Top Level Management Perception Of Performance Contracting At The Ministry Of Transport In Kenya

Abstract

The goal of this study was to look at the top level management’s perception on performance contracting at the Ministry of Transport in Kenya. The researcher adopted a case study research design which involved the use of an interview guide The target population constituted the heads of departments who form the top level management in the Ministry of Transport. Content analysis was used to analyse the data. The research findings show that a large portion of the respondents feel that the introduction of performance contracts has to a great extent led to improved service delivery. It was however noted that there is lack of commitment and support from the top leadership. Training of managers on performance contracting was perceived to be vital and helped them embrace the idea of measuring performance. Other research findings indicated that appraisal results/ ratings determine to a great extent whether an employee will be promoted or not. From the study findings the researcher concludes that the introduction of performance contracting in the public sector was an important milestone in performance management. For the Ministry of Transport to succeed in the implementation of the concept of performance contracting all staff in the Ministry have to be trained and sensitized on the importance of performance contracting. The Ministry’s top leadership should embrace the idea of performance contracting and demonstrate commitment and support in terms of provision of resources. The researcher recommends that a reward system should be instituted and be effectively implemented. The Ministry should also consider introducing an internal reward system for best performers in each department. The Ministry should also consider introducing other ways of measuring performance for example the Balance Score Card (BSC).