Vice-Chancellor Prof. Jaganyi signs 2022 performance contract

Prof Deogratius JAGANYI, Vice-Chancellor,

I am delighted to participate in signing performance contract for the second year since my installation as the Vice-Chancellor.  As I reflect on the last one year, the journey we went through of quarterly monitoring and evaluation, it was fruitful as it helped us to ensure that we are on track. It was worth the effort to ensure that we achieve the strategic agenda that is in line with the 2020 – 2029 strategic plan. The outcome of the performance evaluation was indeed an excellent performance.  I must say that our performance contract is unique as it is not individual-based but a team-based.

The performance was a collective effort of each Division and Divisional Unit and as the Vice-Chancellor; I applaud the members of the University Management Board for this achievement.

As we pursue to implement the strategic objectives as stipulated in the 2020-2029 Strategic Plan, we have prepared the 2022 performance contract for the Vice-Chancellor and officers who report to the Vice-Chancellor.  Today, we are signing the 2022 performance contracts, which will be cascaded downwards to all members of staff with aim of attaining the synergetic output.  I assure the University Council that the Management is committed to drive the strategic agenda as stipulated in the University blue print; 2020 – 2029 Strategic Plan.

I urge all the staff to work as a team as Ryunosuke Satoro said that: “Individually, we are one drop.  Together, we are an ocean”.

I appreciate the Performance Contract Committee for driving the process of performance contracts.

Dr. Vincent Gaitho, Pro-Chancellor / Vice-Chairman, University Council,

The University’s commitment to quality services is displayed through Performance Contracting process. It affirms our strong position globally as an Institution that recognizes and promotes adoption of competitive strategies in delivery of services driven by performance.

I wish to applaud on behalf of the University Council the entire Mount Kenya University fraternity for adopting and actualizing this process that has seen us register positive results on service quality and efficiency in the year 2021.

The results are a true reflection of the active roles played by the actors at all levels in the University structure, right from identification of performance targets to evaluation of the performance results. Indeed, the University Council is committed to support the University Management in ensuring continuity of institutionalization of performance contracting as a tool for improving service delivery starting from the highest level with the aim of cascading the same to all levels.

Performance Contracting enables officers, among other things, target their resources to the identified priorities as anchored in our Strategic Plan 2020-2029.

It enhances efficiency of the processes and systems and helps nurture a self-driven culture of performance in the University.

This helps in formation of improved attitude to work, as there is involvement of all in this process. This culture should be encouraged, where all feel appreciated.

The University Council will support the University Management strive to promulgate policies; adopt best practices; and put in place systems and structures that will make MKU a giant in matters effective and efficient service delivery.

In the words of Aristotle, “We are what we repeatedly do. Excellence then, is not an act, but a habit”

 Prof. David Serem, Chairman, University Council,

Performance contracts that we have signed today will be the blue print of our day-to-day operations as a university community.  They will be our guiding light in all our endeavors towards contribution to the achievement of the Mission and Vision of Mount Kenya University.

I commend staff for continued commitment towards the success of performance contracts in the last 2 years.

Factors that Affect Individual Performance in an Organization

According to Tom E. Jones (2019) presentation on key factors that influence individuals’ job, performance or what is commonly referred to as the Performance Pathway Model; individuals have many different traits, which they bring in with them to the job upon recruitment. Some of these traits are functional and others are dysfunctional. Jones sums up the eight essential traits that impact on people’s jobs performance as follows:

1. Knowledge
2. Experience
3. Skills
4. Abilities
5. Awareness
6. Values
7. Motivation and
8. Needs

Jones goes on further to state that as individuals grow and get accustomed to the job, these factors or traits change over time.  For high achievers, they change in positive ways to par excellence status, while for under achievers, their traits and capacities may stagnate or degenerate to a mere average or even below average performances.

Going by the past performance contracts which we have signed in the last 2 years, as well as the performance or outcomes that have been recorded, I am happy to note that the team of persons are in the category of high achievers.