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 Knowledge Management on Employee Performance at Kenya Power and Lighting Company(Human Resource and Leadership Journal, 2025-08) Dida, Gulompo Jattani; Nancy, Rintari; Ruth, KanyaruPurpose: To find out the influence of Knowledge management on employee performance at Kenya Power and Lighting Company. Methodology: The study was conducted in the Mount Kenya region, covering nine counties, and employed a descriptive research design to collect data from 1200 KPLC employees. Simple random sampling was used to select respondents from each of the nine operational clusters within KPLC. Data analysis was performed using SPSS Version 25, with descriptive statistics (frequencies and percentages) for summarizing the data, and multiple regression analysis for examining the relationships between variables. The results were presented in tables to facilitate easy interpretation of the findings. Results: The study established a statistically significant positive relationship between knowledge management and employee performance at Kenya Power and Lighting Company (KPLC). The correlation coefficient of 0.468 indicated a moderate positive relationship between the two variables. The R-squared value of 0.219 demonstrated that knowledge management practices explain 21.9% of the variance in employee performance. The adjusted R-squared value of 0.215 confirmed the model’s reliability even when accounting for additional variables. The regression coefficient (B = 0.504) implies that a one-unit increase in knowledge management leads to a 0.504 unit increase in employee performance. The regression model was statistically significant, with an F-statistic of 30.129 (p < 0.05), thereby confirming that knowledge management is a valid predictor of employee performance at KPLC. These results highlight the importance of structured knowledge-sharing systems in improving efficiency, innovation, and staff productivity in Kenya’s energy sector. Unique Contribution to Theory, Policy, and Practice: This study contributes to knowledge management theory, policy, and practice in public utilities, particularly within KPLC. Theoretically, it supports Social Exchange Theory, emphasizing the role of knowledge sharing in improving performance. Policy-wise, it advocates for integrating knowledge management into human capital development, with platforms like digital repositories and mentorship programs. Practically, it highlights the importance of fostering a culture of collaboration, incentivizing knowledge sharing, and incorporating it into performance appraisals to enhance employee productivity and organizational resilience.Item Influence of Recruitment Practices on Employees’ Productivity in Isiolo County Government, Kenya(Journal of Human Resource & Leadership, 2025-03) Ismail, Issack Abdinoor; Rosemary, Muriithi; Ruth, KanyaruThe study sought to assess the influence of recruitment practices on employee productivity in the Isiolo County government. A descriptive cross-sectional study was conducted to assess the impact of recruitment practices on employee productivity within the Isiolo County government. The target population consisted of 1,600 employees, with a sample size of 320 respondents calculated using Slovin’s formula. Descriptive statistics, such as frequencies, percentages, means, and standard deviations, were used to summarize the data, while inferential statistics, including correlation analysis and multiple regression, were applied to examine the relationships between recruitment practices and employee productivity. A strong positive correlation (r = .917**, n = 287, p = .000) was observed between recruitment practices and productivity, indicating that improved recruitment techniques substantially enhance staff productivity. The relationship was statistically significant at the 0.05 level. The analysis of variance results confirmed the model’s goodness-of-fit in explaining variation in the dependent variable (F = 502.241; df1 = 4; df2 = 282; Sig. = .000). The findings underscored the importance of effective recruitment practices in boosting employee productivity, providing actionable insights for improving hiring processes and organizational performance. The study recommends that Isiolo County government should define role qualifications, implement rigorous screening to hire qualified candidates, and conduct regular workforce planning to align staffing with workload and goals, avoiding understaffing or overstaffing. The study supports human capital theory, emphasizing that quality recruitment boosts productivity. It advocates for clear job descriptions, enhanced recruitment policies, and data-driven hiring improvements.Item The Influence of Organizational Culture on Performance of Non-Governmental Organizations in Samburu County, Kenya(Journal of Strategic Management, 2025-08) Brenda, Lalampaa Senewa; Felix, Chesigor; Ruth, KanyaruThe purpose of the study was to examine the influence of organizational culture on the performance of non-governmental organizations in Samburu County, Kenya. A