Assessment of implementation level of County Integrated Development Plan (CIDP) in Kisii County Government, Kenya
Keywords:
employee, organizational structure, organization, performance, succession
Abstract
The Constitution of Kenya (2010) has pointed out that devolution is geared towards bringing service delivery closer to the people. However, like all new systems of governance, devolution in Kenya has been marred with a myriad of challenges that has seen a huge outcry over the management of county governments, and Kisii County County Government is no exception. This study was intended to reveals factors affecting the implementation of county integrated plan in Kisii County. The purpose of the study was to carry out an assessment of the challenges that affect implementation of County Integrated Development Plans in Kisii County. The study was based on Resource-Based View Theory. The study was based on the randomized cross-sectional survey design, which the researcher adopts in this study, was associated with exploratory and descriptive studies and aimed at examining several groups of people at one point in time. The study targeted 1500 civil servants who involved, 1470 lower cadre civil servants (LCE)., 10 County Executive Committee Members, 15 County Chief Officers who report to CECs and 33 directorates of the respective functional sections or departments of the Kisii County Government. This yielded a sample size of 179 respondents. The sample size was determined by Magnani, (1997) formula. The researcher adopted questionnaire, interview schedule and a document analysis checklist as appropriate instruments for the study. A self-administered questionnaire containing open-ended and closed questions was used to obtain primary data. The study established that the implementation of CIDP was poor; there was no sufficient allocation of resources and the little received resources were not aligned with strategies. The study established that the county did not have competent and qualified employees and it did not have advanced ICT to support attainment of its objectives. The County did not enhance team work and mentorship leading to wastage of money because of inefficiency or inflexibility. Time was also wasted because of bureaucracy or inflexibility leading to poor performance. Correlation analysis revealed that finances, human resource, good leadership and organization culture positively and significantly influence the implementation of CIDP.
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References
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formation at middle management levels: Evidence from a UK organization. Strategic Management Journal, 23, 1019-31.
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Zimbabwe's State-Owned Enterprises. International Journal of Business and Social Science, 3(5), 161- 271.
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banks in Kenya. Unpublished PhD Thesis, University ofNairobi.
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andInnovationPerformance,InYouthEnterprisesinKenya,InternationalJournal of Scientific and Research Publications, 6 (3),307-314.
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Strategic Plans in the Municipal Council of Machakos, Kenya; International Journal ofArt & Humanity Science (IJAHS), 2 (3),11-21.
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AffectingEffectiveStrategyImplementationinManufacturingIndustryinNakuru County Kenya: A Case Study of Bidco Oil Refineries Limited; International Journal of Science and Research (IJSR), 3(10),23-32.
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Small and Medium-Sized Enterprises’ Growth in Kenya, Unpublished PhD Thesis, Kenyatta University.
Mutuku, C. M. (2012). Factors influencing relationship between top management team
diversity and performance of commercial banks in Kenya, Unpublished PhD Thesis, University of Nairobi.
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Public Service Reform: Example from Five African Countries. African Development, 27(3&4), 48-75.
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Nutritional Status in Uganda. Unpublished PhD Thesis, University of Nairobi
Ng’ang’a, W. J., & Ombui, K. (2013). Factors Influencing Implementation of Strategic
PlansinPublicSecondarySchoolsinLariDistrict,KiambuCounty; International Journal of Science and Research (IJSR), 2 (11),2319-7064.
Nkosi,S.M.(2015).FactorsAffectingStrategyImplementation:ACaseStudyofaLocal
Municipality in Mpumalanga Province, South Africa, European Journal of Business and Management, 7 (36), 2015 -2064.
Okioga, C. K. (2012). Strategies Which Are Key to the Success of the Corporate
Institution in Kenya. A Case of Selected Corporate Institutions in Kenya. European Journal of Business and Management, 4 (15), 31-43.
Ologbo, A. C., Oluwatosin, O. S., & Kwakye, E. O. (2012). Strategic Management
Theories and the Linkage with Firm’s Competitive Advantage form the Human Resource Based View. International Journal of Research in Management and Technology, 2(4), 367-376.
Poister, T. H., Edwards, H. L., Pasha, O. Q., & Edwards, J. (2013). Strategy
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Prenestini, A., & Lega, F. (2013). Do senior management cultures affect performance?
Evidence from Italian public healthcare organizations. Journal of Healthcare Management, 58(5), 336-351.
Pritchett, L. (2013). The World Bank and public sector management: what next?
International Review of Administrative Sciences, 79(3), 413 - 420.
Rajasekar, J. (2014). Factors Affecting Effective Strategy Implementation in a Service
Industry:AStudyofElectricityDistributionCompaniesintheSultanateofOman. International Journal of Business and Social Science, 9(1),5-18.
Robinson, M. (2015). From old public administration to the new public service:
implications for public sector reform in developing countries. United Nations Development Programme, Singapore, Global Centre for Public Service Excellence.
Saunders, M., Lewis, P., & Thornhill, A. (2012). Research Methods for Business Students,
(6th Ed), Pearson Education Limited, Edinburgh Gate, Harlow.
Schaap, J. I. (2012). Toward strategy implementation success: An empirical study of the
role of senior-level leaders in the Nevada gaming industry. UNLV Gaming Research & Review Journal, 10(2), 2.
Schaap, J. I. (2012). Strategy implementations: Can organizations attain outstanding
performance? Strategic Management Review, 6(1), 98-121.
Schneider, B., & Barbera, K. M. (2014). Oxford handbook of organizational climate
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Published
2020-12-01
How to Cite
Onderi Amos Begi, & Dr. Simon Nyakwara. (2020). Assessment of implementation level of County Integrated Development Plan (CIDP) in Kisii County Government, Kenya. IJRDO - Journal of Social Science and Humanities Research, 5(11), 57-75. https://doi.org/10.53555/sshr.v5i11.3974
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