PERFOMANCE MANAGEMENT SYSTEM AND EMPLOYEE PERFOMANCE IN LAW COURTS IN NAIROBI COUNTY, KENYA

Abstract

This study sought to investigate the influence of performance management systems on employee performance in law courts within Nairobi County, Kenya. The motivation for the research stemmed from increasing concern over the declining responsiveness and efficiency of public service institutions, particularly the judiciary, despite the presence of structured performance management frameworks. Specifically, the study examined four core components of performance management systems—performance review, performance communication, and their impact on employee performance. The research adopted a descriptive research design and targeted employees drawn from various departments across selected law courts in Nairobi County. Data was collected using a structured questionnaire, designed around a 5-point Likert scale, and pre-tested for validity and reliability. A total of 75 respondents participated in the study, resulting in a 90.4% response rate. Quantitative data was analyzed using both descriptive statistics (means and standard deviations) and inferential statistics, including Pearson correlation and multiple linear regression analysis, with the aid of statistical software. The findings revealed that all four performance management components had a positive and statistically significant influence on employee performance. Performance communication emerged as the most influential predictor, followed by performance review. Descriptive results showed that respondents agreed strongly with statements related to effective communication, structured reviews, access to training, and performance-based rewards. However, areas such as employee involvement in training needs assessment, fairness of reward systems, and integration of client feedback in performance evaluations were identified as needing improvement. The study concluded that performance management systems, when well implemented and aligned with employee needs, play a critical role in enhancing job commitment, output quality, and overall service delivery in the judiciary. Based on the findings, the study recommended standardizing review processes, strengthening two-way communication, adopting employee-centered training models, and improving transparency in reward mechanisms. The study also called for a more participatory approach to performance management, where employees are actively involved in shaping the systems that assess and influence their work. This research contributes to the broader discourse on human resource management in the public sector and offers practical insights for policymakers, judicial administrators, and HR professionals aiming to optimize employee performance through structured performance management systems.

Key Words: Performance Management Systems, Employee Performance, Law Courts, Performance Review, Performance Communication