Managerial competence, performance management practices and team work engagement in Non-Governmental Organizations in Northern Uganda

Abstract

The purpose of this study was to examine the link between managerial competence, performance management practices and team work engagement in non-governmental organizations in selected districts of northern Uganda. Cross sectional survey research design was used and correlational survey for analysis, with a sample of 162 workers to examine the three variables in NGOs working in; Gulu, Lira, Apac, and Pader districts. The study was guided by four objectives; 1) to examine the relationship between managerial competence and performance management practices, 2) to examine the relationship between managerial competence and team work engagement, 3) to examine the relationship between performance management practices and team work engagement, 4) to find out if managerial competence compared to performance management practices is a better predictor of teamwork engagement Findings showed that, the relationship between managerial competence and performance management practices was positive and significant, managerial competence was noted to be significantly and positively related to teamwork engagement. Similarly performance management practices and teamwork engagement were also significantly and positively related. However it was seen that both managerial competence and performance management practices predict team work engagement but performance management practices are a stronger predictor compared to managerial competence. Thus it was recommended that, Managers or Supervisors in non-governmental organizations should demonstrate competence that can help them manage performances of workers well to keep a warm environment in which, team work engagement can be created, hence improving individual and organizational performance.