entered into computer using statistical package
for social scientists (SPSS) for generation of summary frequency tables. The relationship
between two variables was determined using correlation analysis as it was recommended
by (Cohen & Cohen 1983). The SPPS was used to analyze the data. Data was analyzed
descriptively generating descriptive statistics showing the mean and standard deviations.
Regression analysis was run using OLS method to estimate the relationship between more of
the independent variables and a dependent variable. Correlation analysis was also
statistically used to measure the strength of the linear relationship between two variables and
their association was computed.

3.10. (Quantitative studies)

Variables were measured using a 5 point Likeert scale in order to get interpretation of the
variables under study. The likert scale were used in the questionnaires using descriptive
numbers 1to 5 where 1represents strongly disagree,2 represents disagree, 3represents
Neutral,4 represents agree and 5 represents strongly agree.

3.11 Limitations of the study

In conducting the study, the challenges may be anticipated. These may

include

The unwillingness of the respondents to give the information to the researcher.

Refusal of some respondents to fill the questionnaires on claim that they did not get
enough time and wanting money.

Some documents may not be provided e.g. Minutes, reports to address some of the
above challenges.

The researcher might fall sick.

Limited time: Time might be not enough allocated to thorough investigation.

35
Limited funds: The researcher as a student may have little money but improvised to meet
typing, printing and other necessary items during the study.

Money Demand by the respondents: Respondents may ask money to give information or to
gather them in station point where they will need eats and drinks while providing
information and convincing them without money will be difficult and quite a
challenge.

Covid 19 lockdown that may lead the researcher not to reach to all respondents.

3.12 Ethical Considerations

Every research has an ethical implication. In research, according to Fouka & Mantzorou;
(2011), ethical issues were related to how respondents were treated and to how confidential
information was safeguarded during the research process. The researcher got the consent
and approval from UMI after the proposal defense and an introductory letter was obtained
in line with the research to be conducted. The introductory letter was from the office of the
head of higher degree department and Uganda Management institute after a successful
defense of the Proposal. This was presented to many authorities and other stakeholders. The
researcher valued the respondents and respected their time. The aspect of confidentiality
was given much attention and other issues pertaining ethics in conducting research was
given great concern to the researcher. According to Saunders et al (2009), Plagiarism was
avoided by critically analyzing, paraphrasing, acknowledging and citing information of
others.

36
 CHAPTER FOUR

PRESENTATION, ANALYSIS AND INTERPRETATION OF RESULTS

4.0 Introduction

The purpose of this study was to examine the relationship of performance management
system on organizational success in Faith Based Organizations a case study of
Uganda Joint Christian Council. The chapter presents results, interpretation of the
findings, analysis of the research results by objectives, and the study results. In
examining the study problem, the following objectives were considered; examine the
extent to which Performance Management Planning contributes to organizational
success at Uganda Joint Christian Council, establish the relationship between
Performance Review and Organizational success at Joint Christian Council and out
the extent to which Performance feedback influences organizational success at Joint
Christian Council.

4.1 Response Rate

In the simplest sense, response rate is the number of participants who completed a
questionnaire divided by the total number of participants who were asked to
participate. However, calculating response rates can be more complex depending on
the design of the evaluation. Failure to achieve an adequate response rate can limit
the usefulness of the results. Response rate is normally expressed as a percentage.

37
 Table 4.1: Response Rate

egory rget population or

mple size Actual Percentage
response R (%
es )
po
ns
e

General Secretaries of each 1 34%

member church

nagement 2 100%

retariat staff 6 67%

umenical Joint EJACs who are 72 78%

ecumenical Joint
ion
committee

ommittees
ders from 3 member

ACS)
hurches

al 81 78%

Source: Primary data (2022)

Table: 4.1 reveals response rate for General Secretaries 34%, Management 100% %
secretariat staff 67% EJACS and 78%.

While collecting data, Questionnaire surveys were conducted by the researcher. A total of 81
Respondents responded positively. The researcher also used naturalistic observation to
closely see whether UJCC has PMS and uses them effectively for example using eyes to see
what is going on. Overall, 81 respondents actively participated in the study, representing the
response rate of 78%. The researcher considers this response rate as adequate for the analysis
and interpretation of the findings since according to Rugg and Petre (2007) response rates

38
 above 50% are adequate to generate findings that closely represent the situation of the study
population. Further research according to Mugenda and Mugenda (2003), 50% response rate
is adequate, and a response rate greater than 70% is very good therefore, the response rate
was satisfactory. This response rate is attributed to the data collection procedures, where the
researcher pre-notified the potential participants and sent the tool online to allow the
respondents ample time to fill the questionnaires and sent them back. The researcher also
went directly to the field to collect data herself.

4.2 Background data

These are social demographic characteristics basing on Gender, Age group, marital status,
level of education and Duration of service in the place.

4.2.1 Respondents by age group

The age group of respondents was investigated for the study and the findings are presented in
table 4.2 below.

Table 4.2: Respondents by Age group

Frequency Percent Valid Percent

Valid 18-30 years

31-40 years

41-50 years

51 and above

100.0 100.0

Source: Primary Data (2022)

The findings in table 4.2 above indicate that most of the respondents were 51 and above
years represented respondents (26) which is 32.1%, Respondents between the age
group 31-40 were 20, having24.7%, followed age group 18-30years represented by

39
 respondents 18, having 22.2% and age group41-50years were the last having
17respondents representing 21.0%. The results mean that most of the respondents
are Adults and there is need to involve young age who is energetic and having more
Knowledge and skills.

The findings also implied that majority of the respondents were mature enough and that they
were in position to reason clearly in the line with the study objectives and respond as
required.

Distribution by Gender of respondents

The gender of the respondents was also investigated during the study and the findings were
represented in the bar graph below.

4.2.2 Respondents by age Gender

The gender of respondents was investigated for the study and the findings are presented in
table 4.3 below.

Table 4.3: Respondents by Gender

Frequency Percent Valid Percent Cumulative Percent

Valid

Female 100.0

100.0 100.0

Source: Primary Data (2022)

Results in table 4.3 above show that out of the total number of respondents, Male
respondents were 56 representing 69.1% of the sample. Whereas 25 respondents
were Females representing 30.9% of the sample. This means that more Male took
part in the survey than Females and male are more involved in UJCC service delivery
and Church roles compared to females.

