FACTORS AFFECTING PROCUREMENT PERFORMANCE IN PUBLIC

COMPANIES IN KENYA: A CASE STUDY OF MACHAKOS TEACHERS TRAINING

COLLEGE, KENYA

BY : MAKAU FAITH NTHENYA

A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENTS FOR THE AWARD OF DIPLOMA IN SUPPLY AND CHAIN
MANAGEMENT TO THE KENYA INSTITUTE OF MANAGEMENT

AUGUST 2023
 DECLARATION
Declaration by the Student
This research project is my original work and has not been presented to any other examination
body. No part of this research should be reproduced without my consent or that of The Kenya
Institute of Management.
Name: _________________________ Sign: _______________ Date : ____________________
KIM/119449/19

Declaration by the supervisor

This research project has been submitted with my approval as The Kenya Institute of
Management Supervisor.
Name: _________________________ Sign: _______________ Date : ____________________
Lecturer supervising

For and on behalf of The Kenya Institute of Management

Name: _________________________ Sign: _______________ Date : ____________________
Branch Manager – Kitengela Branch
 DEDICATION
This research project is dedicated to my husband Mr. Oremo, my lovely daughter Angel
Moraa, my lovely son Prince, not forgetting the Uju’s family who have walked with me
throughout this journey. God bless you all.
 ACKNOWLEDGEMENT
I would like to acknowledge God Almighty for the strength, sound mind and provision during
the period of research project. Special thanks goes to my supervisor Mr. Justus for his guidance
and tireless effort during my research study and project writing. I also extend my gratitude to my
family and friends for always encouraging and supporting me. I also acknowledge management
and employees of Machakos Teachers Training College for their support in the research through
their participation as respondents. Finally, Sincere gratitude’s to the entire Kenya Institute of
Management for offering me a chance to undertake my studies.
 ABSTRACT
The aim of this project was to investigate into the factors affecting procurement performance in
public companies in Kenya. The objectives of the study were to examine how ICT, Political
interference, procurement planning and top management affects procurement performance in
public companies in Kenya. The study was of significance to the management of Machakos
Teachers Training College and other researchers. A descriptive research design was used in this
study. The target population of the study was 120 employees of Machakos Teachers Training
College. A sample of 60 which represented 50% of the respondents was drawn using simple
random sampling procedure. The population was divided into top management, middle level
management and support staff. The researcher used questionnaires as a data collection tool. The
questionnaire was pre-tested to ensure clarity of the questions. Data was analyzed using
quantitative and qualitative techniques and then presentation was done using charts and tables.
The findings were also analyzed and presentation of data was by use of tables, figures and charts.
In the findings of the study over 98% indicated that ICT affects procurement performance in
public companies in Kenya and 2% didn’t, 96% indicated that political interference does affects
procurement performance in public companies in Kenya and 4% didn’t, 95% of the respondents
indicated that procurement planning affects procurement performance in public companies in
Kenya and 5% didn’t, and finally 93% indicated that top management affects procurement
performance in public companies in Kenya while 7% didn’t affect procurement performance in
public companies in Kenya. The researcher recommended that ICT should be well understood,
on political interference, it was recommended that the company should always minimize it for its
functions to be performed effectively to a given goal. It was also recommended that on
procurement planning should be improved through reviewing the ones which make the
operations not run smooth and finally top management should be boosted enough since is known
to have many favorable effect to the company like keeping and maintaining service at top level.
The researcher recommends another study to be done using different variables like competition
and organization culture.
 TABLE OF CONTENTS
DECLARATION ………………………………………………………………………. ii
DEDICATION …………………………………………………………………………. iii
ACKNOWLEDGEMENT……………………………………………………………... iv
ABSTRACT ….…………………………………………………………………………. v
TABLE OF CONTENTS ………………………………………………………………. vi
LIST OF TABLES ……………………………………………………………………… viii
LIST OF FIGURES ……………………………………………………………………. ix
LIST OF ACRONYMS AND ABBREVIATIONS …………………………………… x
OPERATIONAL DEFINITION OF TERMS ………………………………………… xi
CHAPTER ONE …………………………………………………………………………. 12
INTRODUCTION OF THE STUDY …………………………………………………. 12
1.1 Introduction ………………………………………………………………….. 12
1.2 Background of the Problem ………………………………………………….. 12
1.3 Statement of the Problem….………………………………………………….. 16
1.4 Objectives of the Study….. ………………………………………………….. 17
1.5 Research Questions …………………………………………………………. 17
1.6 Significance of the Study ……………………………………………………. 17
1.7 Limitation of the Study ……………………………………………………… 18
1.8 Scope of the Study …………………………………………………………… 19
CHAPTER TWO………………………………………………………………………. 20
LITERATURE REVIEW………….. …………………………………………………. 20
2.1 Introduction ………………………………………………………………….. 20
2.2 Review of Theoretical Literature..………………………………………….. 20
2.3 Review of Critical Literature and Gaps to be filled………………………... 35
2.4 Summary ……………….. ………………………………………………….. 36
2.5 Conceptual Framework………………………………………………………. 37
CHAPTER THREE ……………………………………………………………………. 39
RESEARCH DESIGN AND METHODOLOGY…………..………………………. 39
3.1 Introduction ………………………………………………………………….. 39
3.2 Study Design……………………....………………………………………….. 39
 3.3 Target Population…………………………………….………………………... 39
3.4 Sample Design…….…….. ………………………………………………….. 40
3.5 Data Collection and Procedures Used ………………………………………. 40
3.6 Validity and Reliability of Research Instruments …………………………… 41
3.7 Data Analysis Methods ………………………………………………………. 41
CHAPTER FOUR ……………………………………………………………………. 42
DATA ANALYSIS PRESENTATION AND INTERPRETATION OF FINDINGS... 42
4.1 Introduction ………………………………………………………………….. 42
4.2 Presentation of Findings………....………………………………………….. 42
4.3 Summary of Data Analysis..……………………….………………………... 57
CHAPTER FIVE………………………………………………………………………. 59
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS….. 59
5.1 Introduction ………………………………………………………………….. 59
5.2 Summary of Findings….………....………………………………………….. 59
5.3 Conclusions.…………………………………….…………………………... 60
5.4 Recommendations.…….. …………………………………………………... 61
5.5 Suggestions for further research….. …………………………………….…. 62
REFERENCE ………………………………………………………………………….. 63
APPENDIX I …………………………………………………………………………… i
AUTHORIZATION LETTER ………………………………………………………….. i
APPENDIX II …………………… ……………………………………………………… ii
LIST OF TABLES
Table 3.1 Target Population …………………………………………………………….. 30
Table 3.2 Sample Size ……. …………………………………………………………….. 31
Table 4.1 Response Rate……. ………………………………………………………..….. 33
Table 4.2 Gender Responses …………………………………………………………….. 34
Table 4.3 Age Responses…. …………………………………………………………….. 35
Table 4.4 Departments ……. …………………………………………………………….. 36
Table 4.5 Education Qualifications…………………………………………………….... 37
Table 4.6 Work Experience …………………………………………………………….. 38
Table 4.7 Response effects of information communication technology on
procurement performance in public companies in Kenya……..………………………….. 39
Table 4.8 Extent of information communication technology on procurement
performance in public companies in Kenya…..…………………………………………... 40
Table 4.9 Response effects of political interference on procurement performance in
public companies in Kenya…..…………………………………………………………... 41
Table 4.10 Extent political interference affects procurement performance in public
companies in Kenya…..…………………………………………………..……………..... 42
Table 4.11 Response effects of procurement planning on procurement performance in
public companies in Kenya …………………..…………………………………………... 43
Table 4.12 Extent procurement planning affects procurement performance in public
companies in Kenya…..………………………………………………………..………... 44
Table 4.13 Response effects of top management on procurement performance in
public companies in Kenya…..…………………….…………………………………... 45
Table 4.14 Extent top management affects procurement performance in public
companies in Kenya………………………...…………………………………………... 46
 LIST OF FIGURES
Figure 1.1 Organizational structure of Machakos Teachers Training College ……….... 15
Figure 2.1 Conception Framework ………………………………………….. ……….... 37
Figure 4.1 Response Rate …………………………………………………… ……….... 42
Figure 4.2 Gender Response…………………………………………………. ……….... 43
Figure 4.3 Responses………………………………………………………… ……….... 44
Figure 4.4 Departments ……………………………………………………... ……….... 45
Figure 4.5 Education Qualification …………………………………………. ……….... 46
Figure 4.6 Work Experience…………………………………………………. ……….... 47
Figure 4.7 Response effects information communication technology affects procurement
performance in Public training colleges in Kenya …………………………… ……….... 48
Figure 4.8 Extent information communication technology affects procurement performance in
Public training colleges in Kenya …………………………… ………………………..... 49
Figure 4.9 Response effects of political interference on procurement performance in Public
training colleges in Kenya …………………………… ………....................................... 50
Figure 4.10 Extent political interference affects procurement performance in Public training
colleges in Kenya …………………………… ………………………………………..... 52
Figure 4.11 Response effects information communication technology affects procurement
performance in Public training colleges in Kenya …………………………… ……….... 53
Figure 4.12 Extent procurement planning affects procurement performance in Public training
colleges in Kenya …………………………………………………………..… ……….... 54
Figure 4.13 Response effects of top management on procurement performance in Public training
colleges in Kenya …………………………… ………………………………………...... 55
Figure 4.14 Extent top management affects procurement performance in Public training colleges
in Kenya …………………………… …………………………………………………... 56
 LIST OF ACRONYMS AND ABBREVIATIONS
EDI Electronic Data Interchange

GDP Gross Domestic Product

GNP Gross National Product

ICT Information Communication and Technology

KII Key Informant Interview

KRA Kenya Revenue Authority

PPOA Public Procurement Oversight Authority

SC Supply Chain

SCM Supply Chain Management

SPSS Statistical Packages for Social Sciences

 OPERATIONS DEFINITION OF TERMS

ICT Extensional term for information that stresses the role of unified
Communications and the integration of telecommunications and
computers

Political Interference Governmental intervention is the intentional interference of a

government in a country’s economic system through regulatory
actions.

