Performance Management Practice and Employee Performance in City County Governments in Kenya
DOI:
https://doi.org/10.47941/jbsm.4008Keywords:
Performance Management, System Design and Implementation, Performance Measurement, Results-oriented AppraisalAbstract
Purpose: The main objective of this study was to analyze the effect of Performance Management Practices on Employee Performance in the City County Governments in Kenya. The study focused on system design and implementation of performance management system, performance measurement and results-oriented appraisal. AMO (Ability, Motivation and Opportunity) Theory underpins this study.
Methodology: The study is a cross-sectional survey research design of a descriptive nature, using stratified simple random sampling technique. The target population was the four (4) City County Governments in Kenya with the target group being the 434 management employees across the top, middle and lower management levels in the City County Governments. The study sampled 261 respondents for the study by using the Yamane (1967) formula for calculation. Self-administered questionnaires collected primary data, while obtaining secondary data from all related documents. The study used both descriptive and inferential statistics for data analysis. T-statistics at 95% level of confidence, Pearson Moment Correlation with p-value <0.05> and Analysis of Variance (ANOVA) through F-test tested the hypothesis.
Findings: The findings reveal that the Performance Management Practices on its own explains 46.3% of the variance in employee performance in City County Governments in Kenya. Regression analysis results showed that there was a positive and statistically significant effect of performance management practice on employee performance with the regression coefficient of (β= 0.703, p< 0.05).
Unique Contribution to Theory, Practice and Theory
The study findings endorse the theoretical framework and strengthens the theory used to explain the variables. It also contributes to the theoretical literature by providing a basis through which the theoretical proposition used in the formulation of the research hypotheses is empirically tested. The study findings highlight the need of matching policy intentions to operational reality to avoid the disparities in implementation of Performance Management Practice. In practice, the study informs the HR professionals and practitioners on the importance of implementing a robust Performance Management Systems to improve employee performance and service delivery. The study contributes to knowledge and research by providing empirical evidence and a reference point for scholars.
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Copyright (c) 2026 Mary Ngima Wanjau, Prof. Roselyn W. Gakure, Dr. Victoria Wanambiro, Dr. Susan Naikuru
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