Assessment of the Effect of Devolution on The Performance of Employees at County Government of Marsabit, Kenya

Abstract

Devolution presents challenges in terms of coordination and collaboration between different levels of government, and in terms of capacity building at sub-national levels. Additionally, competition among counties can lead to a fragmentation of resources and a lack of cooperation, which can further decrease efficiency and productivity. In Kenya, despite an increase in power and resources by county governments, they are faced with many difficulties in providing quality services to citizens. Particularly, in Marsabit County, underdevelopment, regional stagnation, and a lack of infrastructure amenities have all been connected to ineffective public service delivery. The county was among the Counties that produced the least amounts of money in comparison to the revenue objectives in the 2018–19 fiscal year. The county government's efforts through numerous strategic initiatives have not been successful. The study aimed to assess the effect of devolution on the performance of employees at county government of Marsabit County, Kenya. The specific objectives of the study were: to evaluate the effect of devolved recruitment and selection practices, devolved rewards and benefits, devolved training and development practices and devolved resource allocation practices on employee performance at county government of Marsabit, Kenya. This study was guided by three main theories including New Public Management Theory, Contingency Theory and Maslow's need-hierarchy theory. The study adopted a descriptive study design and target 450 county officers working at the Marsabit County. The respondents were selected from the constituencies in the county. A sample of 81 participants, calculated using Slovin's formula, were selected through a stratified random sampling method. Data collection occurred through structured questionnaires, with each section on a specific research aim. To provide a comprehensive understanding of the data, this study employed descriptive and inferential analysis. The outcomes of this research were communicated through the presentation of results using tables and graphs, to enhance clarity and comprehension. From the correlation analysis, all the research variables including Devolved recruitment and selection practices (r=0.371), Devolved rewards and benefits practices (r=0.270), Devolved training and development practices (r=0.455), and Devolved resource allocation practices (r=0.591) had a positive effect on the employee performance at Marsabit County Government. The results of the regression analysis further showed that the devolution practices studied explain 45.0 percent of the variations in the employee performance at Marsabit County Government (R2=0.450). The conclusions of the study emphasize the importance of continued efforts to strengthen and refine devolved practices to maximize their positive impact on employee performance and, by extension, the effectiveness of the county government. The study recommends that county government authorities should actively embrace and implement devolved recruitment and selection practices. Furthermore, the study recommends the development and implementation of robust devolved rewards and benefits policies. To optimize employee performance, the study recommends that county governments continue to refine their devolved resource allocation practices. The study recommends that the county government of Marsabit should recognize and support the broader impact of devolution on employee performance. By acknowledging the significance of devolution in governance and management, the county government can continue to create an environment conducive to improved employee performance and overall organizational effectiveness.