Procurement Planning The process of identifying and consolidating requirements and

determining the timeframes for their procurement with the aim of
having them as and when they are required.

Top Management Most senior staff of an organization or business, including the

heads of various divisions or departments led by the chief
executive.

Procurement Performance is a measure of identifying the extent to which the procurement

function is able to reach objectives and goals with minimum costs.
 CHAPTER ONE

INTRODUCTION OF THE STUDY

1.1 Introduction
This chapter explores the factors affecting procurement performance in public companies in
Kenya indicating the researcher intention to carry out the study on this area. The chapter gives
the study, significance, limitations and the scope of the study.

1.2 Background of the study

Public procurement has become an issue of public attention and debate, and has been subjected
to reforms, restructuring, rules and regulations. Public procurement refers to the government
activity of purchasing the goods and services needed to perform its functions. Jones (2017) have
defined public procurement as the purchase of commodities and contracting of construction
works and services if such acquisition is affected with resources from state budgets, local
authority budgets, state foundation funds, domestic loans or foreign loans guaranteed by the
state, foreign aid as well as revenue received from the economic activity of the state. Public
procurement thus means procurement by a procuring entity using public funds.

In Asia, procurement is a crucial element in the working functions of any state as it is used for
purchasing of goods and services in the right quality, from the right source and at the right price
all to meet a specific need. Every government has the obligation to provide essential services to
its citizens through public procurement. Public procurement has its origins in the fiduciary
obligations of government administrations to deliver goods, infrastructure and services to the
population of a country or a specific geographic region, city or town. It is an important function
of government for several reasons. The sheer magnitude of procurement outlays has a great
impact on the economy and needs to be well managed. Indeed, in all countries in the world,
estimates of the financials activities of government procurement managers are believed to be in
the order of 10%-30% of the GNP (Mathews, 2017). Procurement works like a pivot in the
internal supply chain process turning around requests into actual products/commodities or
services to fulfill the needs. Caldwell (2019) further argue that procurement serves three levels of
users and these are the internal customers, programs in response to emergencies and on-going
programs, and prepositioning of stocks, for both internal customers and program needs.

In France, every business organization depends on conversation on inputs (goods/services) into

output both tangible and intangible that must be put in place in an effective logistical system to
ensure its operations run effectively and efficiently. According to Thai (2019), the basic
principles of good procurement practice include accountability, where effective mechanisms
must be in place in order to enable procuring entities spend the limited resources carefully,
knowing clearly that they are accountable to members of the public; competitive supply, which
requires the procurement be carried out by competition unless there are convincing reasons for
single sourcing; and consistency, which emphasizes the equal treatment of all bidders
irrespective of race, nationality or political affiliation. Kabaj (2015) concludes that an efficient
public procurement system is vital to the advancement of all countries and is a concrete
expression of their national commitments to making the best possible use of public resources.
Non-adherence to standardized procurement processes culminates in poor co-ordination within
various departments and enhances presence of leakages of financial resources, which turns out to
be costly component to the whole management process of the procurement function.

In Nigeria, public procurement is increasingly recognized as essential in service delivery

(Bacheka,2016), and it accounts for a high proportion of total expenditure. For example, public
procurement accounts for 58% in Angola, 40% in Malawi and 70% of Ugandas’ public spending.
Public procurement laws and rules have been considered as one of the most important pillars of a
sound procurement system (Thai, 2019). Procurement laws and rules lead to procurement
efficiency or inefficiency depending on the type of government and environment within which
the system is operated. In a country where no government democracy exists, the procurement
system cannot be transparent and integral (Organization for Economic Corporation and
Development). According to Kabaj (2015), a sound public procurement system needs to have
good procurement laws and regulations. According to the World Bank (2016) a public
procurement system is said to be well functioning if it achieves the objectives of transparency,
competition, economy, fairness and accountability.
Furthermore, Kenya, a sound procurement system has to accomplish two sets of requirements
which are the management and policy requirements. It is therefore very difficult for policy
makers and public procurement practitioners to make an optimal decision as there are always
tradeoffs among these goals (Thai 2019). A study by the World Bank (2015) reported that about
50-70% of the national budget (after personal emoluments) is procurement related. The
procurement management requirements normally include quality, timeliness, and cost,
maximizing competition and maintaining integrity. The procurement policy requirements
normally include economic goals for example preferring domestic or local firms, environmental
protection or green procurement social goals which include assisting the minority, youth and
women owned business concerns and international trade agreements.

1.2.1 Profile of Machakos Teachers Training College

Machakos Teacher Training College was established by the Colonial government in 1958. The
Institution was established to train female teachers and had 64 students in four classes offering
T3, T2, T1 and T1 up-grader Teacher Training courses.

In 1965, some male students were transferred from Tumutumu Teachers College making it co-
educational. The first Principal was Miss A. C. Shrubsole. In 1968 the first African Principal,
Mr. P. G. King’ori was posted to the College. By then the student population had risen to 240.
The College continued to train P1 and P2 teachers up to 1982. From then on the College
continued training P1 teachers up to December 2020.

As from 2021 the College has been offering Diploma in Primary Teacher Education (DPTE) and
Diploma in Early Childhood Teacher Education (DECTE) training.
Machakos Teachers College is unique in that it also trains students with hearing, visual and
physical impairments in an inclusive setting.

Currently, Machakos Teachers College has a teaching staff of 40 lecturers, 46 Non-teaching staff
and students population capacity of 1080.Its Vision is to be the Preferred Institution of Excellence in
Scholarship and Service Delivery and the Mission is to Provide Scholarly Education through Training,
Research and Innovation for Industrial and Socio-economic Transformation of our Communities.
Fig 1.1 Organizational structure of Machakos Teachers Training College

Board of Council

Chief Principal

Deputy Principal Deputy Principal

Administration Academics

Chief Procurement Director Director Secretary to

Internal Manager Quality Planning and the council
Auditor Assurance Development
Control

Finance Procurement Quality Planning Dean of

Officers and Officers Analysis Officers faculties
Accountants

Source: Machakos Teachers Training College (2023)

1.3 Statement of the Problem
Procurement is perceived as prone to corruption; occasioning waste and affecting quality of
service and life improving opportunities. Risk is always a key concern for procurement, with
the primary focus on suppliers’ financial status, followed by health and safety and industry
practices. It’s no longer good enough to simply engage with your tier-one suppliers.
Emphasis needs to be paid to controlling the approach taken with tier-two suppliers, ensuring
that the necessary obligations are passed down to subcontractors. There is need to reserve
this worrying trend and win public confidence. Despite Government efforts to improve the
procurement system, it is still marred by shoddy works, poor quality goods and services
(Tirimba,2014).

Further studies reveal that even after the enactment of the regulations, there are losses of
public funds that can be attributed to public procurement. A survey carried by the Kenya
publisher’s association on booksellers indicates how book distributers collude with school
principals to embezzle money set aside for free education in public secondary schools in
Kenya, Kenya’s public institutions have been riddled with corruption resulting in many court
cases and cancellation of contracts due to allegations of irregularities in the award of such
contracts (Western, 2014). Procurement legislation can be complex and the rules governing
transparency and accountability in public procurement are often scattered across different
legislative frameworks and laws. Establishing clear procurement procedures can ‘enhance
clarity, enable consistent application and harmonization.

Local studies have been done include Gitai, (2019) who did a study on procurement activities
in public institutions; Okore,(2018) did a study on development partners and governance of
public procurement in Kenya; Were(2014) carried a study on management of medicine
procurement in developing countries and Okibo,(2016) conducted a study on accountability
in public sector procurement in the county governments. It is against this background that
this study sought to fill the existing research gap by assessing the affecting procurement
performance in public training colleges in Kenya.
1.4 Objectives of the study
The general objectives of the study was to investigate factors affecting procurement
performance in Public training colleges in Kenya.
1.4.1 Specific Objectives
i. To determine the effect of information communication technology on tendering
process in public sector in Kenya.
ii. To assess the effect political interference on procurement performance in public
training colleges in Kenya.
iii. To evaluate the effect of procurement planning on procurement performance in public
raining colleges in Kenya.
iv. To establish the effect of top management on tendering process in public sector on
procurement performance in public training colleges in Kenya.

1.5 Research Questions

i. How does information communication technology affect procurement performance in
public training colleges in Kenya?
ii. How does political interference affect procurement performance in public training
colleges in Kenya?
iii. What is the effect of procurement planning on procurement performance in public
training colleges in Kenya?
iv. What is the effect of top management to procurement performance in public training
colleges in Kenya?

