International Journal of Research and Innovation in Social Science (IJRISS) | Volume IV, Issue VIII, August 2020 | ISSN 2454–6186

Organizational Politics and Employee Performance in Dokolo District Local Government

Ogweng Grace Geoffrey ^1*, Evelyn Hope Kyokunda²

^1,2School of Graduate Studies and Research, Team University, Plot 446, Kabaka Ajagara.rd. Kampala-Uganda
*Corresponding author

Abstract: The study focused at establishing the presence of politics, the level at which it was played and its influence to performance of employees in Dokolo district local government. This was assessed through investigating whether organizational goals and objectives, organizational culture and self-interests influence employee performance in terms of employee commitment and attain to detail. The researcher adopted a quantitative, cross sectional, survey design to collect data. The study population was 65 from where a sample of 56 respondents was selected based on the Krejcie and D.W. Morgan (1970) table. The study findings revealed that both the employees and the political leadership respondents were more focused in the Organizational goals and objectives, cultures which were both high and self-interest was moderate. Overall Organizational Politics (Organizational goal, objectives, culture and Self Interest) in Dokolo District Local Government was moderate with mean at ( = 3.38) with the low standard deviation of 0.93 implying that Organizational Politics was practiced in Dokolo District Local Government moderately. Based on the study findings, it can be concluded that political behavior was inevitable and desirable as political exchanges generate the dynamic and drive the debate behind organizational development and change initiatives. Numerous managers would likely find implementation of innovation and change challenging unless they posed political skills in Dokolo district local government. The researcher recommends that political leaders should put checks and balances in place to influence the technical stuffs performance in their respective districts and the country at large.

I. INTRODUCTION

1.1 Introduction to the study

Performance is an achievement and result of the implementation of certain tasks (Widodo, 2015). Employees have good performance if they are able to do specific work or exceed the standards or criteria that have been set together in the organization. Employees’ performance referred to how workers behaved in the workplace and how well they performed the job duties obligated to them. Local Governments (LG) typically set performance targets for individual employee and the management as a whole, hoped that services they offered were of good value to citizens, minimized waste and operated efficiently. For an individual perceived employee performance represented the general belief of the employee about his/her behavior and contributions in the success of organization.