Does Performance Contracting Drive Citizen-centric Service Delivery: The Case of Huduma Centers’ in Kenya

Abstract

Performance contracting has gained currency in performance management and has emerged as an avenue for improved public service delivery (Ang'ayo & Mbatha, 2019). According to Cheche and Muathe (2014), as a performance management facet, performance contracting aims at reforms in procedures and processes used in the public sector to make it competitive, effective and more importantly efficient in-service delivery. Hope (2013), points out that having been used widely, performance contracting has become critical in public sector management particularly in the quest to improve performance of public enterprises. Performance contracting has for instance been used in Belgium to focus on provision of compulsory public utility services (Ang'ayo & Mbatha, 2019); In France, performance contracting has been used as an implementation of the Nora report, that targeted reform of state owned enterprises (Bouckaert, Verhoest & Corte, 1999); in the United States of America (USA) performance has been perceived as an avenue through which productivity of the federal departments could be enhanced; in the United Kingdom (UK) it has been used as a system of setting targets for government agencies (Metawie & Gilman, 2006); and in Canada, it has been employed as a measure for cost containment (Kernaghan & Siegel, 1999). Performance contracting as a tool to ensure accountability among public agencies has also been used in Latin America and Asia (AAPAM, 2005). African countries have not been left behind with regards to reforming the public sector particularly, knowing that there has been a history of poor performance among public agencies in the continent (Ang'ayo & Mbatha, 2019). Egypt for instance, enters into performance contract agreements with the private sector to offer services, which were traditionally provided by the public sector (Hannoura, 2014). In the East African region, introduction of performance contracting occasioned development of strategic plans through which comprehensive performance targets would be outlined (Ang'ayo & Mbatha, 2019).

Evaluation of employee turnover among public secondary teachers in Kisii Central District, Kisii County, Kenya

“…Turnover may be caused by unfavourable job attitudes, low job satisfaction, and the capacity to find work elsewhere. Although turnover in an organization produces dysfunction, a moderate pace of it is always expected and can be advantageous [31,[50][51][52][53].…”