1.6. Significance of the study

1.6.1 Management of Machakos Teachers Training College
The study was of importance to the management Machakos Teachers Training college since it
provided crucial sustainable information to the management, it made administration know the
various ways that the ministry can improve in tendering process in public sector in order to be
able to come up with better strategies for enhancement of effective procurement performance in
public training colleges.
1.6.2 Other Public Training Colleges
Other public training colleges can use this study as a source of benchmark from established
organization such as Machakos Teachers Training Institute, the information regarding
Procurement performance in public colleges can help them streamline some of the areas
considered to have problems with supply.

1.6.3 Other Researchers

The research study is of great importance to other researchers who shall carry out research on
procurement performance in public training colleges by showing them the procedures to follow
hence come up with better results in their research.

1.7 Limitation of the Study

1.7.1 Fear of Victimization
The secrecy and fear of victimization especially on issues deemed detrimental to the institute by
the employees ended up limiting the study. To overcome the limitation, the researcher assured
the respondent that the information was very confidential.
1.7.2 Uncooperative Respondents
Some respondents were not willing to cooperate due to their busy activities that they were
undertaking at the time when the researcher expected them to fill the questionnaire. To overcome
the limitation, the researcher visited the management earlier so as to be given a convenient time,
which allowed data collection. This assisted to overcome the problem.
1.7.3 Suspicious Negative Attitude
Some of the respondents were not interested to give the researcher the information towards the
research because of uncooperative. However, the researcher overcame this challenge by
explaining to them the benefits they would get by participating in the study. This made them
change their attitude and gave the researcher the information that was needed for the research
proposal.
1.7.4 Working Schedule
Another challenge emanated from the schedule respondents. Accessing the respondents within
the working schedule was a challenge since they had different working schedules. The researcher
was required to make earlier preparations regarding data collection.
1.7.5 Confidentiality
Some of the respondents did not give information needed without confirming that the
information was not going to be disclosed to any other party. So it was difficult to access
information needed to carry out the study due to secrecy of the organization. Researcher assured
them that all they said was treated with confidential manner and no other party was involved.
1.8 Scope of the study
The study was confined to the factors affecting procurement performance in Public Training
colleges in Kenya with specific reference to Machakos Teachers Training College located in
Machakos County, Machakos town, targeting 120 employees of the organization. The study took
a period of six months from March 2023 to August 2023.
 CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter presents a review of related literature and various concepts on the subject under
study presented by various researchers, scholars, analysts, theorists and authors. It has enabled
the researcher to gain knowledge from various research and come up with other useful
information to strengthen the study.

2.2. Review of Theoretical Literature

2.2.1 Information and Communication Technology
Information technology enhances efficiency and effectiveness of the procurement process. An
effective procurement process in the public sector organizations will result in improved
performance in public sector organizations (Dobler,2015). At the public sector level, technology
enhances infinite and non-restricted access to government information and increases markets
transparency and economic incorporation based on complementarities. Procurement technologies
grasp a virtual market, open to capable suppliers (and goods) according to not mainly restrictive
selection criteria, in which public administrations can choose goods and services offered by
several suppliers.

In Spain, the whole process is digital, using digital signature in order to guarantee transactions
lawfully. Among the main advantages that a public administration can get through a system like
this there are: costs and process cutting, possible broadening of supplier’s base, easy access to
preferred goods (pre-defined quality standards), information intelligility and ease of comparison
among goods and purchases logging and ensuring expenditure monitoring. The road to executing
successful ICT in developing countries public procurement management is paved with
difficulties, such as resistance from the bureaucracies involved; lack of decision making from
top, lack of motivation; weak human capital; corruption and fraud; and, in the case of conflict-
ridden countries, the instability and violence that damage any efficient long-term work
(Dobler,2015). Moreover, ICT systems are knotty, expensive, and difficult to manage and
maintain. Public procurement in developing countries is said to account for up to 25 percent of
their GDP. In the Middle East and Africa in general, central government purchases range from 9
to 13 percent (Weeks,2016).
According to a study on procurement digitization and supply chain performance in China, e-
procurement systems facilitate information flow between the enterprise and its suppliers
(Chang,2016). Information sharing improves relationships among enterprises. In China, studies
have revealed that ICT infrastructure is a prerequisite for successful ICT application in schools.
The study concluded that construction of multimedia classrooms could remarkably raise the
utilization rates of ICT in schools. For the benefits of ICT to be realized, students should be
trained on how to use the new technologies (Chun,2015). According to a study by Fuchs (2018)
on the role of IT in automotive supply chains, IT functional capabilities have the greatest impact
on internal process excellence which in turn enhances supplier performance which may result in
improved supply chain performance. The study examined the relationship between IT
capabilities, supply chain capabilities and supplier performance. Data were collected 3 from 343
automotive suppliers in Europe.

Loukis (2020) in the case of European countries (Germany, Spain, France,Italy,Uk, and Poland)
investigated the effects on the ICT – Enabled products/services and process innovation of ICT
inputs; of three different types of ICT infra-structures (both internal functions support and
external environment transaction oriented ones; use of standards ICT applications for supporting
firms’ internal administration and production functions, as well as use of e-sales and e-
procurement for supporting firm’s transactions with customers and suppliers); and finally of the
awareness of the relevance of new ICTs. The study found a statistically significant negative
relationship between ICT-enabled product innovation and crisis vulnerability, as measured by the
extent of the reduction of ICT investment during the crisis (Pro-cyclical behavior), but only for
new products or services that contain ICT components and are therefore directly affected by
crisis-related decreasing product demand. Electronic procurement in UK public sector was found
to reduce maverick spending, increase supply availability, improved communication and
negotiations practices. How internal users are provided with support in using the new technology
has significant effect on maverick buying. Reduction in the total cost of acquiring goods and
services was realized due to decreased costs of processing purchase requisition which resulted
from improvements made on the procurement system (Jones,2017).

Other studies on ICT adoption in the UK concluded that acquisition of skills through training
resulted in rapid adoption of ICT (Yen,2015). In Nigeria, Awara (2018) revealed that
information Technology tools have a positive performance on online retailers in Calabar
Metropolis. They concluded that the sole aim of the integration and collaborations of the supply
chain is to effectively and efficiently satisfy customers’ demands and needs, as well as add value
to the supply chain activities which would enhance their performance. Online retailers now
develop strategies that allow effective use of information systems in order to improve their
supply chain activities such as sourcing, procurement, conversion and logistics for management
activities, coordination and collaboration with channel partners (Suppliers, Intermediaries, third-
party service providers, and customers).

In Uganda, a study carried out by Nyeko (2019) argued that the procurement departments of
public entities in Uganda are faced with the problem of not having reliable information about the
procurement procedure, its inputs, outputs, resources consumption and results, and are therefore
unable to determine their efficiency and effectiveness. The study concluded that use of ICT in
these public entities can [provide the decision-makers with unbiased and objective information
relating to the procurement functions performance. In Tanzania, use of electronic procurement is
faced by challenges in the following areas; policy and legislative framework, institutional
structures, procurement processes, ICTs and people. Other studies, Suleiman (2015) indicate that
although Tanzania recognizes the benefits it can reap from implementing electronic procurement,
it lacks the necessary legal frameworks, technical infrastructure and procedures to fully
implement electronic procurement.

It was noted by Suleiman that use of e-procurement has resulted in improvement of the
performance of firms in Tanzania. A few studies on ICT adoption in Rwanda exist. Kalaskar
(2016) in their study on adoption of electronic procurement and its influence on procurement
performance on selected Telecommunication Companies in Rwanda, found that to improve
adoption level at employee’s level, the organizations in Ruanda must work on factors related to
perceived risks associated with internet connectivity. Ensuring that the staffs are properly trained
on the new technologies and that they understand and comply with the security requirements
such as proper use of passwords will enhance that staff confidence in ICT use. That is, the
factors related to perceived use and perceived case of use have a positive effect on behavioral
intention towards adoption of e-procurement systems.

The government of Kenya recognizes that use of ICT in enhancing service delivery is critical.
According to the E-government strategy Paper 2004, one of the medium term 5 objectives which
were supposed to be implemented by June 2007 was the ICT adoption in procurement. Further,
PPOA Interim Report (2017) outlined plans to introduce ICT adoption in procurement process in
all Kenya’s public entities. The government through the Ministry of Finance has also initiated an
e-procurement projects whose aim is to have e-procurement system implemented in a few
selected ministries before full roll out to other government departments. A number of private
organizations in Kenya have successfully adopted the use of e-procurement technology. Gitahi
(2019) cited the example of Nation Media Group which through their digital platform commonly
known as N-Soko has enabled their clients to purchase products online. A study by Mburu
(2015) on effect of ICT on procurement performance in star rated hotels in Kenya indicated that
ICT usage dramatically led to the transformation of service delivery.

Evidence has accumulated to suggest that there is a slow uptake of the technology despite the
benefits that ICT adoption in procurement offers (Segal & Taylor, 2001). In Kenya, the factors
associated with slow adoption include limited legislation, poor infrastructure, lack of awareness
and top management support, integration with internal systems or solutions, lack of technical
standards, lack of suppliers’ cooperation and costs associated with adapting web-enabled
purchasing system. A study by Mutunga, Okibo (2016) on the effect of eProcurement at the Kisii
level 5 hospital, indicated that some of the challenges faced included inadequate funding,
organizational inability to handle change and poor training of the employees on how to use the
system. The role of e-procurement on the performance of Safaricom, PLC, revealed that data
transmission and system management led better channel relationship, decision making, and
information sharing. The study recommended that Safaricom PLC should share information
intensively but selectively, develop supplier technical capabilities and accept supplier complaints
as an opportunity to improve on their procurement processes. A study by Aila (2018) concluded
that e-procurement process in Kenya power are effective and efficient. ICT in Kenya power has
enhanced transparency, tracebility of all transactions, value for money, competition through
improved accessibility, reduced procurement costs and transaction costs.

