In pursuit of performance‐oriented civil service reforms (CSRs): a Kenyan perspective

Abstract

Purpose -The paper aims to explore the implementation of performance-oriented civil service reforms (CSRs) in Kenya, noting hurdles and opportunities for improvement and to suggest a robust model to imbed a performance-oriented reforms culture.Design/methodology/approach -The article is informed by a review of the literature on civil service reforms and applications of performance measurements in civil service reforms in Africa in general and specifically in Kenya. Current performance-oriented reforms/practices and challenges are documented, obstacles/gaps to effective implementation identified, opportunities for improvement isolated and a robust model to inculcate a performance-oriented culture suggested for application.Findings -While noticeable progress has been made in implementation of CSRs in Kenya, there evidently remain obstacles in the implementation of performance-oriented civil service reforms. Civil service reforms ought to revolve around performance measurements; rewarding good performance and realigning resources to support desired changes, while simultaneously stimulating competition amongst public entities so as to support superior public service delivery.Originality/value -The paper provides a succinct account of the state of civil service reforms in Kenya and particularly the drive towards performance-oriented reforms. It suggests a holistic approach to engraining a performance-oriented culture.

Performance Monitoring and Evaluation in Botswana’s Public Service: Achievements and Challenges

“…For example, the performance management frameworks and other reforms were adopted from countries such as USA (balanced score card), United Kingdom and Australia (PMS), New Zealand (contract employment of Permanent Secretaries) and Singapore (work improvement teams) (Halachmi, 2002;Zoe & McGurie, 2004;Hawk, 2012). Other countries in Asia such as Malaysia (Siddiquee, 2010) and Africa adopted and benchmarked their reforms for example Kenya (Marwa &Zairi, 2009), andEritrea (Ghebregiorgis &Karsten, 2007).…”

Dynamic Capabilities Affecting the Functioning of E-Administration in Polish Public Admistration Entities

“…In some of the papers, researchers applied a single-dimension measure (Petter and McLean, 2009) that does not consider the complexity of the services' provision process (Marwa and Zairi, 2009). Therefore, further studies focused on developing e-administration effects' measures, especially with an approach encompassing the multi-dimensional nature of these effects, are required.…”

Managing the Public Sector in Kenya: Reform and Transformation for Improved Performance

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