MANAGERIAL DIVERSITY AND IMPLEMENTATION OF PERFORMANCE CONTRACTING STRATEGY AMONG SELECTED COUNTY GOVERNMENTS OF KENYA
MANAGERIAL DIVERSITY AND IMPLEMENTATION OF PERFORMANCE CONTRACTING STRATEGY AMONG SELECTED COUNTY GOVERNMENTS OF KENYA
Masetu Daniel Mishael
School of Business and Economics, Kenya Methodist University, Kenya
Nzili James Mbebe
School of Business and Economics, Kenya Methodist University, Kenya
Dr. Nzioki Susan Chelagat
School of Business and Economics, Kenya Methodist University, Kenya
ABSTRACT
Successful strategy implementation requires management involvement that has the resources and authority for its enforcement. The purpose of this study was to establish the effect of managerial diversity on implementation of performance contracting strategy among selected county governments of Kenya. The study was anchored on the upper echelons theory. A descriptive survey research design was applied in this study. The target population was 963 management staff in selected county government who were hugely involved in implementation of performance contracting strategies. These were drawn from the 3 best performing counties (Makueni County, Kakamega County and Kericho County) and3 worst performing counties (Busia County, Wajir County and Samburu County). A sample population of 126 respondents was selected using stratified random sampling. Primary data was obtained using self-administered questionnaires. The researcher analyzed the quantitative data using descriptive was used for data that is qualitative nature or aspect of the data collected from the open-ended questions. Regression analysis was used to establish the relations between the independent and dependent variables. The study found that diverse expertise; neuroticism; and increased creativity affect implementation of performance contracting strategy among selected county governments of Kenya to a great extent. The study concluded that managerial diversity (r=0.653, p=0.000) had a strong, positive and significant effect on implementation of performance contracting strategy among selected county governments of Kenya. The study recommends that the county governments’ leadership to put in place mechanisms for rewarding high performers whose target achievement is above expectation and reprimand those employees whose performance is below expectation. The study also recommends that socially diverse teams are typically required to develop more expertise and effective behaviors in conflict diversity management, concentrating on eliminating prejudice and enhancing the efficacy of multicultural organisations by modifying their procedures, culture and environment.