2.2.2 Political Interference

Increased funding by government for procurement policy implementation and innovation in
procurement best practices can also lead to streamlined procurement operations among public
procurement in Kenya. In recent forums it has been discussed that increased public procurement
funding can enhance innovation policy on both national and county levels of government. This
theme is consistence with research in the private sector that has shown how value chain activities
affect innovation. This is due to, the gain gotten in the procurement process in the value chain,
activities which have greater impact in terms of value for money by tax payers. Procurement
plans are prepared as part of the annual budget preparation and are necessary as they inform cash
flow preparations (Basheka,2016) in USA.

In France, it is one of the pre-requisites for the effectiveness and efficiency of the procurement
function thus leading to the ultimate success of the organization. It provides a good basis for
monitoring the entire procurement process and prevents procurement irregularities. Through a
procurement requirement plan template, the PE can quickly and easily define its procurement
requirements, the method of procurement and timeframes for delivery (Basheka, 2016).
However, many government entities are still faced with the challenges of improper planning and
linking demand to budget (Ambe, 2018). Cost-effective procurement depends on a specialist skill
to ensure that buying requirements are reliably determined, appropriate contact strategies are
developed, contracts are well managed and opportunities are seized to secure the best deals at the
right time and at the right price. The importance of drawing up accurate and realistic strategic
plans cannot be overestimated.

At times there is an absence of coherent plans and some procuring entities cannot properly
quantify needs of those requiring services or properly estimate costs, nor accurately track control
and report on expenditure (Luyt, 2019). Poor planning and budgeting affect implementation of
PP. Ambe, (2018) recommend that procurement practitioners should adequately link demand
planning to the budget. Effective public procurement policies are strategies followed when
making public organization purchasing decisions. Implementing effective public procurement
policies significantly improve the effectiveness of purchasing decisions. In public sector,
effective public procurement policies entail processes where public sectors meet their needs for
goods, services, works and utilities in a way that achieves value for money on a whole life basis
in terms of generating benefits not only to the organizations, but also to society and the economy,
whilst minimizing damages to the environment (Thomson, 2007) in Canada.

According to Abbebe (2014), in France, public bodies have always been big purchasers, dealing
with huge budgets. Manhood, (2010) also reitered that public procurement represents 18.42% of
the world GDP. In developing countries, public procurement is increasingly recognized as
essential in Malawi and 70% of Uganda’s public spending (Writing, 1999; Government of
Uganda, 2006) as cited in Basheka (2016). This is very high when compared with a global
average of 12-20%. Due to the colossal amount of money involved in government procurement
and the fact that such money comes from the public, there is need for accountability and
transparency, (Hui et al, 2011). Consequently, various countries both in developed and least
developed countries have instituted procurement reforms involving laws and policy. The major
obstacle however, has been inadequate regulatory compliance in public procurement in still a
major issue. According to gelderman, (2016) in Japan, stipulate that compliance occurs when the
target performs a requested action, but is apathetic about it, rather that ethusiatic, and puts in
only a minimal or average effort. However, as an organization outcome, compliance has
traditionally been understood as comformity or obedience to policy and legislation. Many
public sector regulatory bodies have identified the importance of properly conducted
procurement. A high quality procurement policy will be an ever increasing requirement in order
to secure government and other funding. Good procurement practice will deliver a number of
key benefits, in particular effective risk management and value for money. Examples ]of benefits
that can be provided through procurement best practice are : a cleaner governance frameworks,
an improved control environment, reduced purchased cost, lower lifetime costs(for example
repairs and mantainance ). Improved quality and life expenses, simplified administration and
availability of accurate management information (Lisa, 2019) (2019) in Portugal , gives credit to
public procurement reforms and policy in kenya to competitiveness and transparency in
acquisition of government services and goods, wider stakeholders consultations, improved
process and procedures, improved accountability, elimination of collusion and corruption among
supply agents and eradication of non-value added purchasing methods. Policy in public sector in
Kenya have also opened space for equity where small medium enterprises are also considered
and given priority in matters of public tenders. According to Okore (2018) a public procurement
regulation has opened a platform for equitable completions in allocation and 2 supply of
government tenders, indeed effectively regulated public procurement system is a source for both
citizens and public institutions benefits but this comes with some challenges. Enforcement of
public procurement regulations has been boosted by PPOA through development of standard
tender documents for goods, works and services. Open tenders accounted for an almost
equivalent though slightly higher propotion of the total procurement spend that restricted tenders,
followed by quotations.

In spain, placing open tenders somewhat closer to its intended status as the default procurement
method. Despite these findings, assessment confirmed the trend of relying excessively on
procurement such as the county governments must embrace compliance strategies and other
strategies to ensure that the public procurement policies and principles are adhered to (Kabaj,
2015). The procurement principles include value for money, open and fair competition,
accountability and due process, fair dealing and non13 discrimination. To ensure the value for
money, there is need to maintain a delicate balance between the binding administrative costs and
the value of the goods being procured. Therefore the concept of protecting the cost structure and
the minimization of costs is of integral importance to the to the public procurement. The public
procurement officials have the potential to get massive discounts if the procurement process is
well managed. The methods suitable for the public procurement include open rendering,
restricted tendering and request for projects.

In Brazil, the group category has the potential to sabotage the work that need to be achieved
thus requiring open tendering, restricted tendering, direct procurement and requests for
Quotations. The group four items require open tender or prequalification render on the account
of the difficulties in procurement. These may be emergency items or highly specialized items.
Therefore an efficient public procurement system could ensure value for money in government
expenditure, which is essential to a country facing enormous developmental challenges. The role
of the procurement function in organizations has and Continues to receive increasing attention as
the years go by. Procurement enhances efficiency and competitiveness among other benefits but
to realize these benefits, it is imperative to look at the strategic factors that affect the
performance of the procurement function (haps 2019).

During the last two decades public procurement has undergone profound changes. Policy
makers, academics and practitioners alike share the broad view that public procurement has
evolved from a clerical signoff-ridden set of activities to a strategic tool that can enhance
efficiency in public organizations, regulate markets and promote sustainable development
(Kenneth. 201 6), In the African context, McGinity (2014) explains that the current regimes
establishments of procurement policy are based on the rationale that a regulated public
expenditure is the cornerstone to effective and efficient public service delivers and satisfaction.
This view is shared by Onkubo (2016) that explains that unregulated public coffers hence leading
to unrests.

In South Africa, the government through the ministry of education has developed a basic
financial manual for schools. This provides the policy that should be followed by schools in their
procurement process (Western Cape Education Department). In South Africa, the Public
Procurement and Disposal of Assets Authority (PPDAA) formed under the Public Procurement
and Disposal Act (PPDA) of 2003. The PPDAA provide guidelines and policy in public
procurement of all public entities including schools and colleges. Public Procurement Act No 3
of 2001 became effective on first July, 2001; the act provides a comprehensive coverage of all
regulatory aspect critical to public procurements including schools. Public procurement has
surely evolved from the annals where the public expenditure was rarely regulated to independent
procurement structures and regulating bodies. According to Abbebe (2014) in Nigeria, public
bodies have always been big purchasers, dealing with huge budgets. Mahmood, (2010) also
reiterated that public procurement represents 18.42% of the world GDP. A fully functioning
police service is vital for maintenance of peace, provision of security and enforcement of a
country law. The Weakening global economic conditions are forcing organizations to reinvent
their relations with customers and suppliers alike. Government as a sovereign power is
distinguished from commercial contracting process. In most cases, Government acts in the best
interest of the public: to strive to guarantee transparent, accountability and facilitate easy access
to information. Sound public procurement policies and practices are among the essential
Elements of good governance (World Bank. 2015). Oriento (2017) notes that irregular
procurement activities in public institutions provide the biggest loophole through which
public resources are misappropriated.

In Uganda, some cases, Tenders are awarded to firms either through single sourcing or
manipulation of bids; and worse still, full payments have often been made for projects that fail to
take off or are abandoned half way. Still in other cases, tenders are awaited to un-competitive
bidders through irregular disqualification of the lower bidders. The public procurement system in
Kenya was governed by amorphous legal framework such as Treasury Circulars from 1969; then
Government Supplies Manual of 1978. In 1997, Government initiated the Public Procurement
Reform and Enhanced Capacity Project following recommendations of two procurement audits
carried out by consultancy firm, Society General de Surveillance (SGS). The audit disclosed
serious shortcomings. Thus, Government decided to reform existing practices in order to achieve
and enhance economy, accountability and transparency. It harmonized all rules resulting in the
Public Procurement Regulations. 2001 (Thai, 2019). An Independent Procurement Review (IPR),
covering selected ministries, state corporations, and educational institutions, carried out in 2005
identified further key weaknesses. Thus, Government enacted the Public Procurement and
Disposal Act 2005 and in December, 2006.The Public Procurement and Disposal Regulations
2006 was gazette to operationalize the Act, effective from 1 st January, 2007. They Act was
revised in 2010 and led to the development of the Public Procurement and Assets Disposal Act
2015(PPAQA) which was effective from 7th January 2016.The Act and regulations set out rules
and procedures that a procuring entity (PE) shall follow to implement procurement mandate.
The aim of the Public Procurement and Assets Disposal Act 2015 was to promote fairness,
transparency and nondiscrimination in procurement in public institutions with the aim of
ensuring efficient use of public funds (Harps, 2019).

