The effects of performance contracts on employees: A case of Kenya Institute of Education
Mburai, Beth W
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The performance of the public service in Kenya has been perceived as wanting since independence. The Kenya government has tried to resolve this problem through implementation of performance contracts (PCs). In countries where PCs have been implemented, implementing nations have attested to their success in improving employee performance, autonomy of government agencies, transparency and accountability (Ammons 2002), development of legal framework, creation of performance related bodies (PCSC2005), and dialogue between governments and their agencies (Shirley & Xu 1997). It therefore became necessary to assess the effects of performance contracts on employees at the Kenya Institute of Education, which is a semi autonomous government agency under the ministry of education. An ex-post facto research design was used. Forty two curriculum developers at KIE who had been under performance contract since 2006 to the time of the study constituted the respondents. The study revealed that performance contracting has improved the performance of core activities by curriculum developers at the institute. Despite the improvements in performance, the study also revealed that there are various performance related challenges that need to be addressed. These include need for training on performance improvement, team building, provision of adequate performance related resources and incentives. These findings are important as they may aid the KIE management to understand the effects of performance contracts on employees. This may guide the institute in performance management process to improve the employee’s performance. It will also help policy makers in design of guidelines that promote desired corporate governance practices by providing an insight into the effects of the current performance contracts in KIE.