EFFECT OF PERFORMANCE MANAGEMENT STRATEGIES ON SERVICE DELIVERY IN GOVERNMENT INSTITUTIONS: A CASE OF KENYA SCHOOL OF GOVERNMENT
Lilian Njeri - Master of Business Administration, Jomo Kenyatta University of Agriculture and Technology, Kenya
Dr. Joyce Nzulwa - Jomo Kenyatta University of Agriculture and Technology, Kenya
ABSTRACT
The general objective of this study was to establish the effect of performance management strategies on service delivery in Kenya school of government. This study was guided by the following objectives; to assess the effect of total quality management, Business Process re-engineering Kaizen Management Practices and Balanced Score Card on service delivery in Kenya school of government. This research employed a descriptive research design. The target population for this study was 121 subjects comprising top management, departmental heads, sectional heads and lecturers in Kenya school of government Nairobi. For this study, the study conducted a census survey owing to the number of targeted population. The research utilized two sets of instruments of data collection, which were a questionnaire, and a Data Collection Sheet. Piloting of research instruments was carried out at Kenya school of Government Embu. The data collected was coded and recorded and analyzed, by the use of Statistical Package for Social Scientists (SPSS Version 21). Descriptive statistical methods were applied in the analysis of the quantitative data. These include frequencies and percentages. Linear Regression analysis was calculated to determine if there was any relationship between the dependent and the independent variables. The findings of the study revealed that Total Quality Management, Business Process Reengineering, Kaizen Management Practices and Balanced Score Card elements of performance management were applied at the Kenya school of government at different levels and they all had an influence on the performance of workers. However, the study established that Balanced Score Card was the most important in influencing service delivery (Beta = 0.426) followed by Kaizen Management Practices (Beta = 0.252) then Business Process re-engineering (Beta = 0.212), and then Total Quality Management (Beta = 0.240). Based on the findings of this study, the researcher makes the following conclusions; that the variables of the total quality management were being practiced at the Kenya school of government Nairobi branch, and that they were effective in improving the quality of the services delivered. Total quality management led to better quality of services in the departments that it was being practiced. The Kenya school of government also applied some of the business process reengineering, and especially in the ICT sector, where the ineffective systems and practices were scrapped off and newer ways of doing things instituted. The study further concludes that the application of kaizen management practices at the Kenya school of government led to an improvement of the services offered, as kaizen practices aimed at improving the quality of the services and processes. The study further concludes that balanced scorecard variables were being practiced at the Kenya school of government in effort to improve on the quality of services delivered. The study recommends that; the students, staff and the stakeholders of the Kenya School of Government should be involved in the strategic planning of the institution, so as to provide feedback on the places that need improvement, and help craft a wholistic strategy that is all inclusive. The management of the Kenya School of Government should also carry out regular research on the current trends in the country and region, as well as emerging issues in the world. The performance management strategies studied in this research should form basis for future adjustment to the policy makers.
