| dc.description.abstract | The main critical phase of strategic management process is converting strategic thought in to strategic action. Once strategies have been designed, they need to be implemented
and hence without proper execution, an organization will not achieve the intended fit. The research was a case study that focused on challenges faced in implementation of
Performance Contracting (PC) within the Ministry of State for Public Service.
The data collection instrument was an interview guide. Content analysis was used to analyze the qualitative primary data which had been collected by conducting interviews and secondary information from the ministry's library. The findings obtained indicate that MSPS faces both operational and institutional challenges in undertaking performance contracting. The challenges mainly ranged from the organizational structure, leadership and management styles, rigid organizational culture and lack of effective performance management.
It was also noted that the organizational structure should be restructured to facilitate quick decision making and subsequent faster response than is currently experienced. The respondents furthermore observed that some headship have not been enthusiastic enough in implementing the PC and coming up with strategies to counter the challenges that face the ministry. The vital contribution of a strategic leader is to sufficiently influence and share a clear vision, mission and direction for the ministry.
The study recommends that in implementing PC as a strategic tool, MSPS should ensure participation of staff and stakeholders at all levels. There is need for communication strategy to broaden the thinking and appreciation of performance contracting SO that results are achieved as expected. It is also recommended that monitoring and evaluation be on continuous basis whereby the envisaged quarterly performance reports are constantly adhered to and necessary action promptly taken.
similar to appraisal deemed critical for all staff members to sign contract to the respective head in order to account for targets individually and corporately. Thus, signing of contract is more fulfilling if cascaded to all levels so that targets are seamlessly achieved. An integrated Performance Appraisal System that is comprehensible to all staff would consequently ensure that PC implementation succeeds hence the need to tie individual assessment to the contract. | en_US |
