Factors Affecting Implementation of Performance Contracting Process in Kenya’s Civil Service

Abstract

Performance contracting tool was implemented in 2004 with an aim of revolutionalizing service delivery in the Kenya Civil Service. However, the implementation process has faced various challenges such that the premised change has not been fully realized. Therefore,the objective behind this study was to find out factors affecting the implementation of performance contracting process in the Civil Service in Kenya. Specifically, the study was to establish the influence of employees’ motivation, organization culture; organizational effectiveness and government policies in the implementation of performance contracting process. Literature was reviewed based on the variables’ empirical and related theories and were summarized diagrammatically using a conceptual framework. The study applied qualitative research design that revealed understanding of the study variables while quantitative design established relationships. Population composed of 1098 employees at the Department of Infrastructure Headquarters distributed in five divisions based on their area of specializations. Stratified Random Sampling was employed in constituting the sample since it enabled inclusion of all divisions in the sample. Questionnaires were the major data collection instrument. They were self-administered and were first pilot tested for validity and reliability. Statistical Package for Social Sciences (SPSS) Version 17.0 was used for data analysis and generation of tables, figures and relationships. Findings revealed that all the four factors; government policy, employee motivation, organizational culture and organizational effectiveness explained the implementation process and were significant to a moderate and high extent.However, employees’ motivation and government policywere found to be having higher influence in the implementation process than organizational culture and organization effectiveness. A unit increase in each of the two resulted to an increase of 1.195 and 1.158 units of the implementation process respectively. All variables explained the implementation process significantly. The findings played a key role in bridging the gap in the existing literature. To further improve on the implementation process, the study recommended inclusion of employees at all stages of the implementation process and training on strategic planning to improve employees understanding and internalization of the vision, mission and goals which will lead to a better organizational culture and effectiveness. A culture paradigm shift need to be initiated and the government to closely monitor the implementation of policies in the civil service. Further studies on different populations or other variables affecting the implementation of performance contracting process are also recommended.