Performance Management System and Accountability in The Kenyan Parliament
DOI:
https://doi.org/10.53819/81018102t7029Abstract
This study aimed to evaluate the performance management system and its impact on accountability in the Kenyan Parliament. The specific objectives were to assess the effects of management support, feedback mechanisms, goal alignment, and system agility on accountability. Using goal-setting theory, supported by institutional and resource dependence theories, the study sampled 230 respondents from a target population of 544, gathering data through questionnaires. A pilot test was conducted with ten participants from the Nairobi City County Assembly. Data was analyzed using SPSS, with results presented in tables and figures. The findings revealed that management support had the greatest impact on accountability, followed by goal alignment and feedback mechanisms, with system agility having the least effect. This study concludes that the performance management system significantly impacts accountability in the Kenyan Parliament, with management support being the most influential factor, followed by goal alignment and feedback mechanisms. System agility had the least effect. The study recommends that the PSC strengthen performance management and align institutional policies with strategic objectives. It also suggests increasing the use of feedback mechanisms to improve communication and service delivery. Further research is advised to explore accountability in other public institutions and county governments.
Keywords: Performance Management System, Accountability, Kenyan Parliament, Feedback Mechanisms, Goal Alignment
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