Management of strategic change in the implementation of performance contracting in the Ministry of Agriculture within Nairobi

Author: Magu, John Kinyanjui

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2011

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Ministry of Agriculture (Kenya) ; Performance contracts ; Strategic management ; Organizational change ; Government agencies ;

Pages: 55

Advisors: Vincent Machuki

Abstract:

The research was designed to investigate the management of strategic change in the implementation of performance contracting in the Ministry of Agriculture, Nairobi. The study sought to achieve two objectives. The first objective was to identify the levers of change employed by the ministry of Agriculture in the implementation of performance contracting, while the second was to identify the challenges faced in the strategic change process. To achieve these objectives the study adopted a case study research design. It used primary data which was collected using interview guide administered on face to face to eleven key staff in the Ministry of Agriculture within Nairobi Province. These included; Provincial Monitoring and Evaluation officer, five District Agriculture officers and five Divisional Agriculture Extension officers. These are the officers in charge of implementation of the performance contracting at the Province, District and Divisional levels. The findings of the study showed that the Ministry of Agriculture has employed several change levers. This has enabled the institution to make impressive strides in the implementation of performance contracting. The levers facilitate the institution in embracing change required in the implementation of performance contracting. The major ones include; communication, sensitization training, motivation, regular meetings, and support by the leadership. These levers are employed at all levels in the Ministry. The study also established that the Ministry faced challenges in managing the change during the implementation of performance contracting. Key among those that the study established include; limited resources, delay of funds, lack of appropriate mindset, parochial self interest and in built culture of resistance among the staff. Generally it was observed that the Ministry of Agriculture has made tremendous efforts in the management of strategic change through the use of change levers in order to facilitate performance contracting. However better performance may be achieved through addressing the challenges faced in managing change.