In Kenya, procurement methods are open tendering, restricted, direct procurement, request for
proposal, request for quotations, specially permitted procurement and practices for low value
procurements (Procurement Act,2005 and Procurement Regulations, 2016). The most preferred
method is the open tendering as it allows for fairness and transparency. The rest are usually
referred to as alternative procurement methods and should only be used where expressly allowed
by the law (Procurement Act, expenditure usually depends on the procurement entity’s budgetary
allocation. There is need for strict adherence to these thresholds in order to remain compliant
with the law, (Procurement Regulations,2006). The bodies which regulate public Procurement
Oversight Advisory Board (PPOAB)and Public Procurement Administrative Review Board
(PPARB). These three can be termed as the pillars of the procurement practices in Kenya (Jones,
2017).

2.2.3 Procurement Planning

Globally, Public Procurement and Disposal Act (2015) states that procurement planning in the
public sector is compulsory in order to ensure efficient procurement of goods, works and
services. Those charged with public procurement responsibility must therefore ensure that
procurement plans are prepared in line with those of their annual budget and implemented. The
implementation of procurement plans must be monitored on quarterly basis and adjustments
made as necessary. Procurement planning is the responsibility of those charged with
procurement responsibility of the organization. Procurement is a complex function of and
requires participation of all actors. It is also important for all actors to cooperate and perform
their roles for the success of the procurement function.

In Denmark, each procurement activity for acquirement of goods, works and services should be
assigned the responsible officials and time within which it should be completed as per the guild
lines of Public Procurement Oversight Authority (PPOA). The performance of supplier is very
often considered by comparison to firms’ performance. Though, they have financial and non-
financial performance measurements. In the intense business competitive environment,
companies are relying more on their supply chain as a source of competitive advantage.
Purchasing and Supply management has achieved a higher level of importance. There is a greater
dependence on suppliers (Kannan & Tan, 2002). Suppliers have played strategic roles in
organizations, and have significantly engaged in creating a competitive advantage and their
actions have a positive impact on the organizations’ performance. Many companies faced the
problems of supplier’s inability to improve themselves (Krause, 2018).

In Australia, a number studies suggested strategies to improve supplier performance. Raising the
rate of supplier performance expectations, worldwide sourcing strategy, early supplier design
involvement, supplier performance improvement rewards and direct supplier development are
suggested to improve supplier performance. Procurement is an essential element of cost effective
and efficient services. It impacts on members, the chief executive, the corporate management
team, staff, the public suppliers and partners. A clear, comprehensive and effective procurement
strategy is crucial to ensuring that good value services are provided (Eliot, 2017). The suppliers
performance can be achieved through enhanced competition, long term incentives, transparency
and effective payment of the suppliers. The poor supplier performance might stern from buying
company being slow payers. The point is that many functions are involved in one way of another
with the purchasing process.

This may influence suppliers performance in variety of ways by their actions, yet complex inter-
relationships make it difficult to segregate the effect of the influence. In supplier’s performance
effectiveness. It’s also basic thrust behind the growing interested term as “collective” approaches
–material management, logistics management, physical distribution and materials administration.
These aims in grouping authority and responsibilities in ways which allows controls and
measures performance of suppliers performance (Peter, 2015). Procurement planning is one of
the primary functions of the procurement with a potential to contribute to the success of local
government operations and improved services delivery. It is a function that sets in motion the
entire acquisition procurement functions. When planning is properly conceived and
implemented, it can serve as an important mechanism for extracting, distributing and allocating
resources (James, 2014) in Nigeria.
Planning generally enhances the gathering, evaluating and interpreting of essentials data and
information in order to produce knowledge relevant to good policy making. In many African
countries, planning has not arrived at the level of achieving the aims described because of
problems related to human and technical capacities and financial resources. In management
literature planning implies that managers think though their goals actions in advance and that
their actions are based on some method, plan or logic rather than on a hunch (Stonner, 2016).
The planning function encompasses defining and organization’s goals, establishing an overall
strategy for achieving those goals, and developing a comprehensive hierarchy of plans to
integrate and coordinate the activities. Procurement planning is the primary function that sets the
stage for subsequent procurement activities. It “fuels and then ignites” the engine of the
procurement process. A mistake in procurement planning therefore has wide implications for
local governance, measured from the two indicators of accountability and participation.

In Ghana, procurement planning contributes to local governance measured at two levels of

accountability and community participation. The key to accountability is the capacity to monitor
and enforce rules within the public sector, between public and private parties. Accountability as
one of the broad elements of good governance involves holding elected or appointed individuals
and organizations charged with public mandate to account for specific actions, activities or
decisions to the public from whom they derive their authority (Harps, 2019).The internal
regulatory mechanisms of government-accounting, procurement and personnel- have long
received sustained attention as the centerpiece of reforms to promote practices and it creates an
enabling environment for vibrant private sector activity (Kabaj,2015). Problems of accountability
arise when government ignores or transgress social ethics and constitutional and legal provisions
in conducting public affairs, administrative systems are fragmented, tasks to be performed areso
complex or unspecified that it is difficult to identify who is responsible for what, activities are
underfunded so that implementation is very difficult or impossible.

In Tanzania, procurement planning is one of the primary functions of procurement with a

potential to contribute to the success of local governance operations and improved service
delivery. It is a function that sets in motion the entire acquisition/procurement process of local
governments (Basheka, 2016). Planning both as a concept and function is probably one of the
extensively talked about concepts in the management literature. It is a function that forms the
foundation for the rest of management functions. When planning is properly conceived and
implemented, it can serve as an important mechanism for extracting, distributing and allocating
resources (James, 2014). Planning generally enhances the gathering evaluating and interpreting
of essential data and information in order to produce knowledge relevant to good policy making.
In many African countries, planning has not arrived at the level of achieving the aims described
because of problems related to human and technical capacities and financial resources.

In Kenya, management literature planning implies that managers think though their goals and
actions in advance and that their actions are based on some method, plan or logic rather than on a
hunch (Stoner, 2016). The planning function encompasses defining an organization’s goals,
establishing an overall strategy for achieving those goals, and developing a comprehensive
hierarchy of plans to integrate and coordinate the activities (Robbins, 2001). Procurement
planning is the primary function that sets the stage for subsequent procurement activities. It fuels
and then ignites the engine of the procurement process. A mistake in procurement planning
therefore has wide implications for local governance, measured from the two indicators of
accountability and participation.

2.2.4. Top Management

In Asia, the increased number of procurement corruption scandals in Asia is as a result of poor
leadership. These have result due to highly failure of leadership at virtually every level of the
organization concerned. Leadership is important within the organizational procurement function,
procurement function within the organization concerns many parts of the entire organizations
functions. Poor leadership style purchasing function translates into poor performance by the
organization overall (Jones, 2017). According to Fuchs (2018), poor leadership style within the
organizational results to bad procurement decisions and process destroys organizational
effectiveness and thus the need of leadership and procurement is difficult to exaggerate. Within
an organization, leadership is one of the management functions that are concerned with
continuous search of the best way to influence support to accomplish goals and objective within
the continuous process of coordinating man, money and material. Leadership involves the total
sum of behavior of an executive in his direct relation with subordinates.
In Portugal, management is used in procurement function to determine policies, rules and
procedures guiding relationships and activities in an organization; which to an extent determines
the effectiveness in achieving the organization goals and objectives. When individuals in the
group co-exist and associate for common purpose and when the group persists for a sufficient
period of time organization develops. The role of a leader in the group is to provide direction, co-
ordinate the activities of the individual members constituting the group and to ensure
consistency. The image of the leader and the quality of leadership is reflected through the
organization and the attitude of the subordinate in the performance of their task. Thus the leader
in the use of his organizing power decides the pattern of work behavior, task operation and
ethnic of subordinates. According to Were (2014), leadership style within the organization act as
one core factors to employee performance and corporate excellence. Organization tend to spend
substantial sum of money in search of effective leadership in training of their personnel in
effective.

Leadership is the ability to focus the procuress of a group, a personality trait: the ability to
influence the behavior of others; a form of specialized persuasion; power relationship; and
instrument to assist an organization in achieving its goals; a structural relationship within an
organization; or some combination of the forgoing. Massive changes are occurring in the
operating models and marketing strategies of public sector organizations. Procurement greatly
impacts how an organization achieves its objectives. According to Dobler, (2015). In Angola,
purchasing adds value to the organizations. Procurement practices is an area that can be
improved to further contribute to organizational performance. Organizational tend to choose
procurement procedures that are familiar to them; they should instead choose the most suited and
most beneficial to their organizations success. Brown (2018), states that there has been increased
pressure for purchasing integration, purchasing integration links purchasing practices to
organizational performance.