40
 4.2.3 Respondents by education level

The level of education of respondents was investigated for the study and the findings are
presented in table 4.4 below.

Table 4.4: Respondents by Education Levels

Frequency Percent Valid Percent Cumulative Percent

Valid Secondary

Certificate

Diploma

Bachelors

Post graduate

Others 100.0

100.0

Missing System

100.0

Source: Primary data (2022)

The findings in the table 4.4 above indicate that Respondents with certificates were the most
as represented by frequency 31(38.3%) respondents. Those with Diploma were 29,
(35.8%). Diplomas 29 (35.8%), Bachelors 6(7.4%0, Post graduate 12(14.8%) where
as others who specified in others had Masters 1(1.2).

The findings on education level implied that all respondents were educated to the level being
able to read and write thus enabling them to respond to the data collection tools. The
researcher observed that organizations need competencies with people who are
highly knowledgeable and skilled. Besides, the respondents were able to understand,

41
 read, interpret the questionnaires and give relevant responses therefore, they
responded well on questions.

4.2.4 Respondents by marital status

The marital status of respondents was investigated for the study and the findings are
presented in table 4.5 below.

Table 4.5: Respondents by Marital Status

Frequency Percent Valid Percent Cumulative Percent

Valid Single

Married

Divorced

Widow 100.0

100.0 100.0

Source: Primary data (2022)

From the table 4.5 above, results indicate that Married respondents were 49(60.5) who are
the majority. Single were 24 (29.6%), Divorced were 5(6.2%) and widows were 3
(3.7%). The findings show that majority of the respondents were Married implying
that they were likely to deliver better results since they are in church services and
church organization. After realizing that male dominated, it indicated good picture
majority to be married so that they cannot be tempted.

4.2.5 Respondents by duration at work

The duration at work of respondents was investigated for the study and the findings are
presented in table 4.6 below.

Table 4.6: Period worked / Duration of work

42
 Frequency Percent Valid Percent Cumulative Percent

Valid One year

Two-three yrs.

Three- five yrs.

Five - ten yrs.

Five and above 100.0

100.0 100.0

Source: Primary Data (2022)

From the table 4.6 above, shows most respondents have spent Five and above years in
regions and at the secretariat represented by 33(40.7%), two-three years represented by 17
(21.0%), five-ten years were represented by 16 (19.8%), three-five years were represented by
10 (12.3%) and One year was represented by 5(6.2%). The findings indicate that majority of
the respondents were five and above meaning that they know organization very much and
they should work hand in hand with other categories of respondents to attain Organizational
success.

4.3 Presentation and analysis of Empirical findings

The empirical findings are presented using descriptive statistics and Spearman’s Correlation
coefficient to test the overall variables in the study. The findings are presented objective by
objective. The items in the questionnaire were anchored such that; 5 - Represents Strongly
disagree, 4 – Disagree, 3 – Not Sure, 2 – Agree and 1 – Strongly agree. Under descriptive
statistics, means close to 1 or 2 represent disagreement, while means close to 4 or 5 show
agreement.

On the other hand, with hypotheses testing, the two variables are compared to analyze the
degree of correlation. The Pearson correlation is a measure of the linear correlation
(dependence) between two variables X and Y giving a value between +1 and −1 inclusive,
where 1 is total positive correlation, 0 is no correlation. It is interpreted using the rating level

43
of; 0 to -+0.3= Weak Relationship, -+0.4 to -+0.6= Moderate/ Average Relationship and -
+0.7 to -+0.9= Very Strong Relationship.

4.3.1 Performance management planning and organizational success

Objective one stated: To examine the extent to which Performance Management Planning
contributes to organizational success at Uganda Joint Christian Council . The researcher
used a total of ten (10) dimensions on the questionnaire to which the respondents were
required to show their level of agreement or disagreement as depicted in the table 4.7 below.

Table 4.7: Performance Planning

Strongly Disagree Neutra Agree Strongl Mean Std.

Disagree l y Agree Deviation

UJCC has performance 0 0 7 48 26 4.23 .597

planning policies in
0.0% 0.0% 8.6% 59.3% 32.1%
place

Performance planning 0 3 4 61 13 4.04 .601

is regularly carried out
0.0% 3.7% 4.9% 75.3% 16.0%
in this organization

Performance planning 1 1 6 54 19 4.10 .682

involves individual
1.2% 1.2% 7.4% 66.7% 23.5%
employee and
organizational goals

The vision of the 0 0 4 50 27 4.28 .553

organization is
0.0% 0.0% 4.9% 61.7% 33.3%
considered in
performance planning

Is there annual work 1 0 7 41 32 4.27 .725

plans at UJCC
1.2% 0.0% 8.6% 50.6% 39.5%

UJCC follows 0 0 9 41 31 4.27 .652

44
consolidated work plan 0.0% 0.0% 11.1% 50.6% 38.3%
formulation

Clear goals are set for 1 2 5 45 28 4.20 .765

my performance
1.2% 2.5% 6.2% 55.6% 34.6%

I participate in setting 0 4 5 49 23 4.12 .731

goals and performance
0.0% 4.9% 6.2% 60.5% 28.4%
expectations for my
work.

I follow set goals to 0 1 6 55 19 4.14 .586

perform my work
0.0% 1.2% 7.4% 67.9% 23.5%
assignments

Goals set for 0 3 10 53 15 3.99 .680

performance evaluation
0.0% 3.7% 12.3% 65.4% 18.5%
are mutually decided

I always sit with my 0 2 4 57 18 4.12 .600

supervisor or concerned
0.0% 2.5% 4.9% 70.4% 22.2%
person the ways of
improving my
performance in case
the performance
standards are not met

I participate in 0 1 8 54 18 4.10 .604

developing
0.0% 1.2% 9.9% 66.7% 22.2%
performance
improvement strategies
and plans with my
supervisor

Source: Primary data (2022)

45
The table 4.7 above shows that the majority of the respondents on UJCC have performance
planning policies in place (48) 59.3% agreed and (26) 32.1% strongly agreed, 0.0% disagree
and strongly disagree. These statistics shows that the majority Agreed and strongly agreed.
This means that policies are in place which needs to be followed for the effectiveness of the
organization.

