Does Effective Communication Improve Performance of Public Sector? Perspectives from Selected Local Governments in Eastern Uganda

Triple A Research Journal of Social Science and Humanity (JSSH) | Vol.2 No.2 | July 2018
Triple A Research Journal of Social Science and Humanity (ISSN: 2636-5472)
Vol.2(2): 060 - 066, July 2018
Available online: http://www.triplearesjournal.org/jssh
Copyright ©2018 Triple A Research Journal
Full Length Research Paper
Does Effective Communication Improve Performance of
Public Sector? Perspectives from Selected Local
Governments in Eastern Uganda
Wilfred Kokas Aupal
Mbarara University of Science and Technology (MUST)/Uganda Technology and Management University (UTAMU)
C/O Makerere University/Regional Centre for Quality of Health Care (RCQHC), P.O Box 29140, Kampala, Uganda
Author:
Wilfred Kokas Aupal
Mbarara University of Science and Technology
(MUST)/Uganda Technology and Management
University (UTAMU)
Email address:
kwaupal@yahoo.com;
2014phd040@stud.must.ac.ug
ABSTRACT
Uganda adopted decentralization in 1997 with the aim of bringing
services nearer to communities. Central government continues to
provide resources to local governments; however, some communities
still experience inadequate service delivery and poor-quality services
in construction works, health, education and roads. This article
examines the relationship between effective communication
(information sharing, cohesion and succession) and the performance
of selected Local Governments in Eastern Uganda. Three local
governments (Jinja, Tororo and Soroti) were purposively sampled.
Using a cross-sectional design, a sample of 313 respondents
comprising both political and technical personnel was selected from
sub-county and district levels, yielding a response rate of 85.6%. Both
quantitative and qualitative data was collected using a self-
administered questionnaire and key informant interview guide
respectively. Data analysis involved descriptive statistics, correlation,
regression and content analysis. Findings revealed that effective
communication is essential in building cohesive and effective teams
as well as minimizing misunderstandings in local governments. The
study concludes that effective communication plays a role in local
governments by enabling management to motivate subordinates and
improve performance. It recommends local governments to ensure
cohesion exists within teams and among the relevant departments, to
be open in succession process. This makes employees perform their
jobs better, which leads to improved service delivery and provision of
quality services.
Keywords: Effective Communication, Local Governments, Performance,
Service Delivery, Quality Services, Eastern Uganda.
INTRODUCTION
Among the cardinal democratic principles enshrined in the
Ugandan constitution of 1995 and Local Government Act of
1997 is legalized decentralization and evolution of
government functions and powers to the people at
appropriate levels where they can best manage and direct
their own affairs (Government of Uganda [GoU], 2006:22
and GoU, 2010). Uganda adopted decentralization with the
aim of bringing services nearer to the people (Saito, 2001
in Galukande-Kiganda and Mzini, 2016:95). Central
government continues to provide resources to local
governments; yet some communities still experience
inadequate service delivery and poor-quality services in