In South Africa, the direct link of operational efficiency and supply chain to organizational
performances therefore means that the adoption of procurement practices is crucial to
organizations success. Consolidation of the entire procurement process leading to the
implementation of procurement practices such as, green purchasing, just in time delivery (JIT),
total quality management (TQM) and e-procurement is necessary so as to boost the overall
organizational performance. Organizations should always benchmark against the ‘best in class’
and implement continuous improvement in its processes (Thai, 2019). Some of the procurement
practices that organizations can engage in include; commitment to green purchasing,
commitment to Just in time delivery, commitment to total quality management and
e-procurement. Organizations must broaden their view of productivity from the predictable
company oriented view to a dual and implementation of sustainable procurement policies
focusing on how environmental issues and issues relating to other aspects of society and
economy can be integrated in the procurement process activities (Yen, 2015). Considering a
wide variety of performance measures is important when defining organizational performance.
Organizational performance should measure under various perspectives, these include,
efficiency, productivity, profitability and sustainability.

In Tanzania, procurement practices should be looked at as part of organizational strategy

procurement should be involved in the budgeting process, supplier selection and consolidation,
concern for the environment and issues touching on quality and technological advances.
Stakeholders are increasingly demanding that organizations should address and manage the
environmental and social issues that impact their organization. Procurement managers are bet
positioned as they can positively or negatively impact social performance and the environment
through performance evaluation and suppliers selection. East African Portland Cement Company
limited plays a vital role in Kenya’s economy by creating employment for a large number of
citizens. The government should therefore provide incentives for them to have better and
profitable working environments. According to Peter (2015), procurement is a way of acquiring
product or service and other resource that may be required by an organization. The acquisition is
in a form of the prescription in terms of quality and quantity. Procurement may include sourcing,
purchasing, and covers all duties from the identification of a best supplier to provide or deliver
these products, goods or services. Procurement functions within the organization are conducted
aiming at promoting the efficiency and the effectiveness of the management of the supply chain
function.
In Kenya, procurement function acts as the main pillar for either the success or failure of an
organization. This function aims at fulfilling certain aspects that include quality, reduction in
financial losses, enhancing organizational integrality and facilitating bets competitive advantage
for the organization. Procurement function also aims at promoting efficiency within
organizational operations (Harps,2019). Basheke (2016) states that, procurement function has
been developing and it has become very complex. This function has developed in that, it has
involved the completion of certain series of activities that comprise of best qualified vendors,
monitoring and supplier evaluation and management function. The modern advancement of
technology, various and different demands of various customers and the new structure of market
has greatly affected the procurement function.

2.3 Review of Critical Literature and Gaps to be filled

Information communication technology associated with procurement performance in public
training colleges has helped to improve supply growth and generate proper utilization of good
supplied to the organization. For the same period much smaller reduction of the non-interest cost
has been achieved. This means that a resource have been consumed appropriately, Kabaj (2015).
Though this is true the author failed to show how information communication technology has
directly affected procurement performance in public training colleges’ has helped to generate
efficiency in the organization. For the same period much smaller reduction of misappropriation
of resources has been achieved. This means that a huge number of diverse operation require little
and no political interference applies to procurement performance in public training colleges.

Kabaj (2015) explains that procurement planning as an enhancement of which acts not only to
the public organization management but also to other staffs, an opportunity or a better factor that
has weight on matters, more responsibilities and authority with good involvement. Its purpose in
the work place is to enhance supply chain management. Procurement planning helps to maintain
effective and reliable controls in procurement performance in public training colleges in terms of
output, quality, speed and overall productivity. Whereas this is true the author failed to show us
how procurement planning affects procurement performance in public training colleges. This
study intends to find out how procurement planning affects procurement performance in public
training colleges.

The way top management is taken into consideration has a significant impact on procurement
performance in public training colleges. Top management is known to have many favorable
effects and enables efficiency and accuracy of the organization (Brown, 2018); facilitates
organization planning; as a cause of failure among some organization. (Nyeko, 2019)’ ensure a
sound assurance of long term growth and attainment of profit generating process and ensures
acceptable relationship between the components of the ministry for efficient mix which
guarantee management. On the other hand, there is general consensus from literature that poor
to management also induces organization failures, overtrading signs and inability to proper
procurement performance in public training colleges.

2.4 Summary
Information communication technology associated with procurement performance in public
training colleges has helped to improve supply growth and generate proper utilization of goods
supplied to the organization. For the same period much smaller reduction of the non-interested
costs has been achieved. This means that a resources have been consumed appropriately.

Political interference associated with procurement performance in public training colleges has
helped to generate efficiency in the organization. For the same period much smaller reduction of
misappropriation of resources has been achieved. This means that a huge number of diverse
operations require little and not political interference.

Procurement planning as an enhancement of which acts not only to the public organizations
management but also to other staffs, an opportunity or a better factor that has weight on matters,
more responsibilities and authority with good involvement. Its purposes in the work place is to
enhance supply chain management. Procurement planning helps to maintain effective and
reliable controls in procurement performance in public training colleges in terms of output,
quality, speed and overall productivity.
The way top management is taken into consideration has a significant impact on procurement
performance in public training colleges. Top management is known to have many favorable
effects; it creates and enables efficiency and accuracy of the organization; facilitates organization
planning, as a cause of failure among some organizations; ensures a sound assurance of long
term growth and attainment of profit generating process and ensure acceptance relationship
between the components of the ministry for efficient mix which guarantee management.

2.5 Conceptual Framework

Figure 2.1 Conceptual Framework

Independent Variables Dependent Variable

ICT

Political Interference
Procurement Performance

Procurement Planning

Top Management

Source : Author (2023)

2.5.1 Information Communication Technology
Information Communication Technology associated with procurement performance in public
training colleges has helped to improve supply growth and generate proper utilization of good
supplied to the organization. For the same period much smaller reduction of the non-interested
cost has been achieved. This means that resources have been consumed appropriately.

2.5.2 Political Interference

Political Interference associated with procurement performance in public training colleges has
helped to generate efficiency in the organization. For the same period much smaller reduction of
misappropriation of resources has been achieved. This means that a huge number of diverse
operations require little and no political interference.

2.5.3 Procurement Planning

Procurement Planning as an enhancement of which acts not only to the public organization
management but also to other staffs, an opportunity or a better factor that has weight on matters,
more responsibilities and authority with good involvement. Procurement planning helps to
maintain effective and reliable controls in procurement performance in public training colleges in
terms of output, quality, speed and overall productivity.

2.5.4 Top Management

The way top management is taken into consideration has a significant impact on procurement
performance in public training colleges. Top management is known to have many favorable
effects; it creates and enables efficiency and accuracy of the organizations, facilitates
organization planning, as a cause of failure among some organizations; ensures a sound
assurance of long term growth and attainment of profit generating process and ensures
acceptable relationship between the components of the ministry for efficient mix which
guarantee management.
 CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY

3.1 Introduction
This chapter represents the research design, target population, description of the instruments used
for the data collection and data analysis procedure applied in the research.

3.2 Study Design

A study design is the arrangement of condition for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure Kothari,
(2014). A descriptive research design was used in this study since it enabled the researcher to
seek new ideas from the respondents and develop an insight to the problems under study. A
questionnaire as a method of collecting data was used whereby they were issued out to the
selected population.

3.3 Target Population

Target population is the complete set of individuals, cases or objects with some common
characteristics to which the researcher wants to generalize the results of the study Mugenda,
(2013). The study focused mainly on the employees of Machakos Teacher Training College
targeted in various departments in the following categories, with a population of 120 employees
as shown in table 3.1.
Table 3.1 Target Population
Category Frequency Percentage (%)
Top Management 3 1%
Middle Management 5 5%
Support Staff 112 94%
Total 120 100%
Source : Organization (2023)

3.4 Sample Design

Sampling is a procedure by which some elements of the population are selected as
representatives of the total population though the use of probability to acquire a representative
degree of reliability in the selected area, Kothari, 2014). Stratified random sampling was used
because the group would have been heterogeneous and the researcher would want each member
of the target population to have an equal chance of participating in the study. The study used a
sample of 60 respondents which represented size of the targeted population. According to
Mugenda and Mugenda (2013), target population is a group, individual, objects or items which
samples are taken measurement in research. According to Mugenda and Mugenda (2019), a
sample size of 10% or more is appropriate for any research study. The researcher used 50% of
the target population.

Table 3.2. Sample Size

Category Frequency Sample Size Percentage (%)

Top Management 3 1 1%
Middle Management 5 2 5%
Support Staff 112 57 94%
Total 120 60 100%
Source : Author (2023)
3.5. Data Collection and Procedure Used
3.5.1. Questionnaires
This study used primary data collection though questionnaire. The questionnaires were used
because of their economy, also to ensure anonymity, permit use of the standardized questions
and have uniform procedures, provide time for subjects to think about responses and it is easy to
score. The questionnaire comprised of closed ended and open ended questions to avoid being too
rigid and quantify data especially where structured items were used (Kothari, 2014). This method
helped the study to collect enough information, which would have otherwise been impossible
using interviews and observations. The questionnaires were administered through drop and pick
method and follow ups made through telephone. Secondary data was collected from published
materials.

3.5.2. Data Collection Procedure

During the study, draft questions were first tested to remove ambiguity and achieve high degree
precision. Questions which did not yield the required data were discarded. All the units of
analysis were comprehensively studied and whole population taken into account. Before the
questionnaires were administered they underwent pretesting with five respondents to confirm
validity and reliability of the research instruments and also ascertain whether the target
population was able to comprehend and give the information needed.

