Drivers of Gender Imbalance in the Senior Management of the Parliamentary Service Commission of Kenya

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dc.contributor.authorMusili, Fiona
dc.date.accessioned2024-02-21T13:41:41Z
dc.date.available2024-02-21T13:41:41Z
dc.date.issued2024-02
dc.descriptionArticleen_US
dc.description.abstractPurpose: There have been several studies focussing on gender imbalance among the political leadership in Kenya and the internal workings of the Parliament of Kenya, however, minimal attention has been given to the leadership of the PSC employees. The objectives of this study were to analyse the extent to which promotion criteria, organizational politics, and corporate norms drive gender imbalance in the senior management of PSC. Materials and Methods: A descriptive research design guided the study. The research adopted the Skills theory of Leadership and the African Feminism theory. The study population was the permanent and pensionable employees of the PSC. Interviews and a structured questionnaire were used to collect the data efficiently and effectively. The study applied both descriptive and inferential analysis. Findings: The study concluded that practices entrenched in the overall organization politics, corporate norms and promotion criteria do significantly influence gender imbalance at the PSC. Individually, the study found out that only promotion criteria had a significant effect on the gender imbalance at the PSC. Specifically, supporting inclusive promotion criteria will help in reducing gender imbalance at the workplace as it will foster better gender representation in positions of senior management. The study found out that organization politics and corporate norms have an insignificant effect on gender imbalance at the PSC. Implications to Theory, Practice and Policy: The study, therefore, recommended that supporting inclusive promotion criteria will help in reducing gender imbalance at the PSC as it will foster better gender representation in positions of senior management. Further, the PSC should consider using affirmative action in the selection of their senior management to achieve the two-thirds gender principle. Another recommendation is that the PSC needs to implement and enforce a gender policy, as provided for in its Strategic Plan. This policy needs to be well communicated and disseminated to all employees. The study recognizes the importance of mentorship and coaching programs in shaping women’s views and perceptions of leadership and in building their confidence.en_US
dc.identifier.citationMusili, F. . (2024). Drivers of Gender Imbalance in the Senior Management of the Parliamentary Service Commission of Kenya. American Journal of Public Policy and Administration, 9(1), 27 - 39. https://doi.org/10.47672/ajppa.1771en_US
dc.identifier.urihttps://doi.org/10.47672/ajppa.1771
dc.identifier.urihttps://ir-library.ku.ac.ke/handle/123456789/27674
dc.language.isoenen_US
dc.publisherAJPOen_US
dc.subjectGender Imbalanceen_US
dc.subjectOrganizational Politicsen_US
dc.subjectPromotion Criteriaen_US
dc.subjectCorporate Normsen_US
dc.titleDrivers of Gender Imbalance in the Senior Management of the Parliamentary Service Commission of Kenyaen_US
dc.typeArticleen_US
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