Effect of government bureaucracy on service delivery in the state-owned corporations in Kenya: a case of KPLC Mount Kenya region

Abstract

Government and private institutions worldwide recognize the crucial role of service delivery in achieving a competitive edge in a dynamic market. KPLC, as a state-owned corporation, stands as a significant pillar for the economic, social, and political development strategies aimed at realizing Vision 2030. The company holds a monopoly in providing services to the public. However, despite reforms aimed at reducing public sector bureaucracy, the public still encounters numerous obstacles in accessing power services. The dissatisfaction level among the public regarding service delivery remains high, with one contributing factor being the politicization of appointments of Board of Directors, leading to inadequate competence and legal frameworks. This study aimed to investigate the effect of government bureaucracy on service delivery in the KPLC within the Mount Kenya region. Specifically, it sought to assess the influence of leadership hierarchy, stakeholders' interests, policy compliance, and the political environment on service delivery within the company in the Mount Kenya region. The study's theoretical framework drew from Bureaucratic Theory, Stakeholder Theory, New Public Management Theory, and Systems Theory. The target population comprised 717 individuals, including 76 suppliers, 324 end-user consumers, and 317 employees in the KPLC Mount Kenya regional office. A sample of 257 respondents was selected using a two-stage sampling procedure involving stratified and simple random sampling techniques. Empirical data were collected through semi-structured questionnaires, with the validity and reliability of the data collection tool assessed to ensure its suitability for the study. Multiple linear regression analysis was performed on the gathered dataset. Ethical research considerations guided the collection and analysis of data. The study's findings indicate that leadership hierarchy, stakeholder interests, policy compliance, and the political environment positively and significantly impact service delivery in the KPLC Mount Kenya Region. Therefore, the study recommends that the management of state-owned enterprises implement policies that enhance leadership practices, particularly in promoting motivation and delegation. Additionally, it suggests establishing a policy framework that encourages stakeholder participation, effective decision-making, and smooth information flow within state-owned enterprises. Moreover, audit divisions in these enterprises should strengthen the existing policy framework to embed practices that cultivate a culture of compliance with rules, regulations, and personnel selection processes. Lastly, the board of management for state-owned enterprises in the energy sector should develop mechanisms to protect themselves from disruptive interference by interest groups that could undermine operational efficiency and hinder service delivery outcomes.