Factors affecting effectiveness of Management Development in the Civil Service of Kenya

Show simple item record

dc.contributor.author Wachira, Florence Nyokabi
dc.date.accessioned 2014-02-26T07:35:07Z
dc.date.available 2014-02-26T07:35:07Z
dc.date.issued 2014-02-26
dc.identifier.issn HRM 2013
dc.identifier.uri http://hdl.handle.net/123456789/1226
dc.description A thesis submitted in partial fulfilment for the degree of Doctor of Philosophy in Human Resource Management in the Jomo Kenyatta University of Agriculture and Technology 2013 en_US
dc.description.abstract Past studies established a linear relationship between effective management development and national economic success. Kenya Government has made heavy investments in training and development of its staff, but its economic growth has lagged behind projected annual growth rate for the achievement of National goals. Persistent complaints of poor public service have been attributed to poor management practices in the civil service. This study investigated factors affecting effectiveness of management development in the civil service of Kenya. The study was exploratory using descriptive survey design and targeted management cadre staff in the civil service. Stratified and simple random sampling was done across Ministries/Departments. Data was collected using a questionnaire with Likert-type and open-ended questions, unstructured interviews and document research and analyzed using Statistical Package for Social Scientists (SPSS).The study established positive linear relationships between management development activities, Management Development policy, Human Resource Development Expertise, Organization Politics and effectiveness of management development. All the factors together had a stronger relationship than any one factor alone. The study found no systematic needs assessment, lack of integration of activities with strategy and unsatisfactory allocation of financial resources. Managers did not rate HRD professionals very good in their vision for the function, clarity of their roles and effective communication. Organization politics affected social relationships. The study recommends prioritization of management development, establishment of a Policy Monitoring and Evaluation framework and enhancement of capacity of Human Resource development (HRD) professionals. This study highlights how organization dynamics fundamentally affect effectiveness of processes meant to enhance its competitive advantage. The study recommends further research to determine what other factors affect effectiveness of management development and the impact of organization politics on social relationships. en_US
dc.description.sponsorship Prof. R. W. Gakure JKUAT, Kenya Dr. George Orwa JKUAT, Kenya en_US
dc.language.iso en en_US
dc.relation.ispartofseries Phd Human resource management;
dc.title Factors affecting effectiveness of Management Development in the Civil Service of Kenya en_US
dc.type Thesis en_US


Files in this item

This item appears in the following Collection(s)

Show simple item record

Search Repository


Browse

My Account