On Performance planning is regularly carried out in UJCC, 0.0% strongly Disagree, (3) 3.7%
Disagree, (4)4.9% not sure (61) Agree and (13) 16.0% strongly Agree. These statistics shows
that majority Confirmed that UJCC has planning meetings regularly.

Performance planning involves individual employee and organizational goals, (1) 1.2%
Strongly Disagree, (1) 1.25% Disagree, (60) 7.4% Neutral, (54) 66.7%Agreed and (19)
23.5% strongly Agreed.

Furthermore, the vision of the organization is considered in performance planning

0.0% rated Strongly disagree and Disagree, (4) 4.9% Neutral, (50) 61.7% agreed and
(27)33.3% strongly Agreed. Since majority of the respondents agreed, it means that the vision
of the Organizations is considered in performance planning.

Concerning whether UJCC follows a consolidated work plan formulation, (9) 11.1% rated
Neutral, (41) 50.6% agreed and (31)38.3% strongly Agreed. These means that majority of the
respondents accepts that UJCC follows a consolidated work plan that enhances
Organizational Success.

Furthermore, Clear goals are set for my performance, (1) 1.2% of the respondents strongly
disagree, (2) 2.5%disagreed, (5)6.2% neutral, (45) 55.6% agreed and (28)34.6% strongly
agreed. This implies that majority agreed that the clear goals are set for their performance
which is important for every employee to align them with organizational goals that can bring
organizational effectiveness hence organizational success.

Concerning whether I participate in setting goals and performance expectations for my work,

(4) 4.9% Disagreed, (5) 6.2% Neutral, (49) 60.5% Agreed and (23) 28.4% strongly agreed.
This implies that there is team work at UJCC and would be sufficient to provide direction for
the effectiveness of the organization.

46
 Furthermore, I follow set goals to perform my work assignments, none rated strongly
disagree, (1) 1.2% Disagree, (6) 7.4% neutral, (55) 67.9% Agreed and (19) 23.5% strongly
Agreed. Majority agreed and strongly agreed meaning that organization is able to achieve its
goals and objectives for enhancing organizational success.

Regarding whether Goals set for performance evaluation are mutually decided, none strongly
agreed, (3) 3.7% agreed, (10) 12.3% Neutral, (53) 65.4% agreed and (15) 18.5%

Strongly agreed. Majority agreed and strongly agreed means that there is role agreement that
improves the performance of the employees hence enhancing the effectiveness of the
organization.

On the issue whether I participate in developing performance improvement strategies and

plans with my supervisor, it was revealed that none strongly disagree, (1) 1.2% disagree, (8)
9.9% were Neutral, (54) 66.7% agreed and (18) 22.2% strongly Agreed. This implies that
there is cooperation among the employees and their supervisors that promotes organizational
performance that leads organizational success.

4.3.1.1 Correlation results for performance management planning and organizational

success

Table 4. 8: Correlation matrix for performance management planning and organizational

success

Correlations

Performance organizational
Management success
Planning

Performance ManagementPearson Correlation 1 .629**

47
 Sig. (2-tailed) .000
Planning
81 81

Pearson Correlation .629** 1

organizational success Sig. (2-tailed) .000

81 81

**. Correlation is significant at the 0.01 level (2-tailed).

Source: Primary data (2022)

The results above show a correlation of 0.629 between performance management planning
and organizational success. This indicates that there is a moderate positive relationship
between performance management planning and organizational success which is statistically
significant at 0.000 significance level. This establishes that, to a moderate extent,
performance management planning contributes to organizational success at UJCC. This is in
agreement with hypothesis one that, performance management planning has a significant
effect on organizational success at UJCC. The null hypothesis is therefore rejected and the
alternative is accepted that performance management planning significantly contributes to
organizational success at UJCC.

4.3.1.2 Regression analysis for performance management planning and organizational

success

Further analysis was conducted using regression method to establish the extent to which
performance management success positively contributes to organizational success. The study
findings are presented in Table 4.9 below.

Table 4. 9: Regression analysis of Performance Management Planning and organizational

success

Model Summary

48
Model R R SquareAdjusted R Square
Std. Error of the
Estimate

.629a .396 .388 .38113

a. Predictors: (Constant), Performance Management Planning

Source: Primary data (2022)

Table 4.9 above provides the R and R 2 value. The R value of 0.629 represents simple
correlation and therefore, indicates a moderate degree of correlation. The R 2 value indicates
how much of the dependent variable (organizational success) can be explained by the
independent variable (Performance Management Planning). The standard error is 0.38113
and the adjusted R square value is .388. Therefore, the adjusted R square value indicates that
Performance Management Planning predicts organizational success by 38.8%.

4.3.2 The relationship between performance review and organizational success

Objective two stated: To establish the relationship between Performance Review and
Organizational success at Joint Christian Council. The researcher used a total of nine (9)
dimensions on the questionnaire to which the respondents were required to show their level
of agreement or disagreement as depicted in the table 4.10 below.

Table 4. 10: Descriptive statistics on performance review and organizational success

Strongly Disagre Strongly Mean Std.

Disagree e Neutral Agree Agree Deviation

My supervisor 2 3 13 51 12 3.84 .813

helps me in
reviews and role 2.5% 3.7% 16.0% 63.0% 14.8%

agreement.

My supervisor 2 3 7 32 36 4.21 .937

49
reviews activity 2.5% 3.8% 8.8% 40.0% 45.0%
reports,
performance
reports and gives
feedback for
improvement.

My supervisor 1 1 4 31 44 4.43 .757

reviews the
departmental 1.2% 1.2% 4.9% 38.3% 54.3%

work plans and

consolidates one
for institutional.

My supervisor 0 1 5 34 41 4.42 .668

during reviews
asks experience, 0.0% 1.2% 6.2% 42.0% 50.6%

actions and am
proud of since
last reviews.

Are the 0 2 8 48 23 4.14 .685

reviewed plans
in place better 0.0% 2.5% 9.9% 59.3% 28.4%

for
organizational
effectiveness.

