INSTITUTIONAL RESOURCES AND PERFORMANCE CONTRACTING IN SELECTED PUBLIC SECTOR COMMERCIAL BANKS IN KENYA
Abstract
The general typology of organisational resources comprises both tangible and intangible and include information, organisational processes, capabilities, and knowledge that are all critical towards the successful performance by an organisation. This study aimed to examine the effect of institutional resources on performance contracting in selected public sector commercial banks in Kenya. Targeted employees included 278 employees from two selected public sector banks head offices in Kenya where 118 employees were from Consolidated Bank head office while 160 employees were from Development Bank of Kenya head office. The focus was on management team, senior, middle-level, and entry-level employees. Descriptive research design was used and the sample size of 139 employees was the proportionate stratified random sampled. Data collection was done through semi-structured questionnaires and published works. Pilot study was done with a sample size of 14 respondents to test on the validity and reliability. Quantitative data was analysed through multiple regression to assess the relationship between dependent variable and independent variables. ANOVA was used to show inferential analysis. Qualitative data was analysed through studying the data set to identify themes and patterns. There should be easily convertible asset hence high liquidity level and the cash for investments should be set aside for every financial year and actual investments to be undertaken. For the Also, emphasizes should be put on lending options for cash and cash equivalent. The procedure of downsizing should be smooth so as to not affect employees work management or the productivity. On the case of technology resources, the security features of mobile and internet which are prone to fraudsters should be enhanced. More interconnected should be done to other customers so as to make the payments faster. For smooth business seamless operations and the online banking. Hence, more integrations of the system should be undertaken to include internet and mobile banking for most clients that are yet to embrace the internet banking.
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