MODERATING ROLE OF LEADERSHIP COMMITMENT IN THE RELATIONSHIP BETWEEN RESULTS-BASED MANAGEMENT AND EMPLOYEE PERFORMANCE IN THE COUNTY GOVERNMENT OF TURKANA, KENYA
Keywords:
Keywords: Results-Based Management, Leadership Commitment, Employee Performance, Moderating Effect, Performance Management.Abstract
This study examined the moderating role of leadership commitment in the relationship between Results-Based Management (RBM) and employee performance in the County Government of Turkana, Kenya. Although RBM has been widely adopted as a public sector performance management approach, its effectiveness largely depends on organizational and leadership factors. Existing studies have primarily examined leadership commitment as an independent predictor of performance, with limited attention given to its moderating influence on the RBM–employee performance relationship. The study adopted a descriptive research design targeting 2,800 employees drawn from various ministries and departments within the County Government of Turkana. A sample of 350 respondents was selected using proportionate stratified random sampling, of which 280 questionnaires were successfully returned, representing an 80% response rate. Data were collected using a structured questionnaire whose validity and reliability were established through expert review, pilot testing, and Cronbach's alpha coefficients above the recommended threshold of 0.70. Quantitative data were analyzed using descriptive statistics and hierarchical regression analysis with the aid of SPSS. The findings revealed that leadership commitment significantly moderates the relationship between RBM practices and employee performance. Leadership practices characterized by teamwork, employee support, recognition of achievements, participatory decision-making, and effective coordination strengthened the positive influence of RBM practices on employee performance. The study concludes that leadership commitment is a critical organizational condition for successful implementation of RBM, as it reinforces accountability, motivation, and effective execution of performance management initiatives. It recommends that county governments strengthen leadership commitment through leadership development programmes, enhanced supervisory support, employee recognition, participatory management, and the promotion of a performance-oriented organizational culture to improve employee performance and service delivery in devolved public institutions.
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