Performance 0 1 9 54 17 4.07 .608

reviews at UJCC
has room for 0.0% 1.2% 11.1% 66.7% 21.0%

improvements.

Reviews are done 1 7 22 38 13 3.68 .892

collectively at
UJCC. 1.2% 8.6% 27.2% 46.9% 16.0%

UJCC has 0 10 26 34 11 3.57 .879

50
reviews 0.0% 12.3% 32.1% 42.0% 13.6%
schedules to
follow annually

Management 0 3 23 39 16 3.84 .782

team helps in
reviews 0.0% 3.7% 28.4% 48.1% 19.8%
processes to
improve
organizational
performance

Source: Primary data (2022)

The table 4.10 above shows that majority of respondents agreed and strongly agreed while
minority were in Disagreement that supervisor helps them in reviews and role agreement. (2)
2.5% strongly disagree, (3) 3.7% disagree, (13) 16.0% Neutral, (51) 63.0% agree and (12)
14.8% strongly agree. This implies that supervisor’s role in reviews is creating much impact
for organizational performance thus organizational success.

Concerning whether my supervisor reviews activity reports, performance reports and gives
feedback for improvement, (2) 2.5 rated Strongly Disagree, (3) 3.8% disagree, (7) 8.8%
Neutral, (32) 40.0% Agree and (36) 45.0% strongly Agree. This implies that majority agreed
and strongly agreed. This means that reviews and feedback have started improving the
effectiveness of the organization.

Finding also reveals that my supervisor reviews the departmental work plans and consolidates
one for institutional, (1) 1.2% disagreed, (4)4.9% Neutral, (31) 38.3% agree and (44) 54.3%
strongly Agree. Majority strongly agreed meaning that supervisors review the work plans as a
tool that guides the implementation of the activities aiming to achieve the goals and the
objectives of the organizations

Further fore, my supervisor during reviews asks experience, actions and am proud of since
last reviews, (1)1.2% Disagree, (5) 6.2% neutral, (34)42.0% Agree and (41) 50.6% strongly

51
agree. Majority were for strongly agree and agree meaning that reviews are greatly done well
in UJCC.

Concerning whether the reviewed plans in place are better for organizational
effectiveness, majority agreed implying that reviewed plans are in place to be followed. (48)
59.3% Agreed and (23) 28.4% strongly agreed.

Furthermore, concerning whether Reviews are done collectively at UJCC, Majority of the
respondents agreed and minority disagreed. (1) 1.2% strongly Disagree, (7) 8.6% disagreed,
(22) 27.2%nuetral, (38) 46.9% agree and (13) 16.0% strongly agree. Respondents who rated
neutral were higher compared to those that rates strongly agree. This implies that those who
are neutral are not seeing collective mechanism in UJCC. People have to work as a team that
can bring organizational success. On whether Performance reviews at UJCC has room for
improvements, (9) 11.1% Neutral, (54)66.7% agreed and (17) 21.0% strongly disagree.
Majority of respondents agreed that there is room for improvement and this promotes
continuous improvement on the effectiveness of the organization.

On the question whether UJCC has reviews schedule plan to follow annually, (10) 12.3%
disagree, (26) 32.1% Neutral, (34) 42.0% agree and (11) 13.6% strongly Disagree. Still on
this, majority agreed that UJCC has review schedule plan to follow annually. This brings
shareholders, stakeholders and the rights holders to be informed of what the organization is
doing.

Furthermore, concerning whether Management team helps in reviews processes to improve

organizational performance, (3) 3.7% was rated Disagree, (23) 28.4% neutral, (39)48.1%
agree, and (16) 19.8% strongly Disagree. Majority agreed that management helps in review
processes to improve organizational effectiveness.

52
 4.3.2.1 Correlation results for performance review and organizational success

Table 4.11: Correlation matrix for performance review and organizational success

Correlations

Performance Review
organizational
success

Pearson Correlation 1 .395**

Performance Review Sig. (2-tailed) .000

81 81

Pearson Correlation .395** 1

organizational success Sig. (2-tailed) .000

81 81

**. Correlation is significant at the 0.01 level (2-tailed).

Source: primary data (2022)

The results above show a correlation of 0.395 between performance review and
organizational success. This indicates that there is a weak positive relationship between
performance review and organizational success which is statistically significant at 0.000
significance level. This establishes that, to a weak extent, performance review is related to
organizational success at UJCC. This is in agreement with hypothesis two that, performance
review has a significant relationship on organizational success at UJCC. The null hypothesis
is therefore rejected and the alternative is accepted that performance review is significantly
related to organizational success at UJCC.

4.3.2.2 Regression analysis for performance review and organizational success

Further analysis was conducted using regression method to establish the extent to which
performance review is positively related to organizational success. The study findings are
presented in Table 4.12 below.

53
54
 Table 4.12: Model summary of Regression analysis between performance review and
organizational success

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

.395a .156 .145 .45053

a. Predictors: (Constant), Performance Review

Source: Primary data (2022)

Table 4.12 above provides the R and R 2 value. The R value of 0.395, represents simple
correlation and therefore, indicates a weak degree of correlation. The R 2 value indicates how
much of the dependent variable (organizational success) can be explained by the independent
variable (Performance review). The standard error is 0.45053 and the adjusted R square value
is .145. Therefore, the adjusted R square value indicates that Performance review predicts
organizational success by 14.5%.

4.3.3 Influence of performance feedback on organizational success at Joint Christian

Council.

Objective three stated: To find out the extent to which Performance feedback influences
organizational success at Joint Christian Council. The researcher also used a total of six (6)

dimensions on the questionnaire to which the respondents were required to show their level
of agreement or disagreement as depicted in the table 4.13 below.

