The performance of governments in the delivery of services to the public – which constitutes the customers, who are also the tax payers, is affected and influenced by a multitude of factors, some controllable and others outside the control of governments (Ndubai et al., 2018). Improvement in public service delivery and the consequent increase in customer (public) satisfaction with public services have been at the core of reform programs in many developed and developing countries in the past four decades. This recent wave of reforms has compelled reversion to customer focus in many governments and changed substantially the operating environment for both elected officials and public service employees. The reversion has in many cases entailed the development of performance management systems (PMS) to facilitate execution of strategy by communicating organizational goals and objectives; reinforcing individual accountability for meeting those goals, and tracking individual and organizational performance results. Well-designed performance management systems, paired with strong political support and driven by a competent human resource, have produced amazing results impacting service delivery and the economic growth of many countries. Poor execution of the system including applying a framework that lacks appropriate leadership support and a human resource that is not equal to the complexities and dynamism of the system, often results in system failure. In order to compare the status of performance contracting in Kenya, 12 components of previous and current situation are used and way forward as well as effective remedial suggestions are provided.