PERFORMANCE MANAGEMENT STRATEGIES AND EMPLOYEE PRODUCTIVITY IN THE MINISTRY OF WATER AND IRRIGATION IN NAIROBI CITY COUNTY, KENYA

Abstract

Purpose: The purpose of this study was to establish the effects of performance management strategies to employee productivity in the Ministry of Water and Irrigation in Nairobi City County, Kenya. Methodology: The study adopted a descriptive research design and Maslow’s hierarchy of needs, Herzberg’s two factors and expectancy theory for its theoretical framework. The target population was 200 employees drawn from middle level and lower level cadres in the Ministry of Water and Irrigation. A sample of 133 employees was issued with the questionnaires. Stratified and simple random sampling techniques were used to identify respondents. Primary data was collected using semi-structured questionnaires administered by the researcher. Descriptive statistic like mean, standard deviation frequencies, tables and charts were used to analyze quantitative data using Statistical Package for Social Sciences (SPSS), while open-ended questions were analyzed using content analysis. Results: The findings showed that performance management strategies affect employee productivity but at different levels. Remuneration is the leading factor that negatively influences employee productivity within the scope area. It was also noted that the promotion process affects the Ministry of Water and Irrigation negatively because it is not based on merit. However, both training and physical work environment facilitate improved productivity among the employees. This shows that performance management strategies positively and negatively affect the overall employee productivity in the Ministry of Water and Irrigation. Recommendations: The study recommends that, through the Public Service Commission and Salaries and Remuneration Commission, the government of Kenya introduce measures in areas of remuneration and training that will motivate workers in this ministry. Draft new guidelines for salary review based on the present living standards. The ministry should ensure that all workers are entitled to transport to and from work, mortgage facilities, and other benefits. All salaries be harmonized across the public sector. The promotion policies and guidelines that are already in place be followed when promoting employees. Adoption of a proper appraisal system and that all the promotions are based on merit but not influence, corruption or seniority. The Ministry takes note of the annual training plans and implementing them to the latter.

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