55
Table 4.13: Descriptive statistics on performance feedback on organizational success at
UJCC

Strongly Strongly Mea Std. Deviation

Disagree Disagree Neutral Agree Agree n

I proactively 0 5 2 59 15 4.04 .679

seek
0.0% 6.2% 2.5% 72.8 18.5%
performance
%
feedback and
identify
approaches to
improve my job
performance

My supervisor 2 2 8 53 16 3.98 .790

provides
2.5% 2.5% 9.9% 65.4 19.8%
frequent
%
continuous
timely reports
and feedback on
my performance

I am given 1 0 7 56 17 4.09 .636

frequent
1.2% 0.0% 8.6% 69.1 21.0%
continuous
%
timely feedback
on my
performance

I receive good 1 0 6 56 18 4.11 .632

feedback from
1.2% 0.0% 7.4% 69.1 22.2%
my supervisor
%

Feedback is 3 8 14 43 13 3.68 .985

56
received on poor 3.7% 9.9% 17.3% 53.1 16.0%
performance %

Monitoring 0 0 2 55 24 4.27 .500

provides regular
0.0% 0.0% 2.5% 67.9 29.6%
feedback on the
%
progress being
made towards
achieving their
goals and
objectives of an
organization.

Source: Primary data (2022)

Table 4.13 above shows that whether I proactively seek performance feedback and identify
approaches to improve my job performance, (5) 6.2% disagree, (2.0 2.5% neutral, (59)72.8%
agree and (15) 18.5% strongly agree. This means that majority seeks feedback that improves
their performance.

Furthermore, on whether My supervisor provides continuous timely reports and feedback on

my performance, (2) 2.5% strongly disagree, (2)2.5% strongly disagree, (8) 9.9% neutral (53)
65.4% Agree and (16) 19.8% strongly disagree. Majority agreed and minority disagreed. This
implies that supervisors give feedback on the performance of the employees.

On whether I receive continuous timely feedback on my performance, (7) 8.6% neutral, (56)
69.1% agree, (17) 21.0% strongly agree. This implies that majority of the respondents (56)
69.1% receives timely feedback on performance.

Concerning whether I receive good feedback from my supervisor, (1) 1.2% responded
strongly disagree, (6) 7.4% neutral, (56) 69.1% agree and (18) 22.2% strongly agree. It was a
good indicator that majority receives feedback from their supervisors for the effectiveness of
the organization.

Adding on to this, whether Feedback is received on poor performance, (3) 3.7% strongly
disagree, (8) 9.9% disagree, (14) 17.3% neutral, (43)53.1% agree and (13)16.0% strongly
agree. Majority agreed that they receive feedback on poor performance but still the

57
percentage is not higher. The organization has to continue strengthening feedback
mechanisms.

Furthermore, whether Monitoring provides regular feedback on the progress being made
towards achieving their goals and objectives of an organization, majority of the respondents
responded positively where by (55) 69.9% agreed and (24) 29.6% strongly agreed.

58
 4.3.3.1 Correlation results for performance feedback and organizational success

Table 4.14: Correlation matrix for performance feedback and organizational success

Correlations

Performance organizational
feedback success

Pearson Correlation 1 .563**

Performance feedback Sig. (2-tailed) .000

81 81

Pearson Correlation .563** 1

organizational success Sig. (2-tailed) .000

81 81

**. Correlation is significant at the 0.01 level (2-tailed).

Source: primary data (2022)

The results above show a correlation of 0.563 between performance feedback and
organizational success. This indicates that there is a moderate positive relationship between
performance feedback and organizational success which is statistically significant at 0.000
significance level. This establishes that, to a moderate extent, performance feedback is related
to organizational success at UJCC. This is in agreement with hypothesis three that,
performance feedback has significantly influences organizational success at UJCC. The null
hypothesis is therefore rejected and the alternative is accepted that performance feedback
significantly influences organizational success at UJCC.

59
 4.3.3.2 Regression analysis for performance feedback and organizational success

Further analysis was conducted using regression method to establish the extent to which
performance feedback is positively related to organizational success. The study findings are
presented in Table 4.15 below.

Table 4.15: Regression analysis between performance feedback and organizational success

Model Summary

Model R R SquareAdjusted R Square

Std. Error of the
Estimate

.563a .317 .309 .40511

a. Predictors: (Constant), Performance feedback

Source: Primary data (2022)

Table 4.15 above provides the R and R 2 value. The R value of 0.563, represents simple
correlation and therefore, indicates a moderate degree of correlation. The R 2 value indicates
how much of the dependent variable (organizational success) can be explained by the
independent variable (Performance feedback). The standard error is 0.40511 and the adjusted
R square value is .309. Therefore, the adjusted R square value indicates that Performance
feedback predicts organizational success by 30.9%.

Table 4.16: Showing Multiple regression

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

.685a .469 .449 .36177

a. Predictors: (Constant), Performance Review , Performance Management Planning, Performance

feedback

60
Source: Primary data (2022)

Table 4.16 above provides the R and R 2 value. The R value of 0.685, represents simple
correlation and therefore, indicates a moderate degree of correlation. The R 2 value indicates
how much of the dependent variable (organizational success) can be explained by the
independent variable (performance management system). The standard error of 0.36177 and
the adjusted R square value is .449. Therefore, the adjusted R square value indicates that
performance management system predicts organizational success by 44.9%.

4.3.4 Organizational success

The researcher sought meaning from the respondents regarding organizational success which
on this study is the dependent variable. Presented in the table below are the responses
regarding organizational success.

61
Table 4.17: Organizational Success

Strongl Mean Std.

y Strong Deviati
Disagr Disagr Neutr Agre ly on
ee ee al e Agree

My 0 1 7 52 21 4.15 .615
Organizatio
0.0% 1.2% 8.6% 64.2 25.9%
n
%
accomplishe
s its goals

My 1 0 10 46 24 4.14 .720
Organizatio
1.2% 0.0% 12.3 56.8 29.6%
n obtains
% %
inputs,
participates
in
transformati
on
processes
and
generates
outputs.

My 2 9 19 35 16 3.67 1.000
organization
2.5% 11.1% 23.5 43.2 19.8%
works on
% %
employee
retention

My 0 3 10 46 22 4.07 .738
organization
0.0% 3.7% 12.3 56.8 27.2%
has ability
% %
to excel at

62
internal
efficiency,
motivation
and
My 1 1 7 55 17 4.06 .677
organization
1.2% 1.2% 8.6% 67.9 21.0%
has the
%
ability to
acquire
scarce and
valued
resources
from the
market.

