| dc.description.abstract | The goal of the performance contracts strategy is to increase service quality, enhance
resource usage efficiency and institutionalize a performance-oriented culture in the
public service. However, having a strategy that is well formulated is not enough unless
it is properly implemented by an organization. Successful strategy implementation
requires management involvement that has the resources and authority for its
enforcement. The broad study objective was to assess the effect of managerial factors
on implementation of performance contracting strategy among selected county
governments of Kenya. Specifically, the study sought to establish the effect of
organizational leadership, manager competence, communication strategy and
managerial diversity on implementation of performance contracting strategy among
selected county governments of Kenya. The research was anchored on the goal-path
theory, strategic communication theory and upper echelons theory. A descriptive study
design was applied. The 963 management staff in selected county government
constituted the study target population. These were drawn from the 3 best performing
counties (Makueni County, Kakamega County and Kericho County) and3 worst
performing counties (Busia County, Wajir County and Samburu County). A sample
population of 126 respondents was chosen through stratification method. A
questionnaire was adopted in the collection of primary data. The study found that
unified vision/enhancing team-work affects implementation of performance contracting
strategy among selected county governments of Kenya very greatly. Further, the
research found that ethnic and gender diversity affect the implementation of
performance contracting strategy among selected county governments of Kenya to a
moderate extent. The research also established that dissemination strategy; style; and
consensus affect implementation of performance contracting strategy among selected
county governments of Kenya to a moderate extent. Moreover, it was confirmed that
diverse expertise; neuroticism; and increased creativity affect implementation of
performance contracting strategy among selected county governments of Kenya to a
great extent. It was concluded that managerial diversity (r=0.653, p=0.000) had the
greatest effect on implementation of performance contracting strategy among selected
county governments of Kenya, followed by organizational leadership (r=0.128,
p=0.004), then communication strategy (r=-0.151, p=0.000) while manager competence
(r=-0.194, p =0.009) had the least effect on the implementation of performance
contracting strategy among selected county governments of Kenya. The study
recommends that the county governments’ leadership to put in place mechanisms for
rewarding high performers whose target achievement is above expectation and
reprimand those employees whose performance is below expectation. The study also
recommends that in future, the county governments management revises the
organizational targets and identify the cross cutting indicators that could be shared
evenly among the relevant divisions to avoid overload on one division. | en_US |
