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James Musyoki Kilonzi,

Master of Science in Public Policy Analysis,

Jomo Kenyatta University of Agriculture and Technology

P.O.BOX 10903 -00100 Nairobi, Kenya

Email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it , mobile number 0722592560




Dr. Kalundu Kimanzi,

CPA (K), PhD. Lecturer,

Jomo Kenyatta University of Agriculture and Technology



CITATION: Kilonzi, J., M. & Kimanzi, K. (2021) Factors Affecting Implementation of Performance Based Management in The Public Sector in Kenya. International Journal of Strategic Management. Vol. 10 (4) pp 1 – 17.




The government of Kenya formulated strategies to guide the implementation of the development goals and objectives identified. This led to the formulation of the Economic Recovery Strategy for Wealth and Employment Creation (ERS) 2003-2007, Vision 2030 and the first Medium Term Plan 2008-2012. To enhance the implementation of the strategies identified the government initiated the Performance Based Management (PBM) system and performance contracting for public sector as a tool of the PBM. The strategic plans and the PBM have revolutionized the governments operations. Since the initiation, studies show that efficiency and effectiveness in service delivery in the public sector has not been realized. There has never been a significant change in the way public sector is run in Kenya even as performance management has been in place for a reasonably long time. The study focused on leadership, formulation process and the stakeholders. The sample size from a target population of 198 elements was 131 respondents at the management level of 12 state corporations in the Ministry Transport, Infrastructure, and Housing and Urban Development. The study employed descriptive research design and the data was collected using questionnaire and analyzed using descriptive and inferential statistics. The findings are in form of figures, tables and graphs.  This will provide a relationship between the implementation of the performance management and variables identified. This paper seeks to analyze factors affecting implementation of performance based management in the public sector in Kenya. The study results showed that stakeholders’ influence has an effect on implementation of performance based management. It was evident that the stakeholders of an organization contribute to the implementation of a performance based management in the organization. They have a significant role to play in the implementation of a performance based management system in the organization. Any other study should be specific to certain sector of the public sector because the interests of the stakeholders are different. The factors affecting the implementation of performance based management may differ from one sector to the other.


KEY WORDS, Performance management, implementation process, organizational leadership, stakeholders’ involvement.



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