061 Triple A Res. J. Soc. Sci. Human.
terms of construction work, health, education and roads
network (Awortwi and Helmsing, 2014:782).
Effective communication (information sharing,
cohesion and succession) is a systematic way of using
appropriate media to build relationships, listen
contextualize and exercise humility. It is ensuring that the
right message from the sender reaches the intended
receiver and the sender gets the right feedback. During
change, effective communication is recognized in
organization as it builds cohesive and effective teams
(Fatman, 2014:72), Fatman further notes that
organizational performance can be improved if
communication is integrated in its change management
practices. Effective communication is necessary at
individual level and teams to ensure that tasks from
supervisors are properly understood (Dunmore, 2014).
Succession construct in this article is used to mean an
individual who is employed within the local government and
promoted into a new position of ultimate authority (Santora,
Clemens and Sarros, 1992 in Santora et al, 2015:71).
Cohesion construct refers to a degree to which an
individual feels a sense of belonging to a particular group
and his/her feelings and values are closely related to other
members of the group (Chen, Tang and Wang, 2009 in
Abubakar Sheer, 2013:5).
The selected local governments in Eastern Uganda
include: Jinja, Tororo and Soroti districts. Effective
communication focused on the constructs of information
sharing, cohesion and succession. Performance is
measured by delivery of services and quality services to
the communities. The measures of performance in this
article try to answer the question as to whether the local
governments in Uganda are fulfilling the purpose of
decentralization which was to bring services nearer to the
people (Green, 2015:11).
This article was motivated by the fact that local
governments play a critical role in the provision of public
goods and services to the communities; hence the findings
and recommendations are expected to reform public sector
(Kuye, 2014:178). The article is therefore focused on
establishing whether effective communication leads to
improved performance of selected local governments in
Eastern Uganda in terms of service delivery and quality of
services. In order to establish whether there is a
relationship between effective communication and
performance of selected Local Governments in Eastern
Uganda, the research was guided by the hypothesis that:
“there is a relationship between effective communication
and performance of selected Local Governments in
Eastern Uganda”.
LITERATURE REVIEW
Oakland and Aldridge (1995:32) noted that the strategy,
changes and culture that are established within an
institution should be effectively communicated clearly and
directly from top management to all employees and
customers so that they can adjust in accordance with
organizational change. Irrespective of the organization’s
size and nature, if performance is to be realized, effective
communication needs to be introduced on the onset.
Gordon (2006) argued that effective communication is the
context within which change occurs.
Effective communication renders success to the
organization in the areas of team work, internal
management, planning, marketing, accounts department
and external stakeholders; and many problems exist in the
organization as a result of poor communication (Wertheim,
2008:1). Leonard, Graham, and Bonacum (2004:86)
argued from the health perspective and pointed out that
effective communication leads to delivery of high quality,
safe patient care. Additionally, the study findings by Heisler
et al (2002:243) indicated that effective communication
was critical in self-management activities.
Watson (2012:2) noted that, other than on the overall
organization level perspective, at individual level those
employees who communicate effectively outperform their
colleagues in the organization or same industry, and
effective communication aligns an organization from top to
bottom and also motivates staff. Human relation approach
used by Ortega, Cabrera and Cabrera (2001:3) underpins
the importance of effective communication between
employees and their superiors through sharing of tasks
and activities to be performed.
There are no permanent employees in organizations;
people leave under any circumstances and they need to be
replaced or succeeded. Succession should not be planned
in secret. It is important for the organization and individuals
to know that the leadership team is undertaking succession
planning; and much as the individual employee cannot be
told exactly what management intends, there should be
adequate communication in building the employee’s skills
in preparation for the challenging roles and life ahead
(Olumuyiwa and Oluwatosin, 2012:32). Effective
communication is important for the development of an
organization and helps the managers to perform the basic
functions of management some of which include; Planning,
Organizing, Motivating and Controlling (Shama, 2013 in
Fakinlede et al., 2014:37).
Muesenze et al (2014:93) carried out research on,
‘Communication Practices and Quality Service Delivery
Tradition: Uganda’s Local Government Perspective’.
Taking a sample of 212 local governments in Uganda, the
study examined the relationship between communication
practices (formal and informal) and quality service delivery
in Uganda’s local governments. The findings revealed that
both formal and informal communication practices
positively and significantly predicted quality service delivery
in Uganda’s local governments. The significant role of both
formal and informal communication practices on quality
service delivery in Uganda’s local governments was
evident.
Mugisha and Berg (2008:305) undertook a study of
state-owned enterprises with specific focus on the
turnaround of National Water and Sewerage Corporation

