Performance Contracting As a Strategy for Enhanced Employee Commitment: A Case of the Vocational Training Centre Sikri, Kenya

Kemboi, Ambrose

doi:10.18533/ijbsr.v5i12.850

Cited by 5 publications

(8 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…According to the results, empowering employees through provision of adequate resources and rewarding them according to their achievement remains a panacea for improved productivity. This revelation seems to concur with several studies (Kago, 2014;Kemboi, 2015;Nganyi et al, 2014;Nyaigo et al, 2013). Kago (2014) found that performance contracting influenced both enterprise and managerial performance at the State Corporations in Kenya while Kemboi (2015) revealed a positive relationship between employee commitment, performance contracting and employee productivity among vocational training centers in Kenya.…”

Section: Performance Contracting and Employee Productivitysupporting

confidence: 93%

Effect of Performance Management Systems on Employee Productivity: The Case of Kenya Forestry Research Institute (Kefri)

NABANGALA,

AMUHAYA (Ph.D)

2020

strategicjournals.com

View full text Add to dashboard Cite

This study sought to establish the effect of performance management systems on employee productivity at KEFRI. Specific objectives were to: establish the effect of performance appraisal on employee productivity; establish the effect of performance monitoring on employee productivity; find out how communication and feedback affect employee productivity and to establish how performance contracting affect employee productivity in KEFRI. The study was conducted through correlational research design. Target population consisted of vaious employees, being HR managers, research and development officers, administration and finance staff, enterprise staffs, and supply chain officers. Yamane's formula was used to obtain a sample size. Stratified random sampling was used to select study respondents. Questionnaire was used for data collection. Validity of instrument was realised through incorporation of opinions of the supervisors. Reliability was attained through test-retest during a pilot study involving randomly selected employees from the organization. Multiple regressions was used to compare the relationship between coefficients of performance management practices and employee productivity. Findings revealed that there was a moderate level of employee productivity, while performance monitoring and performance contracting both have had moderate effects on employee productivity. However, performance appraisal and communication/feedback had high effects on employee productivity. All the variables had significant effect on employee productivity hence the hypotheses that performance appraisal, performance monitoring, communication/feedback, and performance contracting have no significant effect on employee productivity were rejected. The study concluded that performance management system is a significant predictor of employee productivity. It was recommended that employees be involved in designing both performance monitoring and contracting practices to align them with their own capabilities. Further research need to be done on the effects of employee involvement in designing performance monitoring and performance contracting practices on employee productivity.

show abstract

Section: Performance Contracting and Employee Productivitysupporting

confidence: 93%

Effect of Performance Management Systems on Employee Productivity: The Case of Kenya Forestry Research Institute (Kefri)

NABANGALA,

AMUHAYA (Ph.D)

2020

strategicjournals.com

View full text Add to dashboard Cite

show abstract

“…Notable challenges or gaps in the implementation of performance contracts processes in the public sector include inadequate capacity development, and lack of awareness of performance contracts meaning and purpose by the middle and lower-level personnel in most organizations (Gichini, 2015). According to Kemboi (2020), other challenges that have greatly hindered implementation of performance contracts in Kenya include lack of leadership, organizational culture, financial constraints and resistance to change. He opines that lack of training and motivation among the workers contributes a lot to low levels of achievement of set targets and goals.…”

Section: Statement Of the Problemmentioning

confidence: 99%

Relationship between Idealized Influence (II) and Performance Contracts (PC) in Road Agencies in Kenya

