Makerere University’s Chief Human Resource Officer, Deus Tayari Mujuni, highlighted the critical role of line managers in ensuring the successful execution of university strategies and goals during a retreat organized by the College of Humanities and Social Sciences (CHUSS) at Nican Resort from November 1-2, 2024. The retreat focused on human resource policies, the work environment, and employee well-being.

In his address, Mujuni reminded line managers of their responsibility to oversee employees effectively, appreciate their contributions, and maintain a conflict-free environment to foster collaboration and productivity. “Line managers must lead by example, identifying key roles within their teams and supporting each member’s contribution to organizational goals,” Mujuni stated.

Mujuni outlined several key aspects of Makerere University’s updated human resource policies, including the roles of the HR Directorate, line managers, and the amended 2009 Human Resources Manual. This manual consolidates all HR policies and practices into one reference document, defining the rights and responsibilities of both the university and its employees.

According to Mujuni, the HR Directorate’s responsibilities encompass recruiting and training staff, conducting performance appraisals, managing grievances, and planning future workforce needs. “Our role is to attract, develop, and retain an effective workforce that aligns with the university’s strategic objectives,” Mujuni explained, adding, “If we are to manage HR, every person must contribute. The total budget of the university is 331 billion, but what goes to staff is 221 billion, meaning we must show that the university is working, and we have to account for it.”

In accordance with recent policies, line managers must identify gaps in capacity, declare vacancies promptly, and adhere to set guidelines for short-term contractual appointments. The University Council resolved in May 2024 to limit salary payments and contract staffing expenses, which will now strictly fall under the wage budget to ensure efficient allocation of funds for essential functions such as teaching and research. “No more contracts for part-time staff. Line managers are asked to abide by the policy, and there must be a structure, a budget, and a vacancy.”

Mujuni also underscored the importance of the HR Manual in guiding employment procedures. “This manual governs the entry, stay, and exit of staff, covering recruitment, appraisals, promotions, and leave management,” he emphasized. He discussed various leave policies, including study leave and maternity leave, and the roles of line managers in leave approvals, monitoring, and reporting.

“Staff who go on study leave have become a thorny issue. Some staff leave and never return or finish their studies, remaining on the payroll. Going forward, no staff should go on study leave unless they have served for a minimum of two years, and a circular is coming out on this,” he said.

Mujuni noted that the university has faced scrutiny from the Parliamentary Committee on Accounts, as 40% of the academic staff in some colleges have not returned even after their study programs expired. He warned heads of departments to be careful about endorsing signatures for study leaves.

Performance management, a key component of the university’s human resource strategy, aims to foster a high-performance culture. Line managers are tasked with aligning individual staff objectives with the university’s goals and conducting systematic appraisals to monitor progress. “We ensure staff contribute and are happy. The biometric system did not come to harass staff but to improve performance. I encourage all of you to key in tasks if you are to be away, but ensure your supervisors approve,” Mujuni added. He also urged line managers to understand their roles, appreciate individual efforts and interests, and avoid conflicts.

Additionally, Makerere University places a high priority on employee safety, following the Occupational Health and Safety Act of 2006. “We are committed to providing a safe working environment, reducing risks, and offering necessary safety training,” Mujuni said.

Mujuni further explained that the university’s disciplinary guidelines require employees to adhere to both Ugandan laws and Makerere’s policies. Misconduct may result in corrective actions such as written reprimands, suspension, or dismissal. Additionally, line managers are required to submit accurate monthly attendance reports to avoid discrepancies in payroll, as noted in a University Appointments Board directive.

Through these reinforced policies and a focus on strong management, the HR Chief stated that Makerere University aims to enhance staff engagement, productivity, and adherence to a high-performance standard across all departments.

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In a significant step towards improving operational efficiency, Makerere University is implementing new systems for digitizing timetables and monitoring student attendance. The initiatives were announced during a recent retreat held by the College of Humanities and Social Sciences (CHUSS) at Nican Resort on November 1-2, 2024.

Dr. Cyprian Misinde, the Director of Quality Assurance, outlined the university’s plans for a comprehensive Student Attendance Management System (SAMS), which aims to replace cumbersome manual roll calls with a streamlined digital solution. “The motivation for developing the e-timetable is to streamline processes across the university,” Dr. Misinde stated. “Our strategic plan focuses on digitizing university operations, which we have successfully started with several systems, including financial management and student records.”

During the retreat, staff participated in discussions led by the Directorate of Information and Communication Technology Services (DICTS) on e-timetabling and biometrics. Presentations also covered vital topics such as quality assurance and human resource policies. “We are aiming for a more efficient timetable system that helps allocate teaching spaces appropriately and reduces clashes,” Dr. Misinde explained.

The current manual timetabling process has been described as cumbersome, creating challenges in managing lecturer workloads and classroom allocations. “Digital timetabling will eliminate these problems, providing a permanent schedule that minimizes changes,” Dr. Misinde added. This system will also generate reports on classroom usage and teaching loads, facilitating better resource management.

