| dc.description.abstract | Performance contracting implementation is a means of achieving a freely negotiated performance agreement between government, organization and individuals on the targets set. Performance contracting system first originated in France in the late 1960's. It was later developed with a great deal of elaboration in Pakistan and Korea and thereafter introduced in India. It has been adopted in developing countries in Africa including Nigeria, Gambia, Ghana and now Kenya The purpose of this study was to investigate the influence of performance contracting implementation on employee performance in Busia county government headquarters, Kenya. The study was guided by four objectives, to establish the influence of performance appraisal system, motivated workforce, management participation and customer oriented attitude on employee performance. The theories captured in the study included agency, equity, happiness and success and goal setting theories which were highlightened as the guiding theories. The study also covered empirical studies which covered other scholars work. The study employed explanatory research design and the target population was 587. Stratified, simple random and purposive sampling were used to get samples from the subgroups within the population to arrive at a study sample size of285. To ensure reliability, the researcher carried out a pilot study and employed a test-retest technique to help identify areas of weakness for modification. Reliability coefficient was calculated by use of Cronbach's alpha and a value of 0.79 was obtained. Quantitative data was analyzed using descriptive statistics and inferential statistics was used to test relationships between the variables, data was then presented in the form of tables. Karl Pearson's coefficient of correlation was used to establish the relationships between the variables and regression analysis presented the influence of the independent variables on the• dependent variable. Motivated workforce had a significant influence on employee performance (~=.206; P<.05). Customer oriented attitude had a significant influence on employee performance (~=.240; P<.05). However, performance appraisal and management participation had no significant influence on employee performance. The independent variables explain 29% of variation in employee performance as indicated by R2 value of .290. The study concluded that though performance contracting implementation was efficiently implemented to achieve employee performance. It was still necessary that the county improves on its manner of managing performance appraisal and management participation. The recommendation was that they be embedded in county policy framework to enhance inclusivity and awareness, since both did not have significant influence on employee performance. The significance of the study was to enable strategic managers in the County and other firms identify areas of weaknesses for modification and enhance those where there was good performance. | en_US |