Strategic Adaptation of Reward Systems at Makerere University under Institutional Voids and High-Power Distance Contexts: An International HRM Perspective

This study investigated the strategic adaptation of reward systems within institutional voids and high power distance contexts, drawing on an International Human Resource Management (IHRM) perspective at Makerere University, Uganda. The study was guided by three objectives: examining the nature of institutional voids shaping reward systems, assessing the influence of high power distance on reward implementation, and exploring strategic adaptations by HR practitioners. The study employed a qualitative exploratory case study design, collecting data through semi-structured interviews with 21 purposively selected participants comprising deans, lecturers, HR administrators, and non-teaching staff. Thematic analysis, guided by Institutional Theory, revealed that regulatory ambiguities and resource scarcities constitute profound institutional voids that distort standard reward metrics. Furthermore, a high power distance culture fosters hierarchical entitlement and centralised reward decision-making, undermining meritocratic ideals. To navigate these constraints, HR practitioners adopt hybridised patrimonial-rational reward structures, blending formal policies with informal paternalistic allocations. The study concludes that universalist IHRM reward models are inadequate in Sub-Saharan Africa; instead, localised bricolage is essential. The study recommends that university management and policymakers institutionalise hybrid reward frameworks that formally recognise cultural nuances while strengthening regulatory governance to mitigate patrimonial distortions.