| dc.description.abstract | The Public Procurement System in Kenya has evolved from a crude system with no
regulations to an orderly legally regulated procurement system. The Procurement system
was contained in Supplies Manual of 1978, supplemented by circulars issued from time
to time by the Treasury. The purpose of the study was to evaluate the factors influencing
successful implementation of Public Procurement and Disposal Act, 2005 in Public Day
Secondary Schools in Mukurwe-ini sub- County in Nyeri County. The study sought to
establish the influence of school resources, school culture, school leadership and school
politics on the successful implementation of Public Procurement and Disposal Act, 2005
in Public Day Secondary Schools. This study adopted descriptive survey design. The
target population comprised of all employees in the public day secondary schools in
Mukurwe-ini sub-county. A sample of 300 respondents was selected using purposeful
and stratified random sampling. Data collection methods used structured questionnaires.
Data was analyzed quantitatively and qualitatively and presented descriptively and
illustrated by use of tables. Information was sorted, coded and input into the SPSS for
production of tables, descriptive statistics and inferential statistics. The study findings
indicated that school resources, school culture, school leadership and school politics
influenced implementation of Public Procurement and Disposal Act, 2005 in Public Day
Secondary Schools. Correlations results indicated that there was a positive and
significant relationship between implementation of the Act and school resources, school
culture, school leadership and school politics. From the study findings, one can conclude
that the organization leadership at public secondary schools is not effective and this may
have led to poor implementation of the Act, the culture at public secondary schools was
not conducive for strategy implementation leading to poor implementation of the Act,
the management of organization resources at public secondary schools is not effective
and this may have led to poor implementation of the Act and the organization politics at
public secondary schools are not conducive for strategy implementation contributing to
the poor implementation Act. The study recommends that for strategy implementation to
be successful, public and private institutions needs to align their culture to strategy.
Specifically, public secondary schools need to address the resistance of employees by
improving on communication and training them and rewarding them adequately. Public
institutions need to align the organization leadership to strategy. It should therefore
ensure that the leadership style is transformational and not transactional. The
management should also put in place proper compensation and reward structure for
strategy implementation. | en_US |
