STRATEGIC MANAGEMENT PRACTICES AND PERFORMANCE OF PUBLIC SECTOR ORGANISATIONS A CASE STUDY OF NATIONAL WATER AND SEWERAGE CORPORATION -NAKASERO BRANCH

Abstract

This study investigated the influence of strategic management practices on the performance of the National Water and Sewerage Corporation (NWSC) - Nakasero Branch, aiming to enhance organizational outcomes in Uganda’s public utility sector. The objectives were to examine the impact of strategy formulation, implementation, and evaluation on performance. A descriptive-correlational design was employed, collecting quantitative data from 86 staff members using a 5-point Likert scale questionnaire, analyzed via SPSS v23 for means, standard deviations, and Pearson correlations. Findings revealed a strong positive correlation between strategic management practices and performance (r = .694, p < .01). Strategy formulation showed a moderate correlation with performance (r = .507, p < .01), with 88.75% agreeing on succinct processes (mean = 3.61, SD = 1.037), indicating effective planning but moderate goal realism (mean = 3.04). Strategy implementation exhibited a strong correlation (r = .582, p < .01), with 73.75% supporting role allocation (mean = 3.38, SD = 1.049), though financial resources were moderate (mean = 3.04). Strategy evaluation had the strongest correlation (r = .646, p < .01), with 71.25% endorsing comprehensive annual evaluations (mean = 3.41, SD = 0.926), but formative evaluations were moderate (mean = 2.61). Performance metrics showed strengths in geographical coverage (mean = 3.31) but weaknesses in service reliability (mean = 2.05). Recommendations include allocating resources for advanced planning tools, enhancing financial and human resource support for implementation, and improving formative evaluations through stakeholder engagement platforms to address moderate performance areas like billing accuracy (mean = 2.61) and non-revenue water (mean = 2.73), aligning with Uganda’s NDP III goals (African Development Bank, 2022).