My 0 1 1 48 30 4.34 .572
organization
0.0% 1.3% 1.3% 60.0 37.5%
creates good
%
environmen
t so that
member
churches
gets
satisfaction
from
organization
al services.

My 1 3 7 51 18 4.03 .763
Organizatio
1.3% 3.8% 8.8% 63.8 22.5%
n considers
%
much Value

63
for Money
and
increases
long term

Table 4.10 above shows that majority of the respondents were in agreement while minority
were in disagreement. On whether My Organization accomplishes its goals, (1) 1.2% rated
disagree, (7) 8.6% neutral, (52) 64.2% agree and (21) 25.9 strongly disagree.

Furthermore, whether My Organization obtains inputs, participates in transformation

processes and generates outputs, (1)1.2% strongly disagreed, (10)12.3% neutral, (46) 56.8%
agreed and (24) 29.6%. Majority agreed and minority disagreed.

Concerning whether my organization works on employee retention, (2) 2.5% strongly

disagree, (9) 11.1% disagree, (19) 23.5% neutral, (35)43.2 % agreed and (16) 19.8% strongly
agreed. It was rated agree in high number of respondents implying that organization works on
retention.

On whether my organization has ability to excel at internal efficiency, motivation and

employee satisfaction, (3) 3.75 agreed, (10) 12.3% neutral, (46) 56.8% agreed and (22)
27.2% strongly agreed. Majority agreed and minority disagreed.

Whether my organization has the ability to acquire scarce and valued resources from the
market, (2) 1.4% strongly agree and disagree, (7)8.6% neutral, (55) 67.9% agreed, (17)
21.0% strongly disagree.

Adding on to this, whether my organization creates good environment so that member

churches gets satisfaction from organizational services, (48)60.0% agreed and (30) 37.5%
strongly disagreed. Majority agreed and minority disagrees. This implies that organization
serves its member churches.

Furthermore, whether My Organization considers much Value for Money and increases long
term profitability, (1) 1.3% strongly agreed, (3) 3.8% disagreed, (7) 8.8% neutral, (51) 63.7%

64
agreed and (18) 22.5% strongly agreed. This implies that since majority agreed, organization
considers value for money.

65
 CHAPTER FIVE

SUMMARY, DISCUSSIONS AND RECCOMENDATIONS

5.0 Introduction

The study examined the effect of performance management system on organizational

success in Faith Based Organizations a case study of Uganda Joint Christian Council. This
Chapter presents the summary of the findings, Discussion of the study findings, draws
conclusions, and makes recommendations based on the following study objectives, establish
the contribution of Performance Management Planning to organizational success at
Uganda Joint Christian Council, establish the relationship between Performance Review
and Organizational success at Joint Christian Council and the extent to which Performance
feedback influences organizational success at Joint Christian Council.

5.2 Summary of the Findings

The summary of the major findings of the research result was based on research objectives
as it is detailed below;

5.2.1 Performance planning and organizational success

The Pearson correlation coefficient was run and results showed that the r value was 0.629 and
P=0.000 implying that, performance planning has significant relationship with organizational
success. Therefore, according to the results there is a moderate positive significant
relationship between performance planning and organizational success at UJCC. A regression
analysis was run and findings indicated that the adjusted r value was 0.388 implying that,
performance planning predicts organizational success by 38.8%.

5.2.2 Performance reviews and organizational success

The Pearson correlation coefficient was run and results showed that the r value was 0.395 and
P=0.000 implying that, performance reviews has a significant relationship with organizational
success. Therefore, according to the results there is a weak positive significant relationship
between performance reviews and organizational success at UJCC. A regression analysis was
run and findings indicated that the adjusted r value was 0.145 implying that, performance
reviews predicts organizational success by 14.5%.

66
5.2.3 Performance feedback and organizational success

The Pearson correlation coefficient was run and results showed that the r value was 0.563 and
P=0.000 implying that, performance feedback has a significant relationship with
organizational success. Therefore, according to the results there is a moderate positive
significant relationship between performance feedback and organizational success at UJCC.
A regression analysis was run and findings indicated that the adjusted r value was 0.309
implying that, performance feedback predicts organizational success by 30.9%.

5.3. Discussion of Findings

In the discussion of findings, the study discussed according to objectives and hypothesis.

5.3.1. Performance Planning and Organizational success.

Pearson correlation coefficient results showed positive moderate relationship between

performance Planning and Organizational success, (r=0.629, p=0.000). This implies that an
improvement in performance planning leads to Organizational Success. This concurs with
Budworth (2011), Paile (2012), Armstrong (2009), Komati (2013) who concentrated their
literature on performance management planning focusing on aspects like goal setting and
aligning goals to organizational strategic goals hence organizational success.

The result which showed positive moderate significant on Performance Planning and
Organizational success was also supported and agrees with Paile (2012) who said that it is
important for managers to make sure employees understand how the behavioral standards
relate to their specific jobs that is roles and responsibilities (performance agreement).

The finding which showed a positive weak significant on performance planning and
organizational success was also supported by Armstrong (2009) that at the beginning of the
performance system, the role of the staff is clearly defined and the work plan shows clearly
what each member of staff is to do for a specified period, performance standards, behaviors
and competencies required and Expectations are clearly defined and requirements as
providing for individual and team development.

67
In conclusion, Organizations needs to put much emphasis in Performance planning
especially in Goal and objective setting, Roles and responsibilities (Performance
agreements) and work plan development and its implementation. These will lead to a
strong positive influence on Organizational Success.

5.3.2. Performance Management reviews and Organizational Success

Based on the results, Performance Reviews was indicated that there was a weak but positive
relationship between Performance Reviews and Organizational success.

This means that Reviews in UJCC are not carried out effectively. The greater the
performance, then the Organization succeeds. This finding is in agreement with (Robbins,
20070), who studied reviews and concluded that Lack of constant review of performance
management system to align with changes in the organization is a common phenomenon
in many organizations. The performance management system can be a good
mechanism for quality assurance if implemented in the right manner and enabling
environment. This range from lack of regular system review, lack of training on
performance management, shortage of resources in organizations, abuse of the system as
well as lack of reward. These impediments need to be addressed with a sense of urgency if
at all the performance management system is to remain credible in the eyes of the
stakeholders.

