School of Business and Economics

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Effect of Training Programs on Organizational Performance of Meru County Government, Kenya
(Journal of Human Resource & Leadership, 2025-07) Ireen, Mung’athia Mukiri; Nancy, Rintari; Fredrick, Mutea
The purpose of this study was to examine the effect of training programs on the organizational performance of Meru County Government, Kenya. The study adopted a descriptive research design, which enabled assessment of the characteristics of the population. The target population comprised 33 senior-level managers and 677 middle-level employees in 11 departments of the Meru County Government. The study used the purposive sampling method to sample 11 CECs, 11 directors, and 11 administrators, while the simple random method was used to sample the middle-level employees’ sample size. In determining the sample size of the population, the Yamane formula was used to arrive at the sample of 251 middle-level employees. The middle- level employees answered the questionnaires, whereas the senior-level management was interviewed. A pilot study was conducted in the Tharaka Nithi County Government. Additionally, the Cronbach alpha method was used to measure reliability. The study assessed content and criterion validity. SPSS software version 24 was used to analyze descriptive statistics such as frequencies, percentages, and means. Additionally, inferential statistics such as model summary and ANOVA were developed, as well as regression coefficients to determine the model of the study. The correlation coefficient for training programs was r = 0.501 at α < 0.002 and a 99% significance level, which enabled the study to reject the null hypothesis. It was concluded that training programs were vital towards enhancing the performance of the county government. Their contribution made it possible to transfer skills and knowledge from the management to the staff within reasonable time and environment. The skills transferred enabled them to remain relevant in their industries and professions. That notwithstanding, the number of trainings offered to the staff was still few as compared to the training needs placed by business demands. The study recommends the need for the county government leadership develop an adequate policy framework that would increase the budget allocated to training and development programs that can support employees. Additionally, the departmental managers should encourage the employees to collaborate with their colleagues in gaining peer-related training on operations. The employees are also encouraged to develop proactiveness with regard to seeking information and knowledge from the internet and other external sources so as to become innovative in their roles. They do not necessarily have to wait for formal training in the county government to take place to gain work-related insights.
Effect of Digitizing Operations on Organizational Performance of Marsabit County Government, Kenya
(Journal of Strategic Management, 2025-07) Boru, Kosi Wako; Nancy, Rintari; Fredrick, Mutea
The purpose of the study was to examine the effect of digitizing operations on the organizational performance of Marsabit County Government, Kenya. The research design that was specifically adopted in the study was a descriptive. The target population included 84 managers and 512 officers in the Marsabit County government. The study used a simple random sampling technique to identify and sample 69 managers and 220 officers in the study. The departmental managers answered both closed- and open-ended questionnaires, whereas the officers answered the closed-ended questionnaires. A pilot study was done in the Samburu County government. Descriptive and inferential analyses were done through SPSS, whereby frequency, percentages, and mean represented descriptive analysis, while Pearson correlation, model summary, analysis of variance, and regression coefficients represented the inferential analysis. It was noted that digitization within the county’s operations improved structured decision-making that was supported by facts and which motivated the staff to align with departmental objectives. As a result, enhanced efficiency and strategic direction were fostered within the county government. However, cyber insecurity concerns, lack of management’s reliance on data to make decisions, and persistent traditional approaches to arriving at a consensus were notable gaps that slowed down the complete digital transformations in the Marsabit County government. Cyber insecurity concerns, lack of management’s reliance on data to make decisions, and persistent traditional approaches to arriving at a consensus were notable gaps that slowed down the complete digital transformations in the Marsabit County government. The study’s recommendations on digitizing operations are that the county’s management should increase various investments and funding to provide a stable and secure technological infrastructural foundation. This could include funding training on cybersecurity for county staff and procuring firewalls and encryption infrastructure. The study also recommends that the county leadership should support capacity-building programs that aim at improving data analysis skills in tandem with the encouragement of evidence-based decisions. Furthermore, policy development is recommended to the strategic management team to make it a rule that allows data to be the focal foundation for making decisions by the management.

School of Business and Economics

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