Githui,

Ragui,

Nyakundi

2024

AJLG

View full text Add to dashboard Cite

Purpose: This study entailed a diagnostic analysis of the relationship between idealized influence and performance contracts in road agencies in Kenya. The objective of this research was to investigate the relationship between idealized influence and performance contracts in road agencies in Kenya. Operationalization of variables included idealized influence as an independent variable and performance contracts as a dependent variable. Theories that guided the study included transformational leadership theory and public management theory. Materials and Methods: Descriptive research design was used for the study and pragmatism was adopted as the philosophical framework for the research. Convergent parallel mixed method approach was adopted where data was collected through questionnaires for quantative data and structured interviews for qualitative data. The target population for the research was all staff members at top management and other officers in job group 6 (six) and above for the three road agencies in Kenya. These road agencies included Kenya National Highway Authority (KeNHA), Kenya Urban Roads Authority (KURA) and Kenya Rural Roads Authority (KeRRA). Data collected was analyzed through descriptive statistics, inferential analysis and hypothesis testing. The collected data was presented through tables and figures. Findings from the above analysis indicated that the performance contracts process and its outcomes in road agencies in Kenya could be predicted by idealized influence. The null hypothesis was rejected as p value was less than p<0.05 threshold of significance level and the study concluded that idealized influence has a significant relationship with performance contracts in road agencies in Kenya. Findings: The study rejected the null hypothesis that there is no significant relationship between idealized influence and performance contracts in road agencies in Kenya. The foregoing was supported by both results and findings from descriptive statistics, hypothesis tested and structured interviews conducted in the three road agencies. Leaders who were interviewed in these road agencies indicated that they also practiced integrity and leadership behaviors that could be emulated by their followers. Implications to Theory, Practice and Policy: The study thus supported the transformational leadership theory that was adopted for the study. Further, the study has bridged and addressed gaps on motivation, training and lack of leadership as identified in the statement of problem. This study has recommended that policy makers in road agencies should include idealized influence in their leadership and also align it with their strategies as detailed in strategic plans, performance contracts and individual workplans to enhance motivation, training and capacity building among employees of the studied organizations. The study also contributed to the transformational leadership theory as the was supported by the findings that leaders in these organizations should be role models and practice integrity in the process of performance contracting in road agencies. The study further recommended that policy makers in road agencies should entrench appropriate leadership (transformational leadership) during the process of performance contracting in road agencies.

show abstract

“…In recommendation, pragmatic efforts to enhance employees' job capabilities through training, improved working conditions and general welfare in order to elicit job satisfaction and motivation for increased productivity. Kemboi et al (2013) examined staff welfare as an antecedent to service delivery among civil servants in Kenya a case study of Nandi County. The study adopted explanatory research design.…”

Section: Workers Compensation Programmesmentioning

confidence: 99%

Effects of Welfare Programmes on Employee Satisfaction in the Public Sector: A Case of the Public Service Commission

MURUU

2016

strategicjournals.com

View full text Add to dashboard Cite

Many organizations use the concept of employee welfare programmes as a strategy of improving productivity of employees since work related problems could lead to poor quality of life for employees and a decline in performance. Welfare activities promote economic development by increasing efficiency and productivity with the underlying principle being making workers give their loyal services ungrudgingly in genuine spirit of cooperation. The study adopted a descriptive research design. The population size was 213 employees in the Public Service Commission that included the management and the staff. The researcher used a sample size of 137 from the population and used stratified random sampling technique to select the respondents. The study used questionnaires with both closed and open-ended questions to collect data. Data was analyzed using tools such as SPSS 21.0 and descriptive statistics frequency distribution tables, percentages and charts in a bid to determine the status of employee-welfare programmes at PSC. The study was important to various stakeholders including management of the Public and Private sectors as well as other researchers. At the end of the study, the researcher established the effects of compensation programmes and safety and health programmes on employee's satisfaction in public sector. Based on the research findings, the study concluded that workers compensation programmes and safety and health programmes affected employee satisfaction in public sector. The study recommends that management staff of Public Service Commission should introduce workers compensation programmes in the organization since it had a positive effect on employee satisfaction. The study further recommends that management staff of Public Service Commission should impress safety and health programmes at work place in order to enhance employee satisfaction.

show abstract

Performance Contracting As a Strategy for Enhanced Employee Commitment: A Case of the Vocational Training Centre Sikri, Kenya

Cited by 5 publications

References 13 publications

Effect of Performance Management Systems on Employee Productivity: The Case of Kenya Forestry Research Institute (Kefri)

Effect of Performance Management Systems on Employee Productivity: The Case of Kenya Forestry Research Institute (Kefri)

Relationship between Idealized Influence (II) and Performance Contracts (PC) in Road Agencies in Kenya

Effects of Welfare Programmes on Employee Satisfaction in the Public Sector: A Case of the Public Service Commission

Contact Info

Product

Resources

About