3.6. Validity and Reliability of Research Instruments

Validity refers to whether the research measures what it intended to Mugenda,(2013). Reliability
can be identified as the extent to which the measurement of a test remains constituent over
repeated test of the same subject under identical conditions. A pilot study was done to identify
elements of the study, draft questions were pre-tested to remove ambiguity and achieve high
degree precision. On the other hand, questions which might not yield the required data were
discarded. All the units of analysis were comprehensively studied and whole population taken
into account. Before the questionnaire administrated they underwent pretesting with five
respondents to confirm validity and reliability of the research instrument and also ascertain
whether the target population was able to comprehend and give information needed by the
researcher.

3.7. Data Analysis Methods

This involves qualitative and quantitative analysis by use of Excel. The data to be collected by
use of various instruments was first edited to get the relevant data for the study. Data analysis is
a process of gathering, modeling and transformation of data with the goal of highlighting useful
information, suggesting conclusions and supporting decision making hence preparing crude data
into interpretable designs, Mugenda Mugenda, (2013). Data was analyzed using statistical
methods by use of tables, charts, frequencies and percentages. It envisaged the comparative
methods which were the best since the data is quantitative in nature prior to the summarization of
the data. The questionnaires were checked to ensure that they were fully completed and accurate.
Data was presented inform of tables, graphs and pie-charts in excel form.

CHAPTER FOUR

DATA ANALYSIS PRESENTATION AND INTERPRETATION OF FINDINGS

4.1 Introduction
This chapter explains the analysis done on the data which was collected by the researcher and
summary of the whole findings.

4.2 Presentation of findings

These are flow diagrams and tables that show the methods used to present data outcomes.

4.2.1 Response Rate

Table 4.1 Response Rate
Category Frequency Percentage (%)
Response 57 95
No Response 3 5
 Total 60 100
Source : Author (2023)
Figure 4.1 Response Rate

No
5%

Yes
95
%

Source Author (2023)

Table 4.1 and figure 4.1 indicates the response got from the respondents who were given the
questionnaires. The response of 95% indicate the response of the questionnaires returned which
represented the number of the questionnaires returned by the respondents who contributed to the
study, while the response of 5% indicate the response of the respondents who did not return the
questionnaires. This indicated the a good number responded and returned the questionnaire.

4.2.2 Gender Response

Table 4.2. Gender Responses
Category Frequency Percentage (%)
Male 38 67
Female 19 33
Total 57 100
 Female
33%

Male
67%

Source : Author (2023)

The table 4.2 and the figure 4.2 above indicate the gender response. The response of male was
67% indicating the majority response while the 33% indicated the response of female
respondents. It was indicated that a few ladies take part in the organizations running.

4.2.3 Age Response

Table 4.3. Age Response
Category Frequency Percentage (%)
18-23 years 9 16
24-29 years 16 28
30-35 years 11 19
36-41 years 13 23
Above 42 years 8 14
Total 57 100
Source :Author (2023)

Figure 4.3. Responses

 30 28%

25 23%
19%
Percentage (%)
20 16%
14%

15

10

0
18-23 years 24-29 years 30-35 years 36-41 years Above 42years
Category

4.2.4 Departments

Table 4.4 Departments

Category Frequency Percentage%

Top Management 1 2
Middle management 5 9
Support staff 15 89
Total 57 100

Source: Author (2023)

Figure 4.4 Departments

89%
90

80

70
Percentage
60 (%)

50

40

30 9%
20 2%
10

0
Top Management Middle Management Support staff
Category
Source: Author (2023)
The above figure 4.4 and the table 4.4 indicate the response got on departments of individuals
working the premier Kenya .a response of 9% indicated a respondents who are middle staffs ,
while the support staff got a response of 89%. The response of those who are top
management is 2%. This indicated that majority workers are married.

4.2.5 Education qualification

These are the degrees diplomas, certificate, professional titles and so forth that an Individual
has acquired.

Table 4.5 Education Qualification

Category Frequency Percentage (%)

Certificate 1 2

Diploma 6 11
 Undergraduate 40 70

Postgraduate 10 17

Total 57 100

Figure 4.5 Education Qualifications

70%
70

60
percentages
50

40

30 17%
11%
20 2%
10

0
certificate diploma undergraduate postgraduate

Source: Author (2023) category

The table 4.5 and figure 4.5 above indicate the response on the education qualification
The responses were as follow ;the certificate level of education had responses of 11%,
undergraduate had the largest responses of 70% and finally postgraduate level had
response of 17% This indicated that the organization has the potential to perform since the
most workers are more qualified.

4.2.6 WORK EXPERIENCE

Table 4.6 Work Experience

Category Frequency percentage

%

0.5 years 7 12
6-11 years 15 26
12-11 years 20 35
18-23 years 10 18
Above 24 years 5 9
Total 57 100
Source: Author (2023)

Figure 4:6 Work Experience

35%
35

30 26%

25
18%
20
12%
15 9%

10

0
0-5 years 6-11 years 12-17 years 18-23 years Above 24 years

Source: Author (2023)

The table 4.6 and the figure indicate response that was got on the work experience. In
this regard the response of those below 5 years was 12% the response of those between 6-
11years was 26% the response of 12-17 years was 35% the response of those between 18-
23years were 18%. The response of those above 24 year was 9% and it had the minority
response. The majority of the worker who respondents to the questionnaire,
Worked between 12-17 years.

4.2.7 Response effect of information communication technology on procurement

Performance in public training colleges in Kenya

Table 4.7 Response effect s of information technology on procurement Performance in

public training colleges .in Kenya
 Response Frequency Percentage
(%)

Yes 56 98
No 1 2
Total 57 100
Source: Author (2023)

Figure 4.7 Response effects information communication technology affects

Procurement performance in public training colleges in Kenya

NO
2%

Yes
98%

Source: Author (2023)

The above table 4.7 and figure 4.7 indicated the response got analysis of whether
Information communication technology procurement performance in public training collage in
Kenya. The response of 98% indicated yes that information communication technology affects
procurement performance in public training collage in Kenya 2% indicated that it does
not affect. By comparing the two it can be noted that information communication
technology affect procurement performance in public training colleges in Kenya
Table 4.8 Extent of information communication technology on procurement
Performance in public training colleges in Kenya

Category Frequency percentage

 (%)

Very high effect 24 42

High effect 14 25
Moderate effect 10 17
Low effect 8 14
No effect 1 2
Total 57 100
Source: Author (2023)

Figure 4.8 Extent information communication technology affects if procurement

performance in public training colleges in Kenya

45
40 42%
35
30
Percentage 25%
25 17%
20
14%
15 2%
10
5
0
very high HighCategory
effect moderate effect low effect no effect

Source: Author (2023)

Table 4.8 and figure 4.8 indicate that 42% were of the opinion that information
Communication technology greatly effects procurement performance in public training
Colleges in Kenya with a very high effect , 27% high extent, 18% to a moderate effects,
14% had low effect and 2% had no effect on procurement performance in public
training Colleges in Kenya
4.2.8 Response effect of political interference on procurement performance
Training colleges in Kenya
Table 4.9 Response effects of political interference on procurement performance in
Public training colleges in Kenya
 Response Frequency percentage

Yes 55 96
No 2 4
Total 57 100
Source: Author (2023)

Figure 4.9 response effects of political interference on procurement performance in

public training colleges in Kenya

no
4%

yes
96%

Source: Author (2023)

The above table 4.9 and figure 4.9 indicate the response got from the respondent on
whether political interface affects procurement in public training collages in Kenya in this
regard while 4% did not agree that political interference affects procurement
performance in public training colleges in Kenya.

Table 4.10 Extent political interference affects procurement performance in public training
college in Kenya

Category Frequency Percentage %

 Very high effect 25 44

High effect 14 25

Moderate effect 9 15

Low effect 7 12

No effect 2 4

Total 57 100

Source Author (2023)

Figure 4.10 Extent political interference affects procurement performance in public

training colleges in Kenya
45 44%

40

35

30
percentage

25%
25

20 15%
12%
15

10 4%

0
very high effect high effect moderate effect low effect no effect

Source Author (2023)

Category
Table 4.10 and figure 4.10 indicate that 44%were of the opinion that political interference.
Greatly effects procurement performance in public training college in Kenya with a very high
effect 25%high effect, 15% to a moderate effect, 12% had low effect and 4% had no effect on
procurement performance in public training college in Kenya.
4.2.9 Response effect of procurement planning on procurement performance in public
training colleges in Kenya.

Table 4.11 Response effect of procurement planning on procurement performance in

public training colleges in Kenya.

Response Frequency Percentage (%)

Yes 54 95

No 3 5

Total 57 100

Source Author (2023)

Figure 4.11 response effects procurement planning affects procurement performance in

public training colleges in Kenya

No
5
%
A

Yes
95
%

Source Author (2023)

The above table 4.11 and figure 4.11 indicate that 95% said that procurement planning affects
procurement performance in public training colleges while the 5% didn’t agree. By comparing
the two responses it was noted that procurement planning affects procurement performance in
public training colleges in Kenya.

