Abstract

This study seek to examine ownership structure, board structure and their relationship with public sector entities’ performance in Uganda. A cross-sectional and correlational research design with a sample of 85 public sector entities in Uganda was used. The findings portrayed that, CEO duality is not yet an issue as far as the performance of public sector entities in Uganda is concerned. Findings indicate that 67% of the variance in public sector entities’ performance is explained by ownership structure and board structure. Evidence has emerged that it is necessary to reduce government ownership in public sector entities in Uganda to achieve better performance. The significance of this paper is also to contribute to the dearth of literature on the African experience concerning public sector management and performance. The study is carried out in Uganda where corporate governance code is not highly developed and the sample size for this study may limit its generalization. Our findings underlie the importance of privatization in enhancing proper performance of public sector entities.

Key words: Corporate governance, structure, public sector performance, Uganda.