Factors influencing implementation of rapid results approach: a case of department of immigration services head office in Nairobi, Kenya
Service delivery in the public sector is a central issue towards results measurement as well as facilitating the development agenda of a country. Poor service delivery often leads to citizenry dissatisfaction with the governance processes and denies crucial services to the most need population. Citizenry dissatisfaction in overall may lead to civil strife as the populace seek other alternatives of acquiring those important public goods. To mitigate this situation, the study therefore sought to investigate the factors influencing implementation of RRA focussing on the Immigration services department in Kenya. The research sought to explore various factors that influence implementation of RRA with the objective of determining how ICT infrastructure influences implementation of rapid results approach at the department of immigrations services in Kenya; how transformative leadership influences implementation of rapid results approach at the department of immigrations services in Kenya; how human resource management influences implementation of rapid results approach at the department of immigrations services in Kenya and examining how organizational culture influences implementation of rapid results approach at the Department of Immigration Services in Kenya. This study employed a descriptive survey research design since the researcher sought to collect data from respondents from the Department of Immigration Services. The data was used to bring out key features of rapid results approach at the Department of Immigration Services in Kenya. Descriptive survey ensured that information deduced from the collected data is used to describe the existing phenomenon. Through convenience sampling the target population for this study was 40 respondents consisting of seven senior directors assistant, 13 mid-level managers and 20 operations officers. Questionnaires used to collect data from the targeted managers and staff. The questionnaire had four sections and consisted of open-ended and closed ended questions. All questionnaires were checked for data quality before data was analysed. It further involved editing of data which ensured that the collected raw data was free from errors and omissions and where detected, corrections were made. Data separation involved arranging data in groups or classes on the basis of similarities. Tabulation of the data was made using the frequency distribution tables and descriptive statistics was used to analyse data. Frequencies, percentages and mean, were used to analyse data from the questionnaires. The study noted a high influence of ICT infrastructure on the implementation of RRA with 100% respondents indicating existence of various ICT platforms in the Department towards service delivery. In relation to organizational culture the study noted that all staff had feedback sessions relating to rapid results delivery as well regular knowledge sharing opportunities represented by 78% of the respondents This is also the case in relation to goal orientation as well as setting with 72% of the respondents having acknowledged being involved in these critical processes related to organizational culture The research study found that ICT infrastructure, transformative leadership, human resources management policies as well as organizational culture influence the implementation of rapid results approach. Transformative leadership as well as human resource management have higher percentages of negative influence towards implementation of rapid results approach in this study. The four independent variables reveal a high influence on the dependent variable as well as exhibiting a relationship between them. The research study proposes a thorough need to look at the human resource management policy within the Department and government to create room for an avenue for individual goal development which is shared between the staff and their supervisors. The study recommended an assessment of areas that would promote motivation among managers at the Department of Immigration Services. Further it recommended having a clear process of rapid results goal orientation at all levels within the department of immigrations and within the different clusters of managers operationalizing these goals.