Table 4.12 Extent procurement planning affects procurement performance in public

training colleges in Kenya

Category Frequency Percentage(%)

Very High Effect 18 32

High Effect 16 28

Moderate effect 12 21

Low effect 8 14

No effect 3 5

Total 57 100

Source Author (2023)

Figure 4.12 Extent procurement planning affects procurement performance in public

training college in Kenya
 35

30 32%

25 28
%
Percentage
20
21%
14%
15

10

5 5
%
0
very high effect high effect moderate effect low effect no effect
category

Source Author (2023)

Table 4,12 and figure 4.12 indicate that 32%were of the opinion that procurement planning
greatly affects procurement performance in public training colleges in Kenya with a very high
effect 28% high effect, 21% to a moderate effects, 14% had low effect and 5% had no effect on
procurement performance in public training colleges in Kenya.

4.2.10 Response effects of top management on procurement performance in public training

college in Kenya

Table 4.13 Response effects of top management on procurement performance in public

college in Kenya

Category Frequency Percentage (%)

Yes 53 93

No 4 7

Total 57 100

Source Author (2023)

Figure 4.13 response effects of top management on procurement performance in public
training college in Kenya
7%
No

93%
yes

Source Author (2023)

The table 4.13 and figure 4.13 above indicate the response of whether top management effects
procurement performance in public training college in Kenya. 93% said that it affects
procurement performance in public training college in Kenya. while 7% said it does not affect
procurement performance in public training colleges in Kenya. By comparing the two responses
it can be noted that top management affects procurement performance in public training colleges
in Kenya.

Table 4.14 Extent top management affects procurement performance in public training
colleges in Kenya

Category Frequency Percentage (%)

Very High Effect 16 28

High effect 15 26

Moderate effect 13 23

Low effect 9 16

No effect 4 7
 Total 57 100

Source Author (2023)

Figure 4.14 Extent top management affects procurement performance in public training
college in Kenya

44%
30 25%
25 15%

20 12%

15
percantage

10 4%

0
very high effect high effect moderate effect low effect No effect
category

Source Author (2023)

Tables 4.14 and figure 4.14 indicate that 28% were of the opinion that top management greatly
affects procurement performance in public training colleges in Kenya with a very high effect
26% high effect 23% to a moderate effect, 16% had low effect and 7% had no effect on
procurement performance in public training colleges in Kenya.

4.3 Summary of Data Analysis

4.3.1 General Information
The response of 95% indicate the response of the questionnaire returned which represents the
number of respondents who contributed to the study while the response of 5% indicated the
response of respondents who did not return the questionnaires. The response of male was 67%
indicating the majority response while the33% indicated the response of female respondents. The
respondents with less than 23 years responded by 16% while the response of those between 24-
29 years gave a response of 28%. There was a response of 19% from those with ages between
30-35years. On the other hand those with 36-41 years gave of 23% and finally those with above
42 years gave response of 14%. A response of 9% indicated respondents who are middle
management, while the support staff got a response of 89% there was 2% response got on the
area of top management. This indicated that the majority workers are under support staff. The
certificate level of education had a response of 2%, diploma 11%, undergraduate had a response
of 70% and finally postgraduate had a response of 17%.

4.3.2 Information Communication Technology

The majority respondents of 98% agreed that information communication technology is one of
the key factors that affect procurement performance in public training colleges in Kenya with 2%
disagreeing that it does not affect. The organization respondents indicate that information
communication technology determines performance process. Majority respondent’s indicated
that it affects procurement performance in public training colleges in Kenya.

4.3.3 Political Interference

The institute was said to be having more issues with political interference with 96% of the
respondents agreed that political interference affects the company with slight low rate of 4%
disagreeing the it does not affect. In this case the majority respondents indicated that the institute
has managed to keep political interference with the aid of improved style. The employees
however indicated that there is need to look into the matter and ensure that the appropriate
matters concerning political interference cases are made.

4.3.4 Procurement Planning

Procurement planning is one of the major factors which determine the progression of any
institute. In this regard the respondents indicated that procurement planning affects with 95%
agreed the government policies affects with the other 5% disagreeing that procurement planning
does not affect procurement performance in public training colleges in Kenya. Whereby the
respondents indicated that the institution which has good influence with procurement planning is
able to give predictions on general performance which finds it easier to bring services
improvements to enhance effective growth.
 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION ANDRECOMMENDATIONS

5.1. Introduction
This chapter consists of summary of major finding, answers to research questions, conclusions
and recommendations.

5.2. Summary of Findings

5.2.1. How does information communication technology affect procurement performance in
public training colleges in Kenya?
According to this findings, information communication technology affects procurement
performance in public training colleges in Kenya to a very high effect by 42%, high effect 25%,
moderate effect 17%, low effect by 14% and 2% had no effect. It can be concluded that
information communication technology has a great impact on procurement performance in
public training colleges in Kenya.

5.2.2. To what extent does political interference affect procurement performance in public
training colleges in Kenya?
According to this finding, political interference affects procurement performance in public
training colleges in Kenya to a very high effect by 44%, high effect 25%, moderate effect 15%,
low effect by 12% and 4% had no effect. It can be concluded that political interference has a
great impact on procurement performance in public training colleges in Kenya.

5.2.3 How does procurement planning affect planning affect procurement performance in
public training colleges in Kenya?
According to this finding, procurement planning affects procurement performance in public
training colleges in Kenya to a very high effect by 32%, high effect 28%, moderate effect 21% ,
low effect by 14% and 5% had no effect. It can be concluded that procurement planning has an
impact on procurement performance in public training colleges in Kenya.

5.2.4. To what extent does top management affect procurement performance in public
training colleges in Kenya?
According to this finding, top management affects procurement performance in public training
colleges in Kenya to a very high effect by 28%, high effect 26%, moderate effect 23%, low
effect by 16% and 17% had no effect. It can be concluded that top management has an important
impact on procurement performance in public training colleges in Kenya.

5.3. Conclusion
Based on the findings of the study, it can be concluded as follows: The study has found that
there are factors affecting procurement performance in public training colleges in Kenya. The
study has found out a general dissatisfaction in staff within the company on methods used in the
procurement performance in public training colleges. Based on the findings of the study, it can
be concluded ICT is an important element in the success of any company. A weakness of many
companies is that managers are not adequately trained and they provide little meaningful
feedback to subordinates. Evidence indicates that managers can make them more accurate in
procurement performance in public training colleges.

The company was said to be improving its political interference in order to encourage growth. In
this case the majority respondents indicated that the company through the policies set and be
made known to sustain its growth. The employees however indicated that somehow political
interference should be minimized.

From the study analysis, the researcher noted that procurement planning is an essential
accompaniment of all entities and has to be adequate everywhere. Therefore the planning should
always be understood and adhered to.

Top management was said to be one of the key issues affecting procurement performance in
public training colleges. In this regard the respondents indicated that institute was able to cope
with the current management thus making growth be effective and perform effectively and thus
reflect on procurement performance in public training colleges in Kenya.

5.4. Recommendations
Based on the findings of the study it is recommended as follows: The managers should ensure
that the growth processes used are developed in consultation with all the stakeholders. The
objectives should be applied uniformly to all sources depending on the level and nature of what
they do. The management, in consultation with other managers should ensure that the
management style is reviewed from time to time with improved structures so as to ensure that the
systems process and results are relevant and useful to the sector.

5.4.1. ICT
It was recommended that ICT should be well improved through acquiring of modern software’s
and also doing more training to all IT department staff to enhance competence on ever changing
world.
5.4.2. Political Interference
Political interference is essentially seen as that of creating negative attributes to the institute. It
was recommended that political interference should be minimized at all cost and enhance
democratic and open leadership.

5.3.2. Procurement Planning

Procurement planning was said to be one of the key issues affecting procurement performance in
public training colleges in Kenya. It was recommended that the institute should review its
planning policies to ease smooth of the procurement department.

5.4.4. Top management

Top management was said to be one of the key issues affecting procurement performance in
public training colleges in Kenya. It was recommended that the institute should review top
management delegation and operation standards to make sure that at any time they are
motivating employees to work.

5.5. Suggestions for further research

Based on the research done, it can be concluded that factors affecting procurement performance
in public training colleges in Kenya should be considered. Similar research should be replicated
in other training colleges to determine if a similar factor affects procurement performance in
public training colleges in Kenya by use of a different variable like competition and organization
culture.
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APPENDIX II
QUESTIONNAIRE
For each of the question below, please tick in the space provided for the answer that describes
your opinion.

SECTION A: GENERAL INFORMATION

1. What is your gender?
Male

Female

2. What is your Age?

18-30 years
30-40 years
40-50 years
50 and Above

3. Work under which Department ?

Top management
Middle management
Support Staff

4. What is your highest level of education ?

Certificate
Diploma
Undergraduate
Postgraduate

5. For how many years have you worked in this organization?

0-5 years
6-11 years
12-17 years
18-23 years
Above 24 years

SECTION B: INFORMATION COMMUNICATION TECHNOLOGY

6. Does information communication technology affect procurement in public training colleges
in Kenya?
Yes

No
7. To what extent does information communication technology affects procurement
performance in public training colleges in Kenya?
Very High Effect
High Effect
Moderate Effect
Low Effect
No effect
Explain …………………………………………………………………………………………
………………………………………………………………………………………………….

SECTION C: POLITICAL INTERFERENCE

8. Does political interference affects procurement performance in public training colleges in
Kenya?
Yes
No
9. To what extent does political interference affects procurement performance in public
training colleges in Kenya?
Very High Effect
High Effect
Moderate Effect
Low Effect
No effect
Explain …………………………………………………………………………………………
………………………………………………………………………………………………….
THANK YOU FOR YOUR COOPERATION.