INFLUENCE OF TARGET SETTING ON THE PERFORMANCE OF TECHNICAL TRAINING INSTITUTES IN MERU COUNTY, KENYA

Fridah Ngugi Gichuru, Wilson Muema, Abel Moguche

Abstract


Target setting has over the years become a very crucial part of Human Resource Management in organizations and its benefits all over the world cannot be over-emphasized. It is an integrative process involving objective evaluation of employee’s competencies, contributions, improvement opportunities, and potential for future growth in line with organizational objectives. In Kenya, technical training institutes have started carrying out target settings to their employees with the aim of measuring institutional performance from January 2016 as per the requirements of Teacher’s Service Commission to enhance performance of the technical training institutes. The study objective was to establish the influence of target setting on the performance of Technical Training Institutes in Meru County. This study was carried out in the four technical training institutes in Meru County. These are Meru National Polytechnic, Nkabune TTI, Kiirua TTI and Mukiria TTI. All the management employees of the technical training institutes were used as the respondents. There was 74 respondents’ management staff from the 4 technical training institutes in Meru County. It was found that employees are involved in setting targets by their supervisors while a few are not involved in target setting by their supervisors. It is also evident that targets set are not always achievable which affects employees’ performance. It is also evident that employees are never given allowance to negotiate targets with their supervisors which negatively affect their performance. The study recommended that the technical institute management should ensure that the target setting process is fair and inclusive of employees’ views in order to ensure that employees own those targets and strive to achieve them for the benefit of organization performance.

JEL: I21, I23, I25

Article visualizations:

Hit counter

DOI

Keywords


influence, target setting, performance, technical training institutes

References


Akaranga, S. (2008). Employee Appraisal, Advisory, Conciliation and Arbitration Service. London.

Alexander, F. (2010). Merit pay, performance appraisal, and individual motivation: an analysis and alternative. Human Resource Management, Vol. 37.

Allio, W. (2010). Survey of Teachers Perception of Performance Appraisal Practices in Public Secondary Schools in Nakuru District. Unpublished MBA project, University of Nairobi.

Bantel, D. (2009). New directions in performance management in Bach, S. (Eds). Managing Human Resources: Personnel Management in Transition, Blackwell, Oxford.

CAPAM, (2010). Managing Human Resources: A Comprehensive Guide to Theory and Practice. Blackwell, Oxford.

Chimhanzi (2009). Managing Performance: Performance Management in Action. Chartered Institute of Personnel and Development, London.

Conger, N. (2009). Individual performance based compensation in Korean companies: in the context of Commitment HR bundles. A paper presented at the Academy conference. Washington, DC.

Dandira, D. (2011). Effects of externally mediated rewards on intrinsic motivation. Journal of Personality and Social Psychology, Vol. 18

Drucker, P. (2009). Distributive justice and organizational commitment revisited: moderation by layoff in the case of Korean employees”, Human Resource Management

Edwin Locke (1968). Due process metaphor for performance appraisal in Staw, B.M., Cummings, L. L. (Eds),Research in Organizational Behavior, JAI Press, Greenwich, CT, Vol. 14.

Gakure, J. (2013). Performance Appraisal Practices Among Mass Media Houses In Kenya. Unpublished MBA project, University of Nairobi.

Ghorpade, N. (2010). Creating performance management systems that promote perceptions of fairness Performance Appraisal: State of the Art in Practice. Jossey-Bass, San Francisco, CA.

Govindarajan, H. (2010). Analysis of performance appraisal practices in the public sector: a review and Recommendations. Public Personnel Management Journal, Vol. 12.

Graham, B. (2010). Performance appraisal and management. An Experiential Approach, Irwin/McGraw-Hill, Burr Ridge, IL

Hatry, C. (2011). International Symposium of the International Personnel Management Association. Public Personnel Management, Vol. 29 No.3,

Hilmer, S. (2011). Performance measurement in the Flemish public sector; a supply and demand approach. (Unpublished PhD thesis) Catholic University, Leuven.

Hrebiniak, D. (2011). Paradoxes of Improving Performance Management (system) in public Administration. Retrieved from http://www.eipa.eu.

Kaplan and Norton (1996). The Balanced Scorecard: Historical Development and Context. Foundations of Management; Anderson University.

Kibera, P. (2008). Performance Management and Contracting. Kenyan Perspective, Jitegemea Press, Nairobi Kenya.

Kimani, D. (2015). Historical Perspective of the Performance Contracting in Kenya.

Kimberly, S. (2013). Innovations and best practices in public sector reforms: The case of Civil Service in Ghana, Kenya, Nigeria and South Africa

Kumar. G. (2008). Effect of performance contract on organizational performance; The case study of Kenya’s ministry of education. International Journal of Management and Business Studies, Issue No. 3.

