The Impact of Organizational Politics on The Effectiveness of Management Development In The Kenya Civil Service
Keywords:Management Development, Social relationships, supervisor support, Political skills, internal benchmarking
AbstractThe Civil service as a formal organization is designed to co-ordinate activities to drive the Government’s development agenda. It is the policy implementation arm of the Government and is guided by public policy pronouncements and attendant development plans and circulars (GOK, 2006). The civil service is expected to be effective and efficient in order to play a vital role in economic development of the country. Yet, the civil service as part of the political system is exposed to political decisions that may influence its effectiveness. This study sought to find out to what extent organization politics affect effectiveness of management development. Using an exploratory survey design, the study targeted 205 managers in the civil service deployed in Nairobi. The sample was picked through stratified random and simple random sampling and Data was collected using a questionnaire with both Likert type and open questions. SPSS was used to analyze the data quantitatively and qualitatively. The study found that managers were fully aware of the political context of the civil service but they did not think that Organizational Politics affected key management areas and felt that their supervisors supported them and ensured they were clear about their roles. They however thought that Organization Politics affected social relations at the workplace significantly. The study concluded that practices like performance contracting had reduced negative impacts and ensured that managers were clear on what was expected of them. The effect of politics on social relationships could be the reason for the ‘silo mentality’ pervading the civil service interfering with learning from each other, limiting benchmarking of successful interventions and resulting in duplication of effort that interferes with effective service delivery. The study recommends that the Government addresses the impact of politics on social relationships to improve work based learning through internal bench marking.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).