Performance Contracting as a Human Resource Management Strategy for Managing Performance: a Case Study of Teachers Service Commission

Abstract

The objective of the study was to establish the extent to which performance contracting has been used as a human resource management strategy for managing performance. The research design used was case study. A case study is an in-depth investigation of an individual, institution or phenomenon. The study used both primary and secondary data. Secondary data was collected from quarterly and annual evaluation reports. organizational strategic plan. customer satisfaction survey reports. individual work plans. operational plan and service charter. Primary data was collected through a face to face interview with top management team for additional information to secondary data . Content analysis was used as qualitative data analysis method for the secondary data obtained from TSC.

In this study TSC had just implemented the 4th cycle of performance contracting which comprises weighing/measuring of vanous components such as individual targets/objectives. behavioral attributes which are aligned to the core values of the commission including professionalism. customer focus. integrity. innovativeness and teamwork. The study further observed that the extent of adoption of PC had to some extent resulted into improved service delivery in TSC. However, challenges currently experienced can be attributed to the initial step of its implementation as well as lack of inclusion and consultation of employees before its implementation.

The Study concluded that there exist various categories of performance gaps in TSC that need to be addressed. They included; poor performance culture. manageriallinput. process related gaps and inadequate resources. The challenges posing a major threat to effective utilization and implementation of PC were reviewing of strategic plan 200912015 from current 2005 /2010 in order to accommodate vision 2030 priorities, weak internal M&E mechanisms and low levels of acceptance by employees, poor performance culture. unrealistic and unspecified performance targets.