The findings of performance reviews and Organizational success which showed a weak
positive influence concurs with Kansal and Singh (2011) who focused on the effects of
performance review on organizational performance and conclude that the system motivates
employee’s attitudes towards improved performance and Bhattacharya, Momaya & Iyer
focused on performance evaluations as a strategic management style and found that
performance appraisals formed a balanced approach to managing issue of performance in
organizations and also concluded that the single most significant variable affecting corporate
performance was training and development, which is a role of performance appraisals

5.3.3 Performance feedback and Organizational Success.

Findings predicted a significant positive predictor of Performance reviews and

Organizational success. There is an association between Performance feedback and

68
Organizational Success. Result showed a moderate positive relationship between
performance feedback and Organizational success implying that an am improvement in
performance feedback leads to Organizational Success. This finding also agrees with (Goyal
2010; Malhotra 2007; Williams 2009; Paile 2012; Awuor 2009) who revealed that Feedback
has a significance to PMS effectiveness, a two-way communication process which should
be timely, easily understood, with clear performance assessment standards and must
recommend employee areas of strength and weakness and where they should improve.

The findings which showed a moderate relationship on Performance feedback and

organizational success also agrees with Hetty, (2008) who described the results of a study
that confirms organizations should communicate measures and progress to all employees
are better performers. An appraise should be informed of the performance standards to
help them understand their roles and to know what exactly is expected from them (Goyal
and Khurana, 2010).

The result which also showed the performance feedback and Organizational success
agrees with (Paile, 2012) who indicated that The performance assessment standards and
criteria should also be communicated to the people to be appraised or the evaluators and if
required, the standards can also be modified at this stage itself according to the relevant
feedback from the employees or the evaluators hence effectiveness of the Organization.

In conclusion, the findings that showed moderate positive relationship indicate that though
it’s positive, feedback mechanisms should be strengthened to show a strong influence.

5.4. Conclusions on the findings

5.4.1. Performance planning and Organizational Success at Uganda Joint Christian

Council

The study concludes that Performance Planning has a statistical significant relationship. A
positive moderate relationship between performance Planning and Organizational success, (r-
0.629, p=0.000). This implies that Goal and Objective Setting, Roles and Responsibilities
(performance Agreement) and Developing Work Plan contribute to Organizational Success in

69
Faith Based Organizations a case of UJCC. In the same way, inefficient performance
planning would lead to Organizations success.

5.4.2 Performance reviews and Organizational Success at Uganda Joint Christian

Council.

The study concludes that performance reviews had a weak significant positive predictor of
Organizational success r=0.395 and p=0.000. There is a weak positive significant
relationship on performance reviews and Organizational Success in UJCC. This implies that,
there is need to strengthen or to put in proper implementation of Performance Reviews like
team Appraisals, group appraisals and Organizational appraisal. This should be done bi-
annual and annually. When reviews improve, UJCC is likely to attain Organizational success
and when they are not improved, Organizational success will not be attained.

5.4.3. Performance feedback and Organizational Success.

The study concludes that Performance feedback was a significant positive predictor of
Organizational success. It indicated a moderate positive relationship between performance
feedback and Organizational success. This means that individual feedback, team feedback
and Organizational Feedback contribute to organizational success. All these dimensions need
to continue strengthened for Organizational success to remain at a high level.

5.5. Recommendations on findings

Basing on the findings of the study, below are the recommendations made to the key stake
holders.

5.5.1. Performance planning and Organizational Success at Uganda Joint Christian

Council

The findings of the study showed that, there were more males than females implying that
decision making processes are left to males and therefore, women are left out. It is
therefore recommended that women should be equally involved in all planning processes
for decision making balance. The study also recommends that UJCC should continue to
emphasize on Goal and objective setting, performance agreement and work plan
development for the effectiveness of the organization. Planning regular meetings should be
emphasized at departmental level and annual planning meeting should be encouraged to

70
discuss and agree on the work plans that will inform a consolidated work plan to run the
institution throughout the year.

5.5.2 Performance reviews and Organizational Success at Uganda Joint Christian

Council.

The study established the relationship between reviews and Organizational performance at
UJCC. The study therefore recommends team Appraisals, individual appraisals and
Organizational appraisal. UJCC should carry out bi-annually and annually performance
reviews to be more effective than when carried out once at the end of the year.

According to the study, all respondents were in agreement above the mean score and reviews
should continue being improved.

5.5.3. Performance feedback and Organizational Success.

Though the study indicated that there was a moderate positive relationship between
performance feedback and organizational success, the researcher recommends more
emphasis on numerous or regular meetings for working committees and departmental
meetings as well to feedback on progresses and to feedback on the actions agreed upon.

Furthermore, feedback is received on poor performance, 3.7%strongly disagree, 9.9%

disagree and 17.3% neutral meaning there should be improvement on the feedback
mechanisms at UJCC and this can be done through training both managers and employees
about the roles and responsibilities in the performance feedback processes and in project
evaluation and staff appraisals.

5.6 Limitations of the study

Under the study, some of the respondents were unwilling to give the information to the
researcher. This made some questionnaires returned unanswered and those questionnaires
that were sent on social media like emails and what’s app few answered them.

71
5.7. Areas for further research

The Research was conducted in three regions of UJCC and the Organization has 17 regions.
It would be better if the total populations in all regions are considered to fill the knowledge
gap. The research was carried out in a Faith Based Organization, there is need to carry
similar research in other Civil Society Organizations since they all need Organizational
success. The study concentrated on the relationship i.e. Performance Planning. Performance
reviews and performance feedback in Faith based organizations a case of UJCC as a Council
and yet other factors like Implementing, evaluation, rewards were not part of this study
which are crucial for the success of the organization.

72
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 APPENDICES

Appendix A: Consent Form Performance Management Systems and Organizational

success at Uganda Joint Christian Council

Dear respondents, my name is Twikirize Lois, a student at Uganda Management Institute

(UMI) Kampala undertaking an academic research in partial fulfillment for the award of a
master’s degree in Management studies (Organizational Development). In a bid to
complete this study, am kindly requesting you to spare some time and help me fill a
questionnaire in relation to the examining the contribution of performance management
system in UJCC .

