INFLUENCE OF PROCUREMENT ETHICS ON PROCUREMENT PERFORMANCE IN STATE CORPORATIONS IN KENYA

SAMUEL MURIRU, DR. MAKORI MORONGE (Ph.D)

Abstract


The study focused on analyzing the influence of procurement ethics on procurement performance in state corporations in Kenya. The study looked at the influence of conflict of interest, professionalism, transparency and accountability on procurement performance as the specific objectives of the study. Descriptive research design was used for the study and the questionnaire was the main data collection instrument. The quantitative data generated was analyzed by use of descriptive statistics feature in SPSS to generate information. The regression model was used to show the relationship between the dependent variable and the independent variables. It was notable that there exists strong positive relationship between the independent variables and dependent variable.  The coefficient of determination was between zero and one. The data showed that the high R squared value of 0.638. It showed that the independent variables in the study were able to explain 63.80% variation in the procurement performance. Based on the research findings, the study concluded that ethical behavior can help improve procurement performance in the organizations. Though the public sector was striving hard to embrace adhere to ethical behavior there were still issues of conflict of interest, lack of professionalism, transparency and accountability. The study recommended that the current phenomenon of poor procurement performance in the state corporations to be reversed if the government and other stakeholders ensure that procurement ethical behavior exercised through assessing conflict of interest, professionalism, transparency and accountability.

Key Words: Conflict Of Interest, Professionalism, Transparency, Accountability, Procurement Performance

CITATION: Muriru, S., & Moronge, M. (2018). Influence of procurement ethics on procurement performance in state corporations in Kenya. The Strategic Journal of Business & Change Management, 5(4), 1945-1958.



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DOI: http://dx.doi.org/10.61426/sjbcm.v5i4.1001

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