Performance Management Practice and Employee Commitment in Selected County Governments in Kenya

Abstract

Purpose: The main purpose of the study was to determine the effect of performance management practice on employee commitment in selected county governments in Kenya. The study was anchored on Goal Setting Theory.

Material/methods: The study adopted explanatory research design. Proportionate sampling was used to select five county governments out of the forty-seven county governments in Kenya. From a target population of 12,990 employees, a sample size of 384 respondents was selected through stratified sampling. A pilot test was conducted to minimize instrumentation errors, identify weaknesses in the research design, enhance the reliability of data collection, and assess the internal consistency of the data collection instrument.

Findings: Regression analysis showed that performance management practice had a positive and statistically significant effect on employee commitment in the selected county governments in Kenya.

Conclusion: The study concluded that performance management practice is vital in enhancing employee commitment in selected county governments in Kenya. Therefore, county governments should strengthen performance management systems by involving employees in setting objectives, carrying out regular evaluations, and making fair decisions based on individual performance.

Value: The study adds value to public sector human resource management by showing that effective performance management practices can improve employee commitment in county governments. The study also provides practical insights for county government management on the need to establish proper mechanisms for recognizing good performance in the workplace.