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 Democratic Leadership on Organizational Performance of Level Four and Five Public Hospitals in Isiolo County, Kenya
(Journal of Strategic Management, 2025-07) Abdi, Wario; Nancy, Rintari; Paul, Kirigia
The purpose of the study is to determine the effect of democratic leadership on organizational performance of level four and five public hospitals in Isiolo County, Kenya. The study adopted correlational research and targeted Isiolo County referral hospital, Garbatulla hospital and Merti hospital in Isiolo County. The respondents included 3 medical superintendents, 29 departmental heads, 62 health care staff, and 38 operations staff. The medical superintendents and departmental heads were sampled using purposive sampling method, whereas the staff were sampled using simple random method. The questionnaires were administered to the staff, while interviews were conducted on the management. A pilot study was conducted in Marsabit county hospital and reliability tested through Cronbach Alpha coefficient. Complete questionnaire’s data were coded into SPSS version 25 for the analysis of both descriptive and inferential statistics. It is thus noted that with regards to democratic leadership, public hospitals had ensured that there were strong systems that were supported by employee innovations and collaborations between the management and staff. However, the communication pattern between the management and other stakeholders was found to be limited. The study recommends that the county government leadership, should develop strategic policies that will guide on the interactions of hospital’s management with internal and external stakeholders more effectively. This could be informed by the constitution and existing MOH guidelines.
Influence of Resource Allocation on Organizational Performance of Commercial Banks in Meru County, Kenya
(Journal of Strategic Management, 2025-07) Martin, Kirimi Mwongera; Nancy, Rintari; Paul, Kirigia
The purpose of the study was to evaluate the influence of resource allocation on the organizational performance of commercial banks in Meru County, Kenya. The study used a descriptive design targeting 19 banks in Meru County, involving 19 managers and 91 staff. Data were collected via questionnaires and interviews, analyzed using SPSS and thematic methods. Most respondents (87%) reported ICT investment improved communication, efficiency, and reduced resource waste. Financial accountability (84%) also reduced waste, but challenges like poor training, politics, and resistance affected risk allocation. A significant correlation (r = 0.379, p < 0.001) was found between resource allocation and performance outcomes. The study recommends that senior management should ensure that there is impartiality in organizational politics to minimize its interference with even resource distribution among the departments. Furthermore, the study suggests that there is a need for employee involvement measures to minimize the resistance level experienced within the banking departments.
Influence of Strategic Leadership on Organizational Performance of County Government of Kitui, Kenya
(Journal of Strategic Management, 2025-08) Damaris, Mumo Mutheu; Paul, Kirigia; Nancy, Rintari
The purpose of the study was to examine the influence of strategic leadership on the organizational performance of the County Government of Kitui, Kenya. A descriptive research design was used to determine the characteristics of the population under consideration. The respondents comprised 21 directors, 34 departmental managers, and 308 administrators. The study used a simple random method to sample the directors, departmental managers, and administrators. In the determination of the sample size, the study used Kothari's (2004) formula to select the 17 directors, 25 departmental managers, and 73 administrators. The study had questionnaires and interview guides to collect data from the participants. The directors were interviewed, whereas the departmental managers and administrators answered questionnaires. A pre-test study was undertaken in Machakos County Government. The study considered three types of validity, which were content, construct, and criterion. Cronbach's alpha was one of the methods of internal consistency that examined reliability. Notably, complete questionnaires were coded into SPSS version 26. Various descriptive statistics, like frequencies, percentages, means, and standard deviations, were derived. Inferential statistics such as Pearson correlation were analyzed to test the hypothesis, whereas the linear regression analysis including was provided. The regression coefficient for strategic leadership is 0.261. Further, the results indicate that all the variables had a significance value of less than 0.05 and a T-statistic of more than 2, meaning that strategic plan implementation variables were statistically significant. The study concluded that, the county leadership of Kitui had provided a suitable environment that supported learning and development among its staff. This was to improve their knowledge on the vision, mission, public policy, and get acquainted with various changing county operations. To improve the effectiveness of strategic leadership, the departmental directors should consider empowering communication policies that define horizontal and vertical communication structure.
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.
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, Kanyaru
The 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.
