| dc.description.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. | en |
