Master of Business Administration
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Item Effect Of Employee Engagement Programs on Organizational Performance of Meru County Government, Kenya(KeMU, 2025-09) Ireen, Mung’athia MukiriLow morale of the staff, which had negatively affected the organizational performance, caused by a lack of increment in budgetary allocations towards general staff capacity building and engagement programs. The general objective of the study was to examine the effect of employee engagement programs on organizational performance of the Meru County Government, Kenya. The specific objectives were to determine the effect of training programs, wellness programs, employee feedback mechanisms, and employee involvement in decision-making on the organizational performance of the Meru County Government, Kenya. Human capital, social exchange, and participative decision-making, were the three theories of the study. Through a descriptive research design, 11 CECs, 11 directors, 11 administrators and 251 middle-level employees were included. The middle-level employees answered the questionnaires, whereas the senior-level management were 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. Thematic method was used in the analysis of interview responses. The correlation coefficient for training programs was r = 0.501 at α <0.002; wellness programs was r = 0.387 at α < 0.001; employee feedback mechanisms was r = 0.653 at α < 0.003; and employee involvement in decision-making was r = 0.476 at α < 0.001. It was found out that all the four, were vital towards enhancing the performance of the county government. On training, there is the need for the county government leadership to develop an adequacy policy framework that would increase the budget allocated to training and development programs. On wellness programs, the departmental managers need to be more supportive of current employee wellness programs. On employee feedback mechanisms, HR management should come up with clear patterns of offering feedback on the issues raised by the employees or at least acknowledge them. Future studies should expand the study to even private corporations to gain more insights on the employee engagement programs present within their contexts. Key Terms: Employee Engagement Programs, Organizational Performance, Meru County Government, KenyaItem Influence Of Strategic Management Drivers on Organizational Performance of Non-Governmental Organizations in Samburu County, Kenya(KeMU, 2025-09) Brenda, Lalampaa SenewaThe organizational performance of Kenyan NGOs has been negatively affected by an overall increase in expenditures, a decline in funding, and declining employment opportunities. The general objective was to investigate the influence of strategic management drivers on the organizational performance of non-governmental organizations in Samburu County, Kenya. The specific objectives were to examines the influence of organizational culture, competencies of employees, management structure, and donor fund management on the organizational performance of non-governmental organizations in Samburu County, Kenya. The resource-based view theory, agency theory, and contingency theories were the main theories of the study. The study employed a descriptive research design targeting 81 NGOs in Samburu County, involving 66 directors, 89 operations managers, and 107 program coordinators was selected through simple random sampling. A pilot study involving 8 NGOs in Laikipia County tested the research tools. Validity was assessed through content, criterion, and construct validity, while reliability was measured using the Cronbach alpha coefficient. Data analysis included descriptive statistics (frequencies, percentages, means, and standard deviations), Pearson correlation, and multivariate regression, with results presented through model summaries, ANOVA, and regression coefficients. The findings reveal that while NGOs in Samburu promote staff diversity (92% agreed) strong work values (90% agreed), policy frameworks (89% agreed, 40% agreed), and cost control (86% agreed), they struggle with internal communication (89% disagreed), limited staff interaction (89% disagreed), lack of managerial respect (92% disagreed), and absence of funding models (86% disagreed). Hypothesis testing showed all four predictors significantly influenced NGO performance: organizational culture (β=0.251, p=0.002), employee competencies (β=0.433, p=0.017), management structure (β=0.516, p=0.004), and donor fund management (β=0.354, p=0.022). Management structure had the strongest impact, followed by employee competencies, donor fund management, and lastly, organizational culture. It is thus recommended that to enhance organizational culture, the management develop structural policies that will determine the flow of information from the management to the staff. On the established management structures, the recommendations are that there should be a consensus developed by both the management and staff on their interaction. The study recommends that NGOs need to restructure their funding models to include own-source revenue from established income-generating projects. The attention of the study was drawn to NGOs in the ASAL region, like Samburu County. Other studies could consider other ASAL regions like Mandera, Garissa, Isiolo, and Turkana with the aim of establishing how strategic management drivers enhance performance.Item Effect Of Strategic Implementation on Organizational Performance of Commercial Banks in Meru County, Kenya(KeMU, 2025-09) Martin, Kirimi MwongeraAn increment of non-performing loans within the commercial banks, have negatively affected the implementation pace of new strategies in branches such as in Meru. The general objective was to examine the influence of strategic implementation on organizational performance of commercial banks in Meru County, Kenya. The specific objectives were to evaluate the influence