Wilfred KA 062
Table 1: Rotated Component Matrix - Effective Communication
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .740
Bartlett's Test of Sphericity Approx. Chi-Square 944.567
df 105
Sig. .000
Source: Primary data (2017)
(NWSC) in Uganda. This study underpins the importance
of effective communication in improving organizational
performance. In order to improve its organizational
performance, NWSC established effective lines of
communication. It was realized that the formal
communication complements informal meetings and other
information exchanges, enabling utility managers to access
a menu of performance improvement strategies. It also
enables managers from headquarters to share ideas with
branch managers, which leads to improved performance.
In the same way, complaints can also be captured through
telephone communication between the customer/public
and the utility staff.
Andrews and Batageka (2013:20) undertook a study
on, “Overcoming the limits of institutional reform in
Uganda”. Lack of effective communication was regarded
as one of the limiting factors to Uganda’s institutional
reforms. The reform will be successful if the problem is
effectively communicated and as a result, the stakeholders
can be analyzed and the reformers to clarify whose support
they actively need and whose potential resistance they
need to manage. Effective communication is therefore an
important factor which holds the organization in one piece
and shapes its direction.
METHODOLOGY
This study used a cross-sectional research design where
outcomes were observed and measured simultaneously in
a population (American Dietetic Association, 2011). Both
quantitative and qualitative methods were used because
they supplement each other, and qualitative information
corroborates quantitative data. Cross-sectional design is
appropriate for collecting data from a sample of
respondents at one point in time, and it allows the
collection of both quantitative and qualitative data as open-
ended questions can be included in the research tools
(Graber, 2004:45). The quantitative methods collected
numerical data which was manipulated using descriptive
statistics, correlations, regressions and coefficient of
determinations which was used to test the hypothesis
(Amin, 2005). Content analysis was used to analyze
quantitative data, and this informed more discussion to
corroborate quantitative findings.
The study was carried out in three districts of Eastern
Uganda (Jinja, Tororo and Soroti) and the respondents
included technical staff at the district and sub county level
and the district (LCV) councilors who represented the
politicians. Key Informants who provided qualitative data
were purposively selected. The quantitative method
targeted a population comprising 360 members and a
sample size of 313 was determined using statistical tables
of Krejcie and Morgan (1970:610) which yielded a
response rate of 85.6%, while the qualitative method had a
response rate of 62.5%.
Analysis of quantitative data was done using
descriptive statistics viz: percentages, standard deviation
and the mean. Factor analysis was used to test the
measurement items and those which passed the test were
arranged into a smaller set so as to facilitate and make
interpretation easier. The factor loadings in the rotated
matrix indicated that the conditions of discriminant and
convergent validity were reasonably satisfied by the data;
this was so because different items loaded well in their
respective contracts and also discriminated well across
other contracts (Habiyaremye, Ayebale and Wayama,
2016:8).
The KMO and Bartlett's Test of Sphericity (table 1)
was used to test the appropriateness of the factor analysis.
Lastly, correlation analysis was used to establish the
relationship of the variables, while regression analysis was
used to determine the influence of effective communication
on the performance of selected local governments in
Eastern Uganda.
RESULTS AND DISCUSSION
The study was purposely carried out to assess the
relationship between effective communication and
performance of selected local governments in Eastern
Uganda. The quantitative information was generated using
a self-administered questionnaire which adopted a five-
point Likert scale which included: 1 = Strongly Disagree, 2
= Disagree, 3 = Neither Disagree nor Agree, 4 = Agree and
5 = Strongly Agree, which represents ordinal responses
(Sullivan 2013:542). A five-point Likert scale was put at
interval level and distributed at scale ranges, which was
then interpreted with the mean as: 1.00-1.80 = Strongly
Disagree, 1.81-2.60 = Disagree, 2.61-3.40 = Neither
Disagree nor Agree, 3.41-4.20 = Agree and 4.21-5.00 =
Strongly Agree (Jamieson, 2004:1218; Okay & Semiz,
2010:2924).
From the 38 measurement items, using the Mean for
statistical interpretation, 6 items showed disagree, 13 items

