ROLE OF STRATEGIC LEADERSHIP IN THE PERFORMANCE OF PUBLIC SERVICE COMMISSION OF KENYA

Sharon Njeri Hinga, Nicholas Letting

Abstract


Since the promulgation of the Kenya constitution year 2010, in Kenya, Public Service Commission was reconstituted with expansive mandate and a lean membership as well as a wider scope of responsibility. However, despite vetting of leaders by the Kenya Public Service Commission, public institutions have lost billions of money due to corruption, with the recent scandals including the NYS scandal and Afya House Scandal. The general objective of the study was to investigate the role of strategic leadership in the performance. The specific objectives were to determine the effect of strategic direction on performance; establish the effect of human capital development on performance; ascertain the effect of emphasis on ethical practices on performance; and find out the effect of strategic organizational control on performance. The study adopted a descriptive research design. The target population was all the 118 staff. Since the sample size was low, this was a census study and hence the whole population was involved. During this study, secondary and primary data were used. Secondary data was retrieved from the annual reports. Semi-structured questionnaire was administered to respondents with the intent of collecting of primary data. The semi-structure questions were used for generation of qualitative and quantitative data. The analysis of qualitative data involved the use of thematic analysis and the final outcomes were presented in a prose form. Statistical software (SPSS version 21) was used for analysis of quantitative data; it entailed inferential and descriptive statistics. The final result was presented in Figures (pie chart and bar charts) and Tables. Inferential statistic was used to establish the existing association between dependent and independent variable. The study found that strategic direction has a significant effect on the performance of public institutions. In addition, the study established that human capital development had no significant influence on the performance of public institutions. Moreover, the study found that emphasis on ethical practices had a significant influence on the performance of public institutions. Furthermore, the study revealed that strategic organizational control had no significant influence on the performance of public institutions. The study recommends that public institutions should ensure frequent review of their mission, vision as well as goals and objectives to match the changing public needs and external environment. In addition, the management at the public service commission should focus on developing the competency of their staffs through provision of continuous free training and education programmes and carrying out seminars so as to improve on the performance of public institutions. Also, the organization’s management should put more emphasis on the employee coaching and mentoring as it plays a major role in improving their skills. Further, the management at the public service commission should come up with more stringent policies to enhance transparency and accountability in the use of public funds. In addition, the government of Kenya should develop more stringent policies to reduce corruption in public institutions.


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