A Systematic Review on the Interplay between Organisational Structure, Performance Monitoring, and Academic Staff Performance In Private Chartered Universities In Western Uganda.

Abstract This systematic review explores the existing literature on the interplay between organisational structure, performance monitoring, and academic staff performance, with a focus on private chartered universities in Western Uganda. The review synthesises empirical and theoretical studies published between 2000 and 2024, aiming to identify key organizational and managerial factors that influence academic productivity, teaching effectiveness, and institutional engagement. The study employed the PRISMA framework to guide the selection, screening, and analysis of peer-reviewed articles, dissertations, and institutional reports. Findings reveal that hierarchical rigidity, limited participatory decision-making, and weak internal monitoring systems significantly hinder staff motivation and performance outcomes. Conversely, institutions that adopt flatter structures, clear role definitions, and regular performance evaluations report improved academic engagement and accountability. Despite growing attention to higher education governance in sub-Saharan Africa, there remains a gap in localized, evidence-based research linking structure and performance monitoring to academic staff outcomes. This review highlights the need for integrated policy approaches that align institutional design with performance management to enhance the quality of higher education in Uganda.