Table 2: KMO and Bartlett's Test
Scale and measurement items
Components
1 2 3
1. Cohesion
Most of the information I receive on daily basis is detailed and accurate .787
Most of the information I receive from my supervisor is detailed and accurate .803
Most of the information I receive from my co-workers detailed and accurate .758
Most of the information I receive from other departments is detailed and accurate .720
Most of the information I receive from top management is detailed and accurate .682
My co-workers often receive reliable information from our supervisor .603
2. Sharing Information
It is difficult to get important information in my work place (R) .647
Other departments give my department biased information with the intention of failing my
department (R)
.705
I rarely talk when my supervisor is in the meeting (R) .622
Information in my workplace is controlled by few people (R) .706
Rumor is mostly my source of information in my department .690
3. Succession
The channels of communication in this organization are open .657
My department and the district have formal channels for information sharing .701
My departments share information freely through meetings and other communication
channels
.730
Top management shares information to lower level employees .687
Eigen Value 3.23 2.48 2.12
Percent of variance explained 21.55 16.52 14.16
Cumulative percent of variance explained 21.55 38.07 52.24
Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. Rotation converged in 5
iterations. High factor loadings for respective constructs are indicated in bold. The items with “R” parentheses were reverse coded
before analysis
showed Neither Disagree nor Agree and 19 items showed
Agree. It therefore implied that effective communication
had an impact in the performance of selected local
governments. An earlier study about the importance of
communication in management by Fatma (2014:72) also
found that effective communication is essential in building
a cohesive and effective team as well as removing
misunderstandings. This finding agrees with the current
study in local governments. When asked about the
importance of communication, one of the respondents said:
“Yes, communication is very important because in the
absence of communication, a lot of suspicion comes up
and also in the absence of communication, people start
peddling rumors and they are not sure of what they are
saying…….You know information is important and
information can only be passed through effective
communication”.
The initial total of 38 measurement items were in the
questionnaire and included in the descriptive statistics, 23
measurement items were deleted during the factor analysis
(table 2) because they did not comply with Guttman-Kiesier
rule which states that one should retain at most those
factors associated with eiginvalues > 1, and these factors
should have factor loadings of at least 0.5 as rule of thumb
(Guttman, 1954 in Warne; Larsen, 2014:106; Kaiser,
1960:145; Peeters, Dziura and Wesel, 2014:4;
Afthanorhan, 2013:200). It is also interesting to note that of
the 23 measurement items deleted, 8 were those which
had the “Neither Agree or Disagree” response. This
confirms Yong and Pearce’s (2013:93) argument that
factor analysis is used to reduce variables into a smaller
set so as to facilitate and make interpretation easier.
The results of correlation analysis (table 3) showed a
positive relationship between effective communication and
Uganda. This was explained by the positive relationship
(Pearson Correlation Coefficient) at r = 0.318 that was
statistically significant at 99% level of confidence as p =
0.000 is p < .01. It is also worth noting that out of the three
constructs of the effective communication variable in the
study only two namely, cohesion (r = 0.290, p < 0.01) and
succession (r = 0.396, p < 0.01) had significant positive
relationship with performance of selected local
governments in Eastern Uganda, while information sharing
had insignificant negative relationship with performance (r
= -0.098, p < 0.01). Therefore, the hypothesis that: “there is

Wilfred KA 064
Table 3: Correlation Analysis Table
Variables Mean
Std.
Deviation 1 1.1 1.2 2 2.1 2.2 2.3
1. Performance 3.58 0.70 1
1.1 Quality Services 3.65 0.84 .860**
1
1.2 Service Delivery 3.52 0.80 .841**
.447**
1
2. Effective Communication 3.18 0.40 .318**
.251**
.291**
1
2.1 Cohesion 3.29 0.62 .290**
.189**
.307**
.405**
1
2.2 Information Sharing 2.43 0.78 -.098 -.081 -.086 -.242**
-.324**
1
2.3 Succession 3.82 0.70 .396**
.352**
.321**
.435**
.430**
.337** 1
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
N=268
a relationship between effective communication and
Uganda” was accepted. This means that effective
communication leads to improved performance, hence
answering the question in title of this article that, “Does
Effective Communication Improve Performance of Public
Sector?”
The correlation results also imply that if the local
governments strengthened cohesion and succession, there
would be improved performance of selected local
governments in Eastern Uganda. Furthermore, the
correlation results showed that the construct of “information
sharing” has no influence on performance since it had
insignificant negative correlation coefficient, r = -0.098.
Nonetheless, the combined correlation coefficient, r =
0.318, p = 0.000 of the independent variable showed a
strong positive relationship. This finding confirms what
Chand (2011:8) alluded to when he asserted that the
attainment of organizational goals and objectives can
easily be achieved with effective communication and
organizations cannot exist without communication. One of
the respondents who emphasized the need for effective
communication, and equated it to the survival of the family,
had this to say: “haaa, there are things that need technical
monitoring. because for me as person, if have seen that a
person is there, I cannot know whether he/she is working
or not, it is now the people to tell us that these people are
here, and they are working providing services in the
community. This still needs communication, and without
communication there is nothing you can achieve even in
your own house you cannot achieve anything, if your wife
does not talk to you and the children to not communicate,
what will you achieve?, it is like your house is broken, so
communication is key and leads to improved service
delivery”.
The correlation analysis further showed a significant
positive relationship between effective communication and
service delivery of selected local governments in Eastern
Uganda. The correlation results were indicated by r = 0.291
that was statistically significant at 99% level of confidence
as p = 0.000 is p < 0.01. This finding agrees with Baines
and Lightfoot (2013:10) who observed that effective
communication skills are required for the frontline staff to
improve service delivery. Andersen, Davidson and
Baumeister (2014:54), and Cameron et al (2014:16) added
that effective communication can best be used to measure
the extent of services delivered to the community. When
asked whether service delivery had improved in the local
government, one of the respondents said: “…generally,
service delivery and the quality of service has improved
because the level of demand now getting higher and
people… The financial resource, the budget towards local
government is very small, about 13%, very small out of the
national budget and what comes to the district is a peanut
and yet services are supposed to be delivered. I think there
is lack of prioritization by the government to deliberately
empower the communities and to get out of their situation”.
Similarly, the correlation analysis results revealed that
effective communication leads to improved quality service
which is one of the measures of performance as indicated
by r = 0.251 that was statistically significant at 99% level of
confidence as p = 0.000 is p < .01. This finding agrees with
Jacobs, Yu and Chavez (2016:60) who noted that effective
communication and satisfied employees lead to improved
performance and service quality in organizations. These
findings further agree with one the respondents who said:
“…we have the standards that we are supposed to meet in
terms of quality services and these are the guide lines for
implementation of any government program through
communication…you find that in the process of
implementation, it is just the human beings who are
implementing compromise the quality. Otherwise we have
the quality service guidelines and we know what to do, but
it is just human selfishness that compromise quality”.