I give you assurance that the information provided to me will be treated confidentiality and
it is purely for academic purposes. The results will be used to help the organization UJCC
to achieve their organizational goals as well as for the betterment of the organization and
its member churches.

Thank you so much for your consideration.

Respondents

Signature……………………………Date……………………………………….

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 Appendix B: Questionnaire Survey

PERFOMANCE MANAGEMENT SYSTEMS AND ORGANISATIONAL

SUCCESS AT UJCC.

Dear respondents,

My name is Twikirize Lois, a student at Uganda Management Institute (UMI) Kampala

undertaking an academic research in partial fulfillment for the award of a master’s degree
in Management studies (Organizational Development). I am conducting an academic
research on Performance Management Systems and Organizational Success at UJCC. As a
member of this organization, you have valuable information that will lead to the
accomplishment of this study. May you spend a few of your time to answer the questions/
items below for what you say will remain confidential. The questionnaires may take few
minutes of your time.

SECTION A (Background information of respondents

In this section, you are kindly requested to tick an option that you consider most appropriate

1. Age group

2. 18 – 30 years

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 3. 31- 40 years

4. 41 -50 years

5. 51 and above

Gender

Male

Female

3. Marital status

Single

Married

Divorced

Widow/ Widower

Others specify…………………………….

4. Highest level of education attained

Certificate

Diploma

Bachelor

Post graduate

Post graduate

Others (specify)………………………………

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 5. Period worked in this place

One year

Two-three
years

Three- five
years

Five –Ten
years

Ten and
above

NB: For the item below you are requested to use a tick or a circle that best suits your

interest using the scale provided.

Strongly Disagree Disagree Neutral Agree Strongly Agree

1 2 3 4 5

SECTION A: EFFECTIVE COMMITMENT

ITEM 1 2 3 4 5
I would be very happy to spend my carrier in UJCC
I enjoy discussing about UJCC with other people
I really feel UJCCs problems as my own
I think that I could easily become as attached to another
organization as I am to UJCC
I feel like ‘part of the family’ at UJCC
I feel emotional attached to UJCC

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 UJCC has a great deal of personal meaning to me
I feel a strong sense of belonging to UJCc
CONTINUANCE OF COMMITMENT
I am afraid of what might happen if I quit my job in UJCC
It would be very hard for me to leave UJCC even if I wanted to
On much in my life would be disrupted if I decide to leave
It would be too costly for me to leave UJCC now
Right now staying with UJCC is a matter of necessity as much

I feel that I have very few options to consider living UJCC

One of the few serious consequences of leaving UJCC would
be the scarcity of available alternatives
One of the major reasons I continue to work for UJCC is that
leaving would require considerable personnel sacrifice.
Another organization may not match the overall benefits I have
here.
Please tick appropriate
NORMATIVE COMMITMENT SCALE ITEMS
I think these days people move from Organization to
organization too often
I believe that a person must always be loyal to his or her
organization
Moving from one organization to another is ethical to me
One of the major reasons I continue to work with UJCC is that
I believe loyalty is important and therefore a sense of moral
obligation to remain
If I got another offer for a better job elsewhere I would not feel
it right to leave UJCC
I was taught to believe in the value of remaining loyal to one
organization

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 Things were better in the days when people stayed in one
organization for most of their careers
I believe that to be a company man or company woman is still
sensible
Adapted from Allen and Meyer as cited by Jaros S (2007)

B: Increased Partnership.

NO Item SD D N A SA
Do you think partnership is possible to achieve
to achieve Organizational goals?
Partnership and collaboration that can bring
value into practice.
Is it difficult to have partnership with
Governments and other none governmental
organizations?
Do the organizations have enough finances or
capital to run the organization?
Do the Organization gets enough donors or
partners to support it?

SECTION C: PERFORMANCE PLANNING

No. Items SD D N A SA
1 UJCC has a performance planning policy in place
2 Performance planning is regularly carried out in this
organization
3 Performance planning involves individual employee and
organizational goals

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4 The vision of the organization is considered in
performance planning
5 Is there annual work plans at UJCC
6 UJCC follows consolidated work plan formulation
7 Clear goals are set for my performance
8 I participate in setting goals and performance expectations
for my work.
9 I follow set goals to perform my work assignments
10 Goals set for performance evaluation are mutually decided
11 I always sit with my supervisor or concerned person the
ways of improving my performance in case the
performance standards are not met
12 I participate in developing performance improvement
strategies and plans with my supervisor

SECTION C: PERFORMANCE REVIEWS

NO Items SD D N A SA
My supervisor helps me in reviews and role agreement
My supervisor reviews activity reports, performance reports and
gives feedback for improvement

My supervisor reviews the departmental work plans and

consolidates one for institutional
My supervisor during reviews asks experience, actions and am
proud of since last reviews

Are the reviewed plans in place better for organizational

effectiveness

Performance reviews at UJCC has room for improvements

Reviews are done collectively at UJCC.
UJCC has reviews schedules to follow annually
Management team helps in reviews processes to improve
organizational performance.

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 SECTION D: PERFORMANCE FEED BACK
NO Item
I proactively seek performance feedback and identify
approaches to improve my job performance
My supervisor provides frequent continuous timely reports
and feedback on my performance.
I am given frequent continuous timely feedback on my
performance
I receive good feedback from my supervisor
Feedback is received on poor performance
Monitoring provides regular feedback on the progress
being made towards achieving their goals and objectives of
an organization.

SECTION F: ORGANIZATIONAL SUCCESS

NO Item
My Organization accomplishes its goals
My Organization obtains inputs, participates in
transformation processes and generates outputs.
My organization works on employee retention
My organization has ability to excel at internal efficiency,
motivation and employee satisfaction.
My organization has the ability to acquire scarce
and valued resources from the market.
My organization creates good environment so that member
churches gets satisfaction from organizational services.
My Organization considers much Value for Money and
increases long term profitability

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Appendix C: Introductory Letter

Appendix D: Anti-Plagiarism Report