Service Delivery as an Outcome of Political Environment: A Perspective of State Corporations in the Energy Sector in Kenya

Abstract

State corporations in the energy sector are a major foundation upon which economic, social, and political development strategies are anchored. All over the world, these institutions perform a complementary infrastructural role in facilitating economic sectors to deliver on their mandate and consequently contribute to the general welfare of societies. Extant literature presents strong empirical evidence that speedy, efficient, and responsive service delivery is imperative for the success of state enterprises and other organizations in a dynamic environment. However, despite the various government-initiated reforms and interventions and the vast commitment of resources, there are unending public concerns over the delivery of services in state corporations in Kenya. This study, therefore, sought to examine the effect of the political environment on service delivery in state corporations in the energy sector in Kenya. The target population was 124 suppliers, 5,107 end-user consumers, 1,817 employees in KPLC plus 480 employees in REREC, and 30 employees in the Energy regulator (EPRA). A sample of 380 individuals/households was selected using a two-stage random sampling procedure comprising proportionate stratified and simple random sampling techniques. Empirical data for this analysis were gathered using a semi-structured questionnaire. The validity and reliability of the data collection tool were assessed to confirm the suitability of the tool for use in the study. Descriptive analysis and inferential analysis were conducted on the data set that had been gathered from the field. The findings of the study demonstrated that the political environment positively contributes to service delivery among the surveyed state corporations. It is recommended that the policy framework be developed to promote activities relating to actors' participation, decision-making, and efficient flow of information in state corporations. It is apparent that the level of participation of actors in advisory boards, project initiation, and project execution is not optimal. These aspects should form the basis for policy review and development seeking to enhance the extent of actors' engagement in the affairs of state enterprises. Deliberate effort should be made to align decisions with the consensual perspectives of actors.