Table 4: Regression Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .445a
.198 .189 .62852
a. Predictors: (Constant), Succession, Cohesion, Information Sharing
Table 5: ANOVA testing the influence of Effective Communication on Performance of selected local
governments
Model Sum of Squares df Mean Square F Sig.
1 Regression 25.787 3 8.596 21.759 .000b
Residual 104.290 264 .395
Total 130.077 267
a. Dependent Variable: Performance
b. Predictors: (Constant), Information Sharing, Cohesion, Succession,
As pointed out by Wertheim (2008:1), effective
communication renders success to the organization in the
areas of teamwork, internal management, planning,
marketing, accounts department and external stakeholders
and many problems in the organization are because of
poor communication. This was affirmed by one of the key
informants when asked whether there was any importance
of effective communication in the districts. The respondent
attributed it as a way of accountability by saying: “really it is
very helpful for achieving performance because, people
are accounting for their where about, if I tell you that I am
going to the field and… I am not actually in the field; I will
not be able to send pictures from my phone indicating
where I am. If I am in the field and I told you that I am in
some school that is accountability enough to know that I
am in the field”.
A regression analysis (table 4) was carried out to
determine the extent to which effective communication
explains the variations in performance of selected local
governments. The regression model indicated adjusted R2
= 0.189 and p – value = 0.000 which is below p < 0.05.
This means that effective communication has significant
positive influence on performance of selected local
governments. The model further indicates that, other
factors remaining constant, 18.9% of performance in local
governments is explained by effective communication. This
therefore means that effective communication is an
important factor in predicting performance of selected local
governments. Similarly, increase or decrease of effective
communication affects performance of selected local
governments in Eastern Uganda.
Analysis of Variance (ANOVA) in table 5 showed that
the model is significant (p < 0.01), which means that it is a
good predictor. This implies that effective communication
has a positive and significant influence and leads to
improved performance of selected local governments. The
analysis further shows F value (F = 21.79, P = 0.000) is
greater than the F-critical = 4.874, implying that the model
is significant and therefore good for prediction. The
significance of the F statistic reveals that constructs of
executive support significantly predict performance of
selected local governments.
CONCLUSION AND RECOMMENDATION
Overall, both the quantitative and qualitative findings point
to the fact that there is significant relationship between
effective communication and performance of selected local
governments in Eastern Uganda. In other words, effective
communication leads to improved performance of selected
local governments in Eastern Uganda. The hypothesis that:
“there is a relationship between effective communication
and performance of selected Local Governments in
Eastern Uganda” was accepted.
However, among the constructs of effective
communication (information sharing, cohesion and
succession), information sharing had insignificant negative
correlation coefficient of r = -0.098, meaning that if
information sharing is increased in local government,
performance decreases. This could be secret information
kept by executives which comes from central government
which is harmful to employee performance such as staff
welfare, issues on salary increase and motivation. It would
not be necessary for local governments to put more
emphasis on information sharing as it negatively impacts
on performance.
From the findings, cohesion and succession lead to
improved service delivery and improved quality of services.
It therefore follows that local governments need to invest
more on teams, work groups, openness regarding
promotion of employees and assignment of roles and

