Factors affecting the implementation of performance management programmes at the Kenya Police Service head quarters

Abstract

Performance measurement is often taken to be fundamental to delivery of improved services as part of New Public Management. Emphasis on performance management for delivery of results is undoubtedly influenced by the basic assumption of performance management which lies in its professed ability to unite the attention of institution members on a common objective and galvanize them towards the attainment of this objective (Balogun, 2003). The Economic Recovery Strategy was launched in 2004, in the same year the Government introduced Results Based Management (RBM) in the Public Service as a deliberate policy in order to improve performance, service delivery and governance (GOK, 2005). Police service is one of the most high profile activities provided by government. It accounts for a large percentage of local budgets and citizens typically place high values on police services. However the level of success in the performance management in the Police Service remains under serious challenge. The study sought to determine the causes of dismal performance despite huge financial allocation provided to the department. A descriptive survey research design was adopted. Data was collected through questionnaires and interview methods. The focus of study was the Police Headquarters with a population of 1371 consisting of police constables Corporals, Sergeants, Senior Sergeants, Inspectors, Chief Inspectors, Superintendents of police, senior Superintendents of police, Assistant Commissioner of Police, and Senior Assistant Commissioner of Police. Stratified random sampling techniques was used to target population into top, middle, and lower level cadres. The response from the study established that the levels of performance management programmes implementation at the Kenya Police Service was affected by management support(51 % ),employee empowerment (56% ),performance communication and feedback (64%) and corporate culture (49%).The following recommendations were made: proper communication between the top officers and subordinate officers, incorporation of subordinates comments on the performance management programmes and a mechanism to enable officers contribute anonymously on performance management: regular training of the officers, refresher courses for officers to update them on any emerging issues in the area of operation and subordinates being given the power to make decisions through mechanisms such as promotions: openness in the communication,: the culture should be communicated to new recruits and awareness of the culture should also be disseminated within the police force.