Organisational Culture and Public Service Delivery of Huduma Centres in Kenya

Abstract

In Kenya, Huduma centres was established as a result of inefficient public service delivery, which led to corruption and was both time consuming and costly. The study assessed the impact of organizational culture on Hudumacenters' public service delivery, as well as the mediating effect of government policies on public service delivery. The research was based on the concept of competing values framework. The study employed a descriptive research design. The target population was branch managers of the 52 Huduma centres, 1456 supervisors and 1456 public customers from the government ministries offering public services in Huduma centre branches. Multi-stage probability sampling was used. Both primary and secondary data was used. Primary data used self-administered questionnaires and Secondary data from reviewing relevant literature and government statistics. Pilot study measured validity and Cronbach’s alpha measured reliability. Inferential data analysis was used and it involved correlation coefficient (r) and linear regression analysis, which looked for the strength and degree of relationship between the variables. The findings revealed a positive significant low linear relationship between public service delivery and organizational culture, and there was positive significant moderate linear mediating relationship between government policies and public service delivery. Therefore, organizational culture is significant but does not influence public service delivery in Hudumacentres. Furthermore government policies don’t have any mediating effect between organizational culture and public service delivery. Based on the findings, the study recommends organizational culture to be reviewed often for any changes, in order to ensure continuous improvement and sustainability in the work practices. The culture of accountability and transparency on leadership and open communication should be reevaluated to check if there are any deficiencies. On employee commitment, the respect of law and observance of public service values should also be followed up to find out if indeed they are being applied in the public service. Unity of direction should also be revised and ensure that ministries don’t have their own regulations, norms and standards. More so, decentralization of roles from the centres should be well coordinated. Further study of human resource practices in the public sector is recommended