Promoting Accountability of Heads of Schools through Performance Contracts: The Case of Ministry of Primary and Secondary Education in Zimbabwe

ABSTRACT:

The purpose of this study was to explore the significance of performance contracts for heads of school and how these reforms will promote accountability. The introduction of performance contracts in the public sector is considered the most important strategy for efficient delivery of service and accountability. Despite the introduction of Results Based Management the performance and accountability of most ministries, departments and parastatals has been below public expectation resulting in poor service delivery. The study employed a mixed approach underpinned by a phenomenological research design. Data for the study was collected using desk research and in-depth interviews with key informants sampled from 30 primary and secondary schools in Harare province. Data was analysed using SPSS and Pearson’s Correlation Coefficient. The findings of the study indicated that performance contracts of heads of school foster a high performance culture, enhance accountability good governance, ensure transparency and improve on service delivery as highlighted by the positive co-relationship between performance contracts and accountability. The study concludes that performance contracts should be extended to every serving member of the public service so as to produce a results-focussed workforce. 

Keywords: Accountability, School Heads, Performance Contracts, Results based Management