Evaluating the Types of Performance Monitoring Used in Private Chartered Universities in Uganda: A mixed-methods A

Abstract Background: Performance monitoring is essential for enhancing academic staff productivity and institutional accountability in higher education. In Uganda, private chartered universities face challenges in implementing effective performance monitoring systems. This study examines the types and effectiveness of these systems in private chartered universities in Western Uganda. Methods: The study was guided by Fayol’s Administrative Management Theory and Vroom’s Expectancy Theory. A concurrent triangulation mixed-methods design was employed. Quantitative data were collected from 386 academic staff using structured questionnaires, while qualitative data were gathered through in-depth interviews with 10 academic deans from four selected universities. Ethical approval was obtained from institutional review boards and the Uganda National Council for Science and Technology (SS3145ES). Descriptive statistics, correlation, and regression analyses were used to analyze quantitative data, while thematic analysis was used for qualitative responses. Results: Findings indicate that various performance monitoring tools are in use, including student evaluations, peer reviews, and supervisory assessments. However, their application is often inconsistent, with limited feedback loops and weak integration into staff development initiatives. Quantitative analysis revealed a moderate positive correlation between effective performance monitoring and academic staff performance (r = 0.48, p < 0.05). Regression analysis showed that performance monitoring accounted for 21.3% of the variance in staff performance. Conclusions: While performance monitoring tools are present in private chartered universities in Western Uganda, their inconsistent implementation undermines their effectiveness. Strengthening the integration of monitoring outcomes into professional development and decision-making processes could enhance academic staff performance. These findings underscore the need for systematic policy enforcement and capacity-building in performance management practices within the sector.