Improving performance management in the public service in Uganda: Public servants' perspectives of the implementation of results oriented management

This study examines the critical factors affecting the implementation of results oriented management (ROM) in the public service, and the subsequent effect on public service delivery in Uganda, from the perspective of public servants. Theoretical and empirical findings point to evidence that efforts to inculcate ROM in Uganda are being made. There are, however, a number of critical issues that affect its implementation. These issues sustain a vicious circle of underperformance and undermine the implementation of ROM. Of primary importance are: (i) the commitment of leadership and transformational capacity to drive a result oriented performance management reform; (ii) the efficient generation and use of scarce resources; (iii) clarifying the results and services that institutions are expected to provide and enabling them to perform; (iv) placing human resources at the forefront of performance management reform; and (v) meaningfully engaging citizens in co-production of public services. To address these critical factors, it is necessary that a common vision for performance and service delivery is built, and that performance information is used in decision making, learning, and improvement. Aside from the critical challenges above, ROM is expected to consistently and systematically enhance the development of individual, institutional, and state capacity, and subsequently the sustainability of improvements in service delivery. ROM can go a long way to enhancing accountability for results and building confidence and trust in public service delivery, and subsequently to transforming Uganda’s economy and society.