ASSESSMENT OF PERFORMANCE CONTRACTING IN PUBLIC TEACHERS’ TRAINING COLLEGES IN KENYA

Abstract

The aim of this study was to assess the effect of performance contracting as a new tool of management in teacher training colleges in Kiambu County, with special focus on Thogoto Teachers Training College. A mixed research design involving descriptive survey and case study was used to examine the effectiveness of performance contracts in Thogoto Teachers Training College. The target population for this study included the teaching and non-teaching staffs and students. Stratified sampling was also used to sample the employees of Thogoto Teachers Training College. Students were chosen through simple random sampling whereby 100 students were selected to participate in the study. Data was collected mainly by use of questionnaires and interview guides. The research instruments were reviewed for reliability by various groups of people who include the researcher’s peers, and supervisors at the Catholic University of Eastern Africa. Data was analyzed using Statistical Package for Social Sciences (SPSS) version 20. Frequency tables, cross tabulations, charts and graphs were used to summarize and presented the findings. The findings of the study showed that: Performance contracting as a mandatory requirement has been adopted by Thogoto Teachers Training College to a fairly moderate extent and had a positive impact on service delivery. However it also limits employee creativity and innovation as they have to operate within defined limits. Performance contracting enhances on employee job satisfaction at Thogoto Teachers Training College especially when they meet the requirements of performance contracting. The challenges the institution faced were employees resistant to change, poor communication on expected results and lack of cooperation among the staffs. Based on the findings, the researcher recommends that there should be improvement in communication, creation of employees awareness; those employees who perform excellently should be rewarded; the institution should set goals that are realistic and achievable for employees; employees should be involved in setting performance targets and lastly the institution should increase funding.