of resource allocation, strategic alignment, process development and change management on organizational performance of commercial banks in Meru County, Kenya. The four theories of the study are theory of management by objectives, theory of change, resource-based view theory, and institutional theory. Descriptive research design was used to collect data from 19 registered commercial banks in Meru County, as the unit of observation. The respondents were 19 branch managers, and 152 banking staff. In determination of samples, the study used purposive to sample 19 managers and simple random method to sample 91 staff. The study conducted a pilot study in two microfinance banks which are Faulu and Kenya Women Micro finance institutions. Questionnaires were analyzed using SPSS to generate descriptive and multivariate analysis. The interview results will be analyzed by thematic method. The correlation coefficient indicated that resource allocation, strategic alignment, process development, change management had a positive influence on organizational performance. The recommendations on resource allocation are that senior management should ensure that there is impartiality in organizational politics to minimize its interference with even resource distribution among the commercial banking departments. On strategic alignment, the bank management could consider including strategy alignment as an area of concern in the mentorship programs in place. On process development, the commercial bank’s management could consider sensitizing the issue of cyber management within the banking departments. On change management, the management should strengthen its policy framework that ensures that the staff are accorded a chance to be involved in strategic formulation.Item Influence Of Strategic Plan Implementation on Organizational Performance of County Government of Kitui(KeMU, 2025-09) Damaris, Mumo MutheuDespite having an operational strategic plan, county governments in Kenya have witnessed a decline in the absorption rate of development expenditure into the development. The purpose of this study was to examine the influence of strategic plan implementation on the organizational performance of the County Government of Kitui, Kenya. The specific objectives were to examine the influence of strategic leadership, strategic resource allocation, strategic tracking progress, and strategic task delegation on the organizational performance of the County Government of Kitui, Kenya. There were three theories that informed the study, and they include the theory of organizational configuration, resource-based view theory, and the theory of organizational culture. A descriptive research design was used in determining the characteristics of the population in consideration. The respondents comprised of 17 directors, 25 departmental managers, and 73 administrators. 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 multiple regression analysis, like the model summary, ANOVA, and regression coefficients, was provided. The findings of the study noted that Kitui County supported staff development but lacked effective communication, revenue strategies, and consistent outcome evaluation. Gender imbalance in task delegation persisted. Recommendations include strengthening communication, accountability, outcome tracking, and enforcing the two-thirds gender rule in leadership and task allocation.Item Effect Of Strategic Digital Transformation on Organizational Performance of Marsabit County Government, Kenya(2025-09) Boru, Kosi WakoDespite the establishment of strategic digital transformation processes in county governments in Kenya, weak policies, poor strategic decision-making and inflexible governance structure in Marsabit County, have resulted to low organizational performance. The purpose of the study was to determine the effect of strategic digital transformation on the organizational performance of the Marsabit County Government, Kenya. The specific objectives were to examine the effect of digitizing operations, institutional culture transformation, strategic leadership support, and strategic centricity on organizational performance of the Marsabit County Government, Kenya. Theory of Reasoned Action was the anchor theory on which the technology acceptance model is directly based. Other theories of the study were the upper echelon and stewardship theories. The study adopted descriptive research design and included 69 managers and 220 officers. The departmental managers answered both closed- and open-ended questionnaires, whereas the officers answered the closed-ended questionnaires. A pilot study was done in 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. Digitizing operations (R = 0.487, Sig = 0.003), institutional culture (R = 0.746, Sig = 0.002), and strategic leadership support (R = 0.638, Sig = 0.000) had strong positive influences on organizational performance, while strategic centricity (R = 0.304, Sig = 0.001) showed a weak but positive correlation. The study recommends that the information and technology departmental managers should conduct sensitization to other county departments in Marsabit, explaining the relevance of data in decision-making. Furthermore, the county administrators are also recommended to ensure that there is a culture of support and empathy towards each other, across all departments.Item Strategic Leadership Practices And Organizational Performance Of Four Star Hotels In Nairobi County, Kenya(KeMU, 2025-10) Nyamao, Catherine KwambokaGlobally, strategic leadership is recognized for its major contribution to performance timetable that is successful and that is essential in directing and enhancing the context and mode of performance. Kenyan hotel closures have been caused by low staff retention rates and an inability to diversify. The strategic leadership style is one of the factors that helps businesses fulfill performance goals and effectively employ organizational resources and