The Impacts of organisational culture in the performance of land administration institutions

Abstract

Land as a resource and factor of production plays a major role in the development of a country. The management and administration of land is done through structures and processes that are governed by the existing institutional and regulatory frameworks. In most of the countries, these processes are undertaken by public service institutions (central and local government), which are not only the custodians of public land but of records and information pertaining to land rights. With the world becoming a global village, it has become apparent that the performance of public institutions should be benchmarked against other best practices. Land administration is no different, and where in the past, stakeholders have been dogged by inefficiency, corruption and poor record keeping, now the stakeholders demand accountability, probity and good governance of land administration systems with clear time frames and measurable outputs of the processes. This paper is a result of a study that aimed at examining the management systems of land administration in Kenya. It attempts to show that the performance of any institution is highly dependent on the organizational culture and work attitudes of the employees of the organization. The study found that most of the consumers rated the land administration institutions in Kenya as poor with most linking this, to poor work attitudes and culture. The paper recommends the need for land administration institutions to embrace attitudinal change and respond positively to the changing management trends for better performance.