| dc.description.abstract | The study purpose was to examine the influence of operational transformation on firm
performance among DT-SACCOs in Meru County, Kenya. The study used a descriptive
research design when collecting data from a target population of 10 registered deposit-taking
SACCOs. The respondents were 10 branch managers, 10 operations managers, 52 operations
staff, 106 marketing staff, and 38 customer care staff. This study obtained 10 branch managers
and 10 operations managers through the purposive sampling method, while 46 operations, 84
marketing, and 35 customer care staff were sampled through the simple random method. The
interviews were conducted with branch managers and operations managers, while the
structured questionnaires were answered by the other respondents. The pre-test was done in
Unison DT-SACCO in Isiolo County. The study measured reliability using the Cronbach Alpha
Coefficient, while validity was measured using face, content, and construct types of validity.
Descriptive statistics such as frequency, percentage, mean, and standard deviation were
analyzed. There were also inferential statistics, such as Pearson correlation, model summary,
ANOVA, and regression coefficients, analyzed. Qualitative data were derived from the
interview responses through the thematic method. The presentation was done through tables.
The study found out that operational transformation had a significant influence on firm
performance. It was enhanced by clarity in communicating goals on time, teamwork, and
training on relevant staff. The factors made it easier to restructure operations more effectively,
leading to an all-around transformation. Despite the existence of risk management, adequacy
of finances, and operational efficiency policies, the decision-making approach in DT SACCOs
was centralized, hence relying on top management to make decisions affecting the banking
operations. This led to decline in efficiency in expediting the necessary operations within the
shortest timeframe to improve customer satisfaction. The study recommends empowering
lower management levels through decentralized authority, improving staff communication on
sector changes, strengthening cybersecurity measures, and enhancing ICT recruitment and
infrastructure. Additionally, fostering a customer-centric culture and improving internal
harmony could significantly boost performance outcomes. | en_US |