Latham and Locke (2008). Current legal issues in performance appraisal. San Francisco, CA,

Mauborgne, A. (2010). Employee appraisal. A Comprehensive Guide to Theory and Practice. Britain, Blackwell Publishers Ltd, Oxford.

Metezenbaum, K. (2009). Lessons learned: research implications for performance appraisal and management practice. State of the Art in Practice, Jossey-Bass, San Francisco.

Morgan and Hunt (1994). The Role of Work Context in Work Motivation: A Public Sector Application of Goal and Social Theories.’’ Journal of Public Administration Theory and Research.

Moy, W. (2011). Report on adoption and use of performance management systems including performance measurement, monitoring and evaluation in Africa. Conference of African Ministers of Public Service

Moyeen, W. and Huq, J. (2001). Employee development: An organizational justice perspective. Journal of Personnel Review, 33.

Muraya, J. (2011). How to Evaluate Performance of Government Agency: A manual for Practitioners. World Bank.

Mwaura. H. (2012), Analysis of the factors that influence implementation of performance contracting in state corporations; A case of Kenya Civil Aviation Authority. (Not published, master’s thesis) Jomo Kenyatta University

Mwirigi, P. (2014). Implementation of performance contracting in Kenya. International Public Management Review Vol 10 Issue 2.

Ncebere, T. (2010). Performance Contracting: Lessons from Performance Contracting Case Studies: A Framework for Performance Contracting, (PUMA/PAC [99]2).

Nellis, F. (1995). The dilemma of performance appraisal. Journal of Measuring Business Excellence, 13 (4)

Nigro and Nigro, (2009). Public Service Reform in Eastern and Southern Africa: Issues and Challenges.

Omboi, B.(2011). Effect of Performance Appraisal Systems on Employees in Kenya Tea Development Agency: A Survey of Selected Tea Factories in Meru County-Kenya. Research Journal of Finance and Accounting, Vol. 2

Odera. R. (2012). Reinventing Government: How the Entrepreneurial Spirit Is Transforming the Public Sector. New York: Penguin.

OECD, (2013). Efficiency, Accountability and Implementation, Public Sector Reforming East and Southern Africa’, Democracy, Governance and Human Rights Programme Paper, Number 3, UNRISD. Geneva.

Ontario, G. (2011). Transferring New Public Management to Developing Countries: The Case of Civil Service Reforms in Kenya’. M. A. (Econ) Dissertation, IDPM Manchester.

Palmer, C. (2009). Human resources management system integration and adaptation in multinational firm. Advances in International Comparative Management, Vol. 8

Robert S. Kaplan & David P. Norton (1995). Rater leniency and performance appraisal Discomfort. Educational and Psychological Measurement, Vol. 53

Roger, K (2014). Performance evaluation in small and medium police departments: a supervisory Perspective. American Journal of Police, Vol. 5

Sami, T. (2011). Factors affecting Implementation of Performance Related Pay: A case of Kenya Revenue Authority. International of Management Technology.

Schaap, I. (2008) Performance appraisal effectiveness: A matter of perspective. Advanced Management Journal.

Seijts, E. and Crim, N. (2008). Pay and rewards in public services: fairness and equity. Palgrave Macmillan, Basingstoke.

Shirley, M. (2013). Effectiveness of Performance Contracting in Public Institutions. A case Study of the Provincial General Hospital. International Journal of Science and Research.

Singh, B. (2011). Public Sector Motivation: Review of the Current Literature. Journal of Public Administration

Singh, B. (2014). Public Sector Motivation: Review of the Current Literature and a Revised Conceptual Model. Journal of Public Administration

Solomon & Nicholas (2006). Enabling State and the role of the Public Service in Wealth Creation: Problems and Strategies for Development in Africa. The report of the 26th Roundtable Conference of the African Association for Public Administration and Management.

Sundaram, N (2008). Mechanisms Governing Organizational Performance in Complex Decision-making Environments. Organizational Behavior and Human Decision Processes.

Sweeney, A. (2010). The Effect of a Coach’s Regulatory Focus and an Employee’s Implicit Person Theory on Employee Performance in an Islamic and a Judeo. Unpublished Manuscript

Government of Kenya. (2005). Kenya education sector support programme 2005-2010: Delivery of quality education and training to all Kenyans. Nairobi: Government Printer.

Gime ́nez, V., Prior, D. and Thieme, C. (2007). Technical Efficiency, Managerial Efficiency and Objective Setting in the Educational system. Journal of the Operational Research Society, 58, 996– 1007.

Walther, R. (2006). The Financing and Costs of TVSD -The Case of Africa Third International Congress on TVET Shanghai 13 16 May 2012


Refbacks

  • There are currently no refbacks.


Copyright (c) 2018 Fridah Ngugi Gichuru, Wilson Muema, Abel Moguche

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2015 - 2018. European Journal of Economic and Financial Research (ISSN 2501-9430) is a registered trademark of Open Access Publishing GroupAll rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.