Determining the Influence of Teacher Motivation on Academic Performance in Public Secondary Schools in Masinga Sub- County, Kenya
(INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING, MANAGEMENT & APPLIED SCIENCE (IJLTEMAS), 2025-07) Nzivo, Mwende Junesther; Lucy, Ikiara; Johnson, Ikiugu
Purpose: This research examined how teacher motivation affects academic performance in public secondary schools within Masinga Sub-County, Kenya. The study developed a theoretical model to explain differences in stakeholder perceptions regarding motivation effectiveness. Methodology: The research utilized a convergent parallel mixed-methods approach involving 364 participants comprising 7 principals, 83 teachers, and 274 students from 25 public secondary schools. Stratified purposive sampling-maintained representation across different school categories. Data gathering employed validated questionnaires demonstrating strong reliability (Cronbach’s α = 0.903-0.907) alongside semi-structured interviews. Power analysis verified sample adequacy for detecting medium effect sizes (d = 0.5) with 80% statistical power. Data analysis incorporated descriptive statistics, Independent Samples t-tests with effect size calculations, multiple regression modeling, and thematic analysis achieving high inter-rater reliability (κ = 0.85). Results: Professional development demonstrated universal acceptance (73.5% teacher, 56.2% student consensus), whereas considerable perception disparities emerged for reward mechanisms and welfare initiatives. Teacher welfare exhibited the most substantial perception differences (teachers: M = 4.56, students: M = 3.92; t(91) = 4.54, p < 0.001, d = 1.02). Multiple regression demonstrated that motivation variables accounted for 34% of academic performance variation (R2 = 0.34, F(3,359) = 62.1, p < 0.001), with professional development serving as the primary predictor (β = 0.42). Qualitative findings identified implementation inconsistencies and communication breakdowns as fundamental sources of perception differences. Conclusions and Recommendations: This investigation presents the “Stakeholder Perception Alignment Model,” illustrating how motivation transparency and communication quality affect stakeholder consensus. Results indicate that motivation approaches require effective execution combined with clear communication channels to maximize effectiveness. Recommendations encompass creating standardized motivation frameworks, improving stakeholder communication systems, and emphasizing universally appreciated professional development opportunities. This research advances Self-Determination Theory by showing how environmental factors influence motivation effectiveness within resource-limited settings.
Influence of Operational Transformation on Firm Performance Among DT-SACCOs in Meru County, Kenya
(Journal of Strategic Management, 2025-07-30) Veronica Wanjiku, Kariuki; Rintari, Nancy; Kirigia, Paul
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.
Influence of Principals’ Innovation on Financial Management in Secondary Schools in Meru County, Kenya
((IJPP) International Journal of Professional Practice, 2023) Sarah, Njeri Mungai; Severina, Mwirichia; Paul, Gichohi
Principals’ receptivity to innovative ways of running the operations of their institutions should be based on methods that minimize costs, save time and allow excellence. However, there is inadequate financial resources that disallow adequate use of digital resources in secondary schools. The purpose of this study was to investigate the influence of principals’ receptivity to innovation on financial management in secondary schools in Meru County, Kenya. The study used descriptive research design, and targeted a population of 389 secondary schools. The study used simple random sampling method to get a sample of 117 secondary schools. It further used purposive sampling method to obtain 117 principals. The study used drop and pick method to administer questionnaires to the respondents. Piloting of research instruments was done in twelve secondary schools in Tharaka Nithi County. The study analysed quantitative data using descriptive statistics such as frequencies, percentages and mean. It also carried out correlation analysis to test hypothesis. The results revealed that 80(92%) were in agreement on a mean of 4.93 that donors and sponsors were more convinced in investing their financial resources in the schools. However, 66(76%) were not in agreement on a mean of 2.82 that the school had made plans to ensure that all departments adopted various technological and social innovation. The Pearson correlation coefficient was r=0.286** at α < 0.000 and 99% significance level, hence as a positive influence; thereby rejected the null hypothesis. The study concluded that digitalization was only used by the management, while departments required to prepare departmental budgets manually. This slowed the process of decision making for the principals. The study recommended that the ministry of education considers increasing annual funding for secondary schools. Principals should also explain to the management boards the need to digitalize the whole school as opposed to a few departments.
Principal’s Visionary Leadership and Financial Management in Secondary Schools in Meru County, Kenya
(EdinBurg Peer Reviewed Journals and Books Publishers, 2023) Mungai, Sarah Njeri; Mwirichia, Severina; Gichohi, Paul
An ideal funding system in a secondary school provides a key avenue for ensuring that its operations are running smoothly. It should have reliable structures of administration with competent staff such as the bursars and accounts clerks. Nevertheless, that has not been the case due to delays caused by the government when releasing funds and fees paid by the students to secondary schools. The purpose of the study was to investigate principals' visionary leadership and financial management in secondary schools in Meru County, Kenya. The study used a survey research design that was descriptive and cross-sectional. The target population was 389 secondary schools which were sampled through a random sampling method to get schools. It further used a purposive sampling method to obtain 117 principals and 117 bursars. The study administered questionnaires and also collected secondary data. Piloting was done in twelve secondary schools in Tharaka Nithi County. The study analysed quantitative data using descriptive statistics such as frequencies, percentages, and mean. It also carried out correlation analysis to test hypothesis. The study found that there was low professional advancement of staff working in the accounts office which was attributed to a failure of principals to push for the same, fearing that the staff may leave the school for greener pastures after the training. The study recommends that principals should make the initiative of ensuring that they motivate the accounting staff by equipping themselves with the skills and expertise for career advancement.

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