In addition to the e-timetable, the SAMS is currently under pilot testing, aiming to enhance attendance tracking for both students and staff. Dr. Misinde emphasized the importance of monitoring attendance, stating, “Our policy requires students to attend at least 70% of lectures before they can sit for exams. This system will allow us to track attendance digitally and generate reports for quality assurance.”

Mr. Juma Katongole, Principal Information Systems Officer at DICTS, elaborated on the advantages of the e-timetable, which integrates with the existing Academic Management Information System (ACMIS). “The new system allows for central management of timetables, reducing conflicts and ensuring rooms are allocated efficiently,” Katongole noted. “It will support heads of departments while improving the overall timetabling process.”

As for the implementation timeline, Katongole indicated that while functionality has been developed, some colleges are further along than others. “Most colleges have nearly completed their timetabling processes, but we aim to refine the system for wider deployment by next semester,” he said.

Both Dr. Misinde and Katongole acknowledged the unique challenges presented by CHUSS due to its large student and staff population, as well as the diverse programs offered across various disciplines. “Understanding the dynamics within CHUSS is crucial as we implement these systems,” Dr. Misinde remarked. “We are committed to continuous feedback from staff to ensure our systems meet the unique needs of the university.”

Makerere University is poised to enhance its operational efficiency significantly through the introduction of digital systems for timetabling and attendance management, marking a progressive step towards modernizing its academic administration. The ongoing feedback and adaptation process will be essential to address the specific challenges faced by different colleges within the university.

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Makerere University’s Secretary, Mr. Yusuf Kiranda, has tasked the College of Humanities and Social Sciences (CHUSS) with investigating university policies and the causes of increasing anger among staff, which he says is impacting morale and productivity. Kiranda made this call during the CHUSS Retreat held on November 1, 2024, where he outlined key concerns about outdated policies, missing frameworks, and a lack of effective communication around new initiatives.

Kiranda highlighted that Makerere’s Council had directed the university management to evaluate its policy ecosystem thoroughly, noting, “There are some policies we have that are rather outdated and need to be reviewed, while others may no longer be necessary.” He emphasized the need for policies addressing emerging issues within the university, urging CHUSS to utilize the Research and Innovation Fund and to collaborate with the university’s Guild of Academic and Support Staff Union (GAMSU) for deeper insights.

A primary concern raised was the prevalent frustration and discontent among university staff, which, according to Kiranda, has been a recurring issue in management and budget discussions. He shared his observations on the rising negativity, stating, “There is anger among staff, from professors to administrative staff, and we are failing to understand why. We hope CHUSS can help us scientifically explore the roots of this dissatisfaction.”

In response, CHUSS Principal Prof. Helen Nkabala Nambalirwa assured Kiranda that the college would prioritize this task, with the School of Psychology taking the lead on the research. “The assignment was entrusted to the right college, and we are committed to understanding these issues,” Prof. Nkabala said, indicating that a dedicated team would be assembled to handle the investigation.

Kiranda also spoke about recent policy initiatives, like the biometric attendance system, which he described as a tool for accountability rather than a “policing mechanism.” He acknowledged the need for clearer communication about such policies, noting, “The narrative presented around biometrics has painted it as a restrictive measure, but it’s meant to enhance accountability and allow for better time management.” Kiranda urged CHUSS to delve into the psychological impact of such policies and explore why they are met with resistance, suggesting that inadequate consultation and misconceptions around policy changes may be fueling resentment.

On a broader note, Kiranda called for a shift in how policies are perceived, encouraging staff to focus on potential benefits rather than drawbacks. Citing an example from the recent grants management policy, he noted, “Every time a policy is introduced, the focus often leans towards what it takes away rather than its intended advantages.”

In his concluding remarks, Kiranda reiterated the Council’s commitment to prioritizing staff welfare and fostering a positive work environment. “Human resources are our most critical asset, and if we can address the underlying anger among staff, it will not only benefit Makerere but also improve the university’s overall contribution to Uganda’s higher education sector,” he stated.

This initiative marks a collaborative step towards refining Makerere University’s policy landscape and enhancing the work environment, with CHUSS taking an active role in shaping solutions.

CHUSS Staff Express Concerns on Policy Decisions, Staffing Issues, and Staff Contracts

In response to to the University Secretarry’s call to an investigation, CHUSS staff voiced growing concerns about policy decisions, staffing challenges, and post-retirement contracts, issues they say, are contributing to a demotivated work environment. The staff described a disconnect between policy decisions made at the top levels of administration and the on-the-ground realities faced by academic and support staff.

One senior staff member from the Department of Literature raised concerns over the recent merging of departments without consultation, describing the impact on morale. “When we got that kind of information, it felt like a funeral in our department,” she said, emphasizing that such unilateral decisions leave staff feeling undervalued. She added, “The Department of Literature is the face of CHUSS; such decisions impact our identity and motivation.”

The issue of post-retirement contracts emerged as another source of discontent. Some staff members who have served Makerere University for decades expressed frustration over perceived disrespect in how contract renewals are handled. “People who have served diligently for over 40 years feel they are not treated with respect,” a department head remarked, linking the feeling of indignity to broader anger among staff. He pointed out that the contracts issue and lack of consultation fuel a sense of helplessness among staff, describing it as “an emotion that comes from a sense of helplessness.”

