| dc.description.abstract | The study sought to analyse the effects of government policy on
performance planning for the implementation of performance contracting
in government ministries in Kenya. A mixed-method type of design was
adopted. Stratified sampling was used to sample four government
ministries. In sampling staff to be interviewed, top and middle-level
management totalling 831 were identified. Thirty per cent of the 831 (249
staff members) were considered tobe representativeenough for the study.
The study adopted descriptive and inferential statistics. The study used
ANOVA, regression analysis, and correlation to analyse the relationship
between variables. The study finding observed that there was a strong
correlation coefficient of 0.866 at p-value of 0.035 between government
policy and performance planning, which implied that employees'
performance planning is significant in the implementation of performance
contracting; a unit standard deviation increase in effective training and
development was likely to increase the standard deviation of performance
monitoring by 0.096 on implementation of performance contracting; a unit
standard deviation increase in top management commitment was likely to
increase the standard deviation of performance reporting on performance
implementation by 0.337. The study concludes that government policies
have an effect on performance contracting in government ministries in
Kenya. Further, the conclusion was that government policy has minimally
addressed issues of training and development. Therefore, it is
recommended that transfer of training be included in the next reviews of
the government policy and specifically addressed in the workplace that
often affect the impact oftraining and development | en_US |
