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 The Influence of Change Communication on Organizational Performance of Isiolo County Government, Kenya(Journal of Strategic Management, 2024-09) Stephen Sora, Katelo; Nancy, Rintari; Susan, KamburaPurpose: To examine the influence of change communication on organizational performance of Isiolo County government, Kenya. Methodology: The study adopted a descriptive research design and targeted 42 directors, 61 managers, and 1,702 staff in sixteen departments of Isiolo County government. Therefore, a sample size of 36 directors, 50 managers, and 239 staff, was selected using a simple random sampling method. Additionally, quantitative data was collected using structured questionnaires and a pre-test study done in Marsabit County. Face, content, and criterion validities were examined and Cronbach coefficient was used to measure reliability. Additionally, the data was entered in SPSS version 24 for report generation. The study conducted descriptive statistics such as frequency, percentage, and mean. The inferential statistics that were conducted were correlation and multiple regression. Notably, data was presented using tables and explanations. Results: The findings of the questionnaire indicated that 113(43%) of the respondents strongly agreed and 91(35%) agreed on a mean of 4.22 that there were well-established channels of communication used to relay information on strategic changes in departments. In addition, 102(39%) strongly agreed and 88(34%) agreed on a mean of 4.08 that the key message on change of strategies is always emphasized. Nevertheless, 100(38%) of the participants strongly disagreed and 82(31%) disagreed on a mean of 2.26 that there was an open policy whereby the staff were encouraged to give their feedback. The Pearson correlation coefficient was r=0.883 at α < 0.002 and 99% significance level. Therefore, since the correlation coefficient was less than 1 and p-value was less than 0.05, the study rejected the null hypothesis. Conclusion: The study concluded that the strategic managers at the county level had ensured that the changes made were conveniently communicated to all staff bearing clear information on what was to change. However, the study noted that the management gave limited or no room for feedback from the staff regarding the changed strategies. The study recommends that the management should develop policy frameworks that allow communication feedback. This will allow the staff to provide their opinion on the suitability of the strategic change management.Item THE EFFECT OF AGENCY CONVENIENCE ON FINANCIAL PERFORMANCE OF COMMERCIAL BANKS IN ISIOLO COUNTY, KENYA(The Strategic Journal of Business & Change Management., 2024-08-02) Nancy, Rintari; Amina Abdi, Dulacha; Susan, KamburaThe purpose of this study was to determine the effect of agency convenience on financial performance of commercial banks in Isiolo County, Kenya. A descriptive survey research design was used, targeting Cooperative Bank, KCB, and Equity Bank, which control over 90% of authorized banking agents in the region. The target population included 102 staff in Equity bank, 123 staff in Cooperative bank, and 80 staff in KCB bank, which was a total of 305 banks. The study adopted the Yamane’s formula (1967) to result to a sample size of 58 staff in Equity bank, 70 staff in Cooperative bank, and 45 staff in KCB bank, which was a total of 173 staff. Stratified sampling was applied to select respondents from the finance and accounts departments of these banks. Data were collected via structured questionnaires and supplemented with secondary financial data. The pilot research used a sample size of 10% for this investigation, with 17 respondents randomly selected to fill out the survey in Meru County. To ensure the data was reliable, Cronbach's alpha was applied, which measures internal consistency. The questionnaires included in this study underwent a validation process to guarantee their content and face validity, as well as to gauge their overall quality. The analysis revealed a significant positive correlation between agency convenience and the financial performance of commercial banks, with a Pearson correlation coefficient of 0.751, indicating a strong relationship. The regression analysis further confirmed that agency convenience is a crucial determinant of financial success, as evidenced by its standardized coefficient (β = 0.304) and a highly significant p-value of 0.000. The study concluded that agency convenience was a vital contributor to the financial performance of commercial banks. The study concluded that banks that prioritized and enhanced the accessibility and ease of use of their agency banking services had substantial improvements in their financial outcomes. It is imperative that bank managers prioritize the convenience of agency services. This can be achieved by expanding the network of agents to ensure that services are accessible in both urban and rural areas, as well as by leveraging digital platforms to streamline transactions and reduce wait times. Enhancing the user experience through technology will not only increase customer satisfaction but also drive higher transaction volumes, which are crucial for financial success.