Referring to the recent  staff associations concerns,  a staff echoed these sentiments, urging for clarity on the terms of new staff contracts, which they described as demotivating. “As association members, we are against those contracts because of how they came about—no one was consulted,” said one representative, who also defended the association’s recent prayer gathering, explaining, “When you feel you’re fighting a power you cannot change, sometimes you resort to God.”

In addition to contract and policy grievances, staff highlighted chronic under-staffing, especially in administrative roles. The College’s registrar, Ms. Florence Birawa, was singled out as an example, managing tasks for multiple schools due to the lack of support. A staff member from the School of Liberal and Performing Arts explained, “She leaves the office at 9 or 10 in the night, works throughout the weekend, yet our requests for additional support have gone unaddressed.” Staff have had to volunteer to assist with her workload, taking minutes in PhD and master’s defenses to manage the backlog.

The conversation also touched on the assumption that new staff could readily replace retiring faculty for specialized course units. One staff member disputed this notion, pointing out that certain subject areas are highly specialized, and not all qualified faculty are equipped to teach them. “There is an assumption that a pool of qualified PhD staff is available, but the reality is different. Some course units remain untaught due to a lack of specialized staff,” he said, emphasizing the need for targeted training in specialized academic areas.

The retreat provided a space for CHUSS staff to openly discuss their grievances and propose actions, including the university’s proposed research into the causes of staff discontent. Staff were appreciative of the Makerere Secretary’s acknowledgment of these challenges, with one staff member concluding, “Instead of telling us to leave if we are angry, it’s good that there is going to be a study on this issue. We need to get to the bottom of the matter and address the real causes of dissatisfaction.”

The University Secretary, Mr. Yusuf Kiranda, reassured staff that their voices would be considered as Makerere University seeks solutions to these pressing issues.

Staff Clarified on Housing, Retirement Policies, and Academic Freedom

In the discussion,Mr.  Yusuf Kiranda clarified critical issues concerning housing for staff, post-retirement contracts, and academic freedom, urging for increased transparency and understanding in policy implementation.

Kiranda expressed empathy for custodians, registrars, and security staff who work long hours and travel far to get to campus. “It is a special request,” he noted, “to consider housing provisions for these individuals who work late and sometimes face challenging commutes.” He proposed that instead of staff housing points being based on factors like marital status or family size, points should reflect the service staff provide to the university.

He also addressed the complexities surrounding post-retirement contracts, stressing the need for transparency. Originally, these contracts aimed to retain valuable senior staff due to talent shortages, he explained. “This was never meant to be an entitlement for everyone upon reaching retirement age,” Kiranda said, adding that departments must now demonstrate that retaining a staff member does not disadvantage others awaiting promotion. “The earlier we understand that a post-retirement contract comes at a cost to those who must rise, the quicker we will appreciate the complexity of this issue,” he emphasized.

On the topic of academic freedom and staff perceptions, Kiranda assured employees of their right to speak freely within the university. “There is freedom to express yourself here at Makerere; no one has been sanctioned for merely speaking,” he noted. However, he acknowledged the importance of managing public perceptions, which can affect morale. Kiranda encouraged staff to engage in constructive dialogue while recognizing that academic freedom has reasonable boundaries, especially when it pertains to respectful discourse.

He concluded by affirming the administration’s dedication to supporting staff while balancing the university’s broader operational needs, adding that policies are not static and can be revisited to address evolving challenges.

CHUSS Retreat Foster Staff Engagement, Collaboration, and Well-being

On 1^st – 2^nd November, 2024, the College of Humanities and Social Sciences (CHUSS) held a retreat at Nican Resort to provide an opportunity for staff to engage in discussions about policies and work environments that affect their daily lives and overall well-being.

The Principal Assoc. Prof. Helen Nkabala, emphasized the importance of such gatherings, noting that they create a platform for staff to shape the future direction of the college together.

“This retreat is about engagement, because it’s in environments like this that we determine our own future and how we want to move together,” Nkabala stated. She highlighted that the retreat allows leaders and staff across various categories, including support and administrative staff, to share their perspectives. “We’ve invited different groups, from college leaders to support staff, to discuss their issues and work on fostering a supportive and inclusive environment,” she added.

Nkabala pointed out that creating a positive work environment is essential for maintaining good health and mental well-being, noting that stress and dissatisfaction at work can lead to health issues. “If we’re not happy at work, life becomes harder. We want to find ways to support each other, even if it’s not always financially,” she said. The retreat encouraged staff to contribute ideas on improving their work environment and well-being, with a focus on community, collaboration, and mental health.

Reflecting on CHUSS’s goal to set an example for excellence across the university, Nkabala acknowledged the contributions of CHUSS leaders and coordinators in supporting quality assurance and improving work processes.

The retreat featured presentations and discussions on e-timetabling and biometrics system by DICTS, Higher degrees’ matters, examinations and internships. Other aspects covered were  Quality Assurance and   Academic policies and implementation by the Quality Assurance Directorate,  Human Resource policies and implementation by the Directorate of Human Resources, Audit and accountability, office etiquette and practical  team-building, games and health walks  among others.

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