Total Quality Management and Employee Performance in Uganda Revenue Authority Kampala District Uganda

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Kampala international University college of economics and management.
The study intended to assess the effect of Total Quality Management (TQM) on Employee performance in URA. It was based on descriptive correlation design, survey, expos facto and cross-sectional survey designs. A self administered questionnaire was used to collect primary data from 200 respondents out of a population of 400 using convenient sampling technique. Data was analyzed using statistical package for social scientist (SPSS) frequencies & percentages, means, standard deviations and Pearson’s Linear Correlation Coefficient. The purpose of the study was to ,(a) To test the hypothesis of no significant relationship between total Quality management and Employee performance(b)To validate existing information related to the theory to which the study is based(c)To generate new information based on the study findings(d)To bridge the gaps identified in the previous study. The study was guided by four specific objectives namely: (i) to determine the demographic characteristics of respondents in terms of gender, age, marital status, educational level, and experience; (ii) the degree of existing total management practices; (iii) the level of employee performance and (iv) whether there is a significant relationship between total quality management and organizational performance in URA. The findings revealed that majority of the respondents were male, and married in the age bracket of 26 — 29 years, and graduates with experience of 3 — 7 years. The analysis also revealed that the degree of TQM was at high level (mean=3.40). Results went on to show that Employee Performance in Uganda Revenue Authority stood at moderate level (mean~3.11). PLCC revea!ed that there TQM is not significantly correlated to employee p2rformance (r= -0.234, sig. = .335). Regression analysis results indicated that TQM practices were found responsible to have no contribution towards the variation in employee performance of URA with (Adjusted r2=0.000).Basing on the study findings, the researcher made the following recommendations: (a) Customer driven quality should be given maximum attention and particularly, Customer complaints should be given deserving priority and URA staffs should listen to customer needs (b) URA management should put in place a very conducive work environment which enables staff to work harmoniously with all the authority stakeholders, (c) URA management commitment should be exhibited in things like putting in place new systems and procedures of doing work and (d) Customer care and satisfaction should be improved and staff should devote enough effort while executing tasks as planned on the time specified.
A Thesis Presented To The College Of Higher Degrees And Research Kampala International University Kampala, Uganda In Partial Fulfillment Of The Requirements For The Award Of The Degree Of Masters Of Supplies And Procurement Management.
Quality Management, Employee Performance, Uganda Revenue Authority