| dc.description.abstract | Kenya promulgated its' first Constitution in the year 2010. The Constitution represented the voice of the people of Kenya, who called for a new reformed Judiciary that now had to re-align itself to the Constitution. In 2012, the Chief Justice launched the blueprint of the reform process and dubbed it the Judiciary Transformation Framework (JTF) to be implemented within the years 2012 - 2016. The objectives of the JTF were; for the Judiciary to recognize its role as an independent arm of government; to reorient its organizational culture, focusing mainly on strengthening the leadership within and streamlining to the societal norms; and most importantly; to recapture the public's confidence through the rigour of its jurisprudence.
The implementation of the JTF took a life form of a project and therefore, this study's primary role was to assess the factors that influence the implementation of projects: the case of the JTF. Having acknowledged that the Judiciary previously did not welcome the public to its domain, very little information was available on its past. However, with the implementation of the JTF since 2012, a number of documentations have been made to enable one to explore the intricacies of the Judiciary and its intended way forward. The variables studied were the Leadership of the Judiciary, the Financial Capacity, the Technical Capacity and the Organizational Culture of the Judiciary. The research methodology used was descriptive survey design, where questionnaires were administered amongst the respondents. The ideal target group was the top management of the Judiciary, who were responsible for implementing the JTF and carried the integral information on the variables to be studied. The target population therefore, was (115) heads of court stations in total, and the sample size was (23) who were selected through purposive sampling based on their expertise and technical know-how. The data was analysed via codes assigned to the open ended questions, which enhanced the processing and tabulation. Quantity from the close ended questions was analysed using SPSS to generate frequencies and percentages. Tables were used to present the data collected for ease of understanding and analysis. The quantitative data was organised, sorted and analysed using themes reflecting the research objectives. This data was used to reinforce and enhance descriptive data drawn from close ended questions. the study established that the leadership was ranked the most influential factor, good leadership would be able to influence the financial capacity and steer the direction of the technical capacity as well as determine the organisational culture of the project. Poor leadership would lead to the opposite. The recommendations from this study were that Judiciary needed to address the issue on recognition as an equal arm of government, for the training institute to continuously empower the staff to reduce the incompetence levels and improve the performance. Additionally, the management of the political climate needs to be improved as it was affecting the allocation of funds to the project. The code of conduct which would regulate the mode of operation is yet to be released and it was recommended that it be launched as early as possible. | en_US |
