The Relationship Between Mentorship and Performance of Ministry of Interior and National Administration Employees in Kajiado County
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Abstract
The Government of Kenya has continued to implement public service reforms to enhance the efficiency and effectiveness of service delivery. A critical aspect of this reform agenda is motivating public servants through sustainable, non-cash incentives, in line with cost-cutting measures. This study explored how mentorship, as a form of non-monetary incentive, affects the performance of Ministry of Interior and National Administration employees in Kajiado County. Guided by Herzberg’s Two-Factor, Expectancy, Equity, and Social Learning Theories, the study targeted National Government Administration Officers and selected a sample of 222 respondents through stratified sampling. Data were collected through self-administered questionnaires and analyzed using regression techniques in SPSS (version 27). The findings revealed that mentorship significantly enhances employee performance by providing support, skill transfer, and constructive feedback. Structured mentorship programs were shown to improve competencies, adaptability, and motivation, thereby strengthening service delivery. The study concludes that mentorship is a critical non-monetary incentive that can foster productivity and commitment within the Ministry of Interior and National Administration. It recommends that the Ministry institutionalize structured mentorship programs, including one-on-one coaching, peer learning, and professional guidance, to improve employee capacity and sustain performance improvements.
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