School of Business and Economics
Permanent URI for this collectionhttp://41.89.31.6:4000/handle/123456789/320
Welcome to School of Business and Economics collection.This collection contains Journal articles published by faculty affiliated to the school.
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Item Influence of work environment on employee engagement among central government ministries in Kenya, a case of Meru County(e Strategic Journal of Business & Change Management., 2019-12) Kamanja, D. M; Ogolla, D.; Gichunge, E.Employee engagement continues to receive attention in empirical studies since it influences performance of organizations. The relationship between work environment and employee engagement was examined through descriptive survey of 200 employees in central government ministries in Meru County using structured questionnaires for data collection. Upon quantitative analysis of data, the regression results of the study found that while physical work environment (t = 3.460, p = 0.001) and social work environment (t = 4.531, p < 0.001) had significant influence on employee engagement at 5% significance level, psychological work environment (t = 1.685, p = 0.094 < 0.1) and work place flexibility (t = 1.18, p = 0.239 >0.1) did not significantly influence employee engagement at 5% significance level though the psychological work environment was only significant at 10% significance level. It was also found that psychological work environment had a positive significant relationship with employee engagement (r = 0.256, p < 0.001). The study recommended that devolved central government ministries improve their physical and social work environment as a priority. Measures should also be taken to improve psychological work environment though it did not significantly influence engagement, the relationship with engagement was positive. Workplace flexibility did not have significant influence on employee engagement hence should not be given attention. Further, it was recommended that more studies be conducted on why workplace flexibility is neither significantly related with employee engagement nor has a significant influence on employee engagement yet other studies suggested otherwise in other contexts.Item Analysis of factors influencing implementation of procurment strategy among regulatory parastatals in Nairobi County.(STRATEGIC JOURNAL OF BUSINESS & CHANGE MANAGEMENT, 2019-08) Ochola, D,T; Gichunge, E.; Kiama, M.The main purpose of this study was to determine the factors influencing implementation of procurement strategies among regulatory parastatals in Nairobi County, Kenya. Specifically, the study focused on the extent to which managerial competence, resource allocation, organizational structure and information communication technology affect procurement strategy implementation in regulatory parastatals in Nairobi County, Kenya. This study would be significant to the management regulatory parastatals in Nairobi County. The study would assist them formulate and design appropriate mechanisms to identify and overcome challenges in implementing procurement strategies so as to achieve the set goals, objectives and remain relevant in the ever-changing environment and position the regulatory parastatals strategically for success in the future. This study adopted descriptive research design and targeted 78 employees of regulatory parastatals in Nairobi County, Kenya. The study was carried out through a census; questionnaires were used in data collection. Quantitative approaches were used for data analysis whereby Statistical Package for Social Sciences (SPSS version 23.0) was used to run descriptive and inferential statistics. The result indicated that, collectively Information communication technology has the highest positive influence on Strategic plan implementation, followed by resource allocation, managerial competence and organization structure. The findings suggested that, management in executive agencies should pay more attention on stakeholders and organizational culture if they have to benefit from those factors. The study concluded that, predictors individually and collectively influence execution of strategies. The findings were expected to be of value to the management and decision makers to form a basis for improving implementation of strategy. Furthermore, studies could be done to other variables which influence implementation of strategic plans but were not considered in this study or the same variables to different populations, locations and other sectors of economy in Kenya.