Wilfred KA 066
tasks. It is worthy to note that this article looks at only
effective communication and the performance of public
sector with perspectives from local governments and
hence undertook simple correlatation and simple
regression analysis to arrive at the findings. I therefore
recommend the addition of other variables like executive
support and employee involvement so that hierarchical
regression can be carried out to establish key predictors for
performance of local governments in Eastern Uganda The
qualitative findings also indicate that the budget allocated
to local governments is very small (about 13%of the total
national budget); what comes to the district is peanuts, yet
services are supposed to be delivered. This therefore calls
for government to carry out deeper analysis and improve
the model of allocation of resources to local governments
to improve on service delivery and the quality of services
delivered to the communities.
Note: This work is part of my Thesis for PhD in
Management, titled: “Change management practices and
Uganda”
REFERENCES
Abubakar H, Sheer VC (2013). The mediating role of
perceived cooperative communication in the
relationship between interpersonal exchange
relationships and perceived group cohesion.
Management Communication Quarterly, 27(3): 443-
465.
Afthanorhan WMABW (2013). A comparison of partial least
square structural equation modeling (PLS-SEM) and
covariance based structural equation modeling (CB-
SEM) for confirmatory factor analysis. International
Journal of Engineering Science and Innovative
Technology. 2(5): 198-205.
American Dietetic Association (ADA) (2011). Cross-
sectional Study Design. ADA Research Toolkit ADA
Research Committee.
Amin ME (2005). Social science research: Conception,
methodology and analysis. Makerere University.
Andersen RM, Davidson PL, Baumeister SE (2014).
Improving access to care. Changing the US health
care system: key issues in health services policy and
management. San Francisco, CA: Jossey-Bass, pp.33-
65.
Andrews M, Bategeka L (2013). Overcoming the limits of
institutional reform in Uganda.
Awortwi N, Helmsing AHJ (2014). In the name of bringing
services closer to the people? Explaining the creation
of new local government districts in Uganda.
International Review of Administrative Sciences, 80(4):
766-788.
Baines T, Lightfoot H. (2013). Servitization of the
manufacturing firm: Exploring the operations practices
and technologies that deliver advanced services. Int. J.
Operations and Production Manag. 34(1): 2-35.
Cabrera EF, Cabrera Á, Ortega J (2001). Employee
participation in Europe.
Cameron A, Lart R, Bostock L, Coomber C (2014). Factors
that promote and hinder joint and integrated working
between health and social care services: a review of
research literature. Health social care in the
community, 22(3): 225-233.
Chanda S (2011). The Locational Determinants of Internet
Usage in Asia and Nepal: A thesis presented to the
College of Graduate and Professional Studies,
Department of Earth and Environment Systems.
Indiana State University. Terre Haute, Indiana. In
partial fulfilment for the requirement for the degree of
Arts in Geography.
Fakinlede CO, Yusuf MO, Mejabi OV, Adegbija VM (2014).
Readiness for Online Learning in Higher Education: A
Mixed Methods Assessment of Students at a Nigerian
University. Malaysian Journal of Distance Education,
16(1): 37-57.
Fatma T (2014). Importance of communication in
management. Global J. Multidisci. Stud. 3(5)
Galukande-Kiganda MP, Mzini LB (2016). Twenty-Four
Years of decentralised local government in Uganda:
measuring responsiveness, effectiveness, and
accountability.
Gordon K (2006). The importance of communication in
implementing organizational change: a review of the
literature for information organizations. San Jose State
University, School of Library and Information Science,
USA.
Government of Uganda. (2006). The constitution of the
republic of Uganda-Kampala. Uganda Printing and
Publication Corporation- UPPC.
Government of Uganda. (2010). Local Government Act.
Cap. 243. Uganda Law Reform Commission, Kampala.
Graber DA (2004). Methodological developments in
political communication research. Handbook of political
communication research, pp.45-67.
Green E (2015). Decentralization and development in
contemporary Uganda. Regional and Federal Studies,
25(5): 491-508.
Guttman L (1954). A new approach to factor analysis: the
Radex.
Habiyaremye P, Ayebale D, Wayama SB (2016). Job-
Rotation, Utilization of Workshops and Performance of
Entrepreneurial Firms in Rwanda: An Empirical Study
of SMEs in Gasabo District.
Heisler M, Bouknight RR, Hayward RA, Smith DM, Kerr EA
(2002). The relative importance of physician
communication, participatory decision making, and
patient understanding in diabetes self‐management.
Journal of general internal medicine, 17(4): 243-252.
Jacobs MA, Yu W, Chavez R (2016). The effect of internal

