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Part-time academic staff form a significant proportion of the academic staff force in Ugandan public universities. However, their performance is reportedly poor, despite the fact that they are comparable to their fulltime counterparts in terms of academic qualification and relevant work experience. Grounded on the propositions of Frame of Reference Theory, therefore, this study probed the impact of the way the part-time dons are managed, relative to their fulltime counterparts, on their performance. Data were collected, from a sample of 298 part-time academic staff, on how they are recruited, selected, appointed, deployed and compensated; and on the extent to which they would agree that these ways affect their performance. The findings were that majority of them were selected through their personal contacts in the respective universities; were not appointed by the universities’ directorates of human resources; were not given detailed job descriptions; were not usually given notice of meetings; and felt that their rewards are not equitable, relative to those of their fulltime counterparts, all of which have affected their performance. Thus, it is recommended that, to improve their part-timers’ performance, the universities should endeavour to depersonalize their appointment; provide them with detailed job descriptions; and align their rewards with those of their fulltime counterparts.

Human Resource Management Relate d Facto rs Affecting Performance among Part-time Academic Staff in Ugandan Public Universities