Performance management perception in Kenya

Nickson Hebert Odongo

Social Responsibility Journal, 2020, vol. 17, issue 6, 795-814

Abstract: Purpose - This paper aims to present an analysis of the perception of performance management practices and transformations by investigating what devolved governments of Kenya are doing and ought to do after which the approaches of performance and performance management are evaluated. Design/methodology/approach - A descriptive assessment of five devolved governments of Kenya is carried out. This study covered 518 respondents across the above-sampled governments. Findings - The outcomes demonstrated that there are guidelines established by the counties to measure the performance of workers where tested variables about setting performance standards and performance review information against their effect on performance improvement and performance measurement, respectively, are statistically significant, and therefore have a positive impact on the eventual performance of devolved governments. Practical implications - The results support scholars, practitioners and social scientists in development studies for the planning and management of public organizations. The thought of factors that enhance or impede devolved government workers’ performance can be explored in future research. Originality/value - The thought of performance management perception, especially in a developing country, is a theoretical milestone.

Keywords: Performance measurement; Performance management; Development; Public administration (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:eme:srjpps:srj-01-2020-0019

DOI: 10.1108/SRJ-01-2020-0019

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