communication and employee satisfaction on supply
chain integration. International Journal of Production
Economics, 171: 60-70.
Jamieson S (2004). Likert scales: how to (ab) use them.
Medical education, 38(12): 1217-1218.
Kaiser HF (1960). The application of electronic computers
to factor analysis. Educational and psychological
measurement, 20(1): 141-151.
Krejcie RV, Morgan DW (1970). Determining sample size
for research activities. Educational and psychological
measurement, 30(3): 607-610.
Kuye JO (2014). A critical re-think of public administration
and management in continental Africa. Journal of
African Public Affairs, 7(4): 177-185.
Leonard M, Graham S, Bonacum D (2004). The human
factor: the critical importance of effective teamwork and
communication in providing safe care. Quality and
Safety in Health Care, 13(suppl 1): i85-i90.
Mugisha S, Berg SV (2008). State‐owned Enterprises:
NWSC's Turnaround in Uganda. African Development
Review, 20(2): 305-334.
Musenze IA, Munene JC, Ntayi JM, Balunywa W (2014).
Communication and quality service delivery in
Uganda's local government: the mediating influence of
total quality management. African Journal of Science,
Technology, Innovation and Development, 6(2): 93-
103.
Oakland JS, Aldridge AJ (1995). Quality management in
civil and structural engineering consulting. International
Journal of Quality and Reliability Management, 12(3):
32-48.
Okay S, Semiz S (2013). The effects of ISO 9000 quality
management system implementation in small and
medium-sized textile enterprises: Turkey experience.
African Journal of Business Management, 7(42): 4311.
Olumuyiwa SO, Oluwatosin OA (2012). Effective Planning
and Organisational Productivity. (A Case Study of
Sterling Bank Nigeria Plc). IOSR Journal of Humanities
and Social Science (JHSS) ISSN: 2279-0837, ISBN:
2279-0845. 5(5): 31-39
Ortega J, Cabrera EF, Cabrera Á (2001). Employee
participation in Europe (No. wb010602). Universidad
Carlos III de Madrid. Departamento de Economía de la
Empresa.
Peeters CF, Dziura J, van Wesel F (2014).
Pathophysiological domains underlying the metabolic
syndrome: an alternative factor analytic strategy.
Annals of epidemiology, 24(10): 762-770.
Santora JC, Sarros JC, Bozer G, Esposito M, Bassi A
(2015). Nonprofit executive succession planning and
organizational sustainability: A preliminary comparative
study in Australia, Brazil, Israel, Italy, Russia, and the
United States. Journal of Applied Management and
Entrepreneurship, 20(4): 66.
Warne R, Larsen R (2014). Evaluating a proposed
modification of the Guttman rule for determining the
number of factors in an exploratory factor analysis.
Selected Works.
Wertheim EG (2008). The importance of effective
communication. Illinois: Northeastern University.
Yong AG, Pearce S (2013). A beginner’s guide to factor
analysis: Focusing on exploratory factor analysis.
Tutorials in quantitative methods for psychology, 9(2):
79-94.

Does Effective Communication Improve Performance of Public Sector? Perspectives from Selected Local Governments in Eastern Uganda

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (19)

Similaire à Does Effective Communication Improve Performance of Public Sector? Perspectives from Selected Local Governments in Eastern Uganda

Similaire à Does Effective Communication Improve Performance of Public Sector? Perspectives from Selected Local Governments in Eastern Uganda (20)

Plus de Triple A Research Journal

Plus de Triple A Research Journal (14)

Dernier

Dernier (20)

Does Effective Communication Improve Performance of Public Sector? Perspectives from Selected Local Governments in Eastern Uganda