The second period – the main
focus of this article – stretches from 1998 to August 2008, and concerns a ‘new’ performance appraisal system introduced to the Uganda civil service. This appraisal was considered superior because it; included assessment of critical competencies needed to achieve outputs, provided for an appraisal meeting, allows appeal, open/interactive, and had provision for developing concrete action plans to improve performance and staff
development. Thereafter, in 2009, another performance appraisal took effect, and it may be too early to judge its performance