descriptive research design was adopted in the study. The target population included 84 NGOs in Samburu County, where the respondents were 92 directors, 146 operations managers, and 202 program coordinators. The study collected data using closed- and open-ended questionnaires from the respondents and also secondary data to measure performance. Furthermore, the Nassiuma formula was used to obtain a sample size of 66 directors, 89 operations managers, and 107 program coordinators who were selected using a simple random method. A pilot study was conducted in Laikipia County, whereby 8 NGOs were sampled using a simple random method. In regard to descriptive analysis, the study provided frequencies, percentages, means, and standard deviations. In regard to linear regression, the study provided a model summary, ANOVA, and the regression coefficient of the model through multivariate regression. The findings of the questionnaire indicated that the majority of the participants, 119 (53%), strongly agreed, and 87 (39%) agreed (mean of 4.32 and a standard deviation of 0.80), that diversity of staff was encouraged in the NGOs. Nevertheless, 110 (49%) strongly disagreed and 91 (40%) disagreed (mean of 2.61 and standard deviation of 1.65) that open communication was encouraged to enable quick, informed, and reliable decision-making. The coefficient for the constant is 15.413; organizational culture is 0.251. The results mean that when one unit of organizational culture was added, it increased the performance by 0.251. It is also notable that since the significance values were < 0.05 and the t-statistic > 2, the organizational culture was considered significant towards improving the performance of NGOs. Based on the results, it was evident that most NGOs ensured that there was staff diversity in their scope of operations. The conclusion that was made on organizational culture was that there was workforce diversity that allowed collective sharing of ideas, founded on work values. Nevertheless, internal communication was noted to be ineffective, thereby causing a slow decision-making process in the NGOs. The main reason was due to an increase in bureaucracy by the management. The study recommends that the management develop structural policies that will determine the flow of information from the management to the staff. Basic infrastructure to facilitate the flow of information should be supported by the management for effectiveness. Additionally, the study recommends that the management should also develop timelines for making decisions within the NGOs.Item Influence of contractors’ evaluation criteria on procurement performance in the state department of roads in the upper eastern region, Kenya(Journal of Business & Change Management, 2025-09) Gaichugi, Lenity Mutwiri; Ruth, Kanyaru; Adel, KanyiriThe success of road construction projects measured by quality, timeliness, and budget largely hinges on contractor performance. This study aimed examined how various contractor evaluation criteria affect procurement performance, specifically focusing on the financial capability, technical capacity, contractor experience and organizational capacity of contractors in the State Department of Roads in the Upper Eastern Region of Kenya. A descriptive research design was adopted, targeting 93 management-level employees from three parastatals: the Kenya Urban Roads Authority (KURA) with 23 employees, the Kenya Rural Roads Authority (KERRA) with 40 employees, and the Kenya National Highways Authority (KENHA) with 30 employees. Primary data was collected through questionnaires administered via a drop-and-pick-later method, allowing respondents one week to complete them before collection for analysis. The data collected were both quantitative and qualitative. Quantitative data were analyzed using descriptive and inferential statistics. SPSS (Version 22) was used for calculations, and a regression model assessed the relationship between the independent variables and procurement performance. The findings revealed that financial capability, including cash flow management and bonding capacity, significantly affects procurement performance. Technical capacity, particularly workforce competence (mean = 4.98), is also critical. Contractor experience has a strong correlation with performance (mean = 4.60), whereas the impact of organizational capacity is variable, highlighting the importance of scalability and flexibility (mean = 4.46). In conclusion, financial stability, technical skills, and experience are essential for improving procurement performance, while the effectiveness of organizational capacity varies. The State Department of Roads should focus on strengthening financial vetting processes, supporting technical training and technological advancements, prioritizing experienced contractors, and evaluating organizational flexibility. Future research could investigate the effects of regulatory policies on contractor performance and explore the role of emerging technologies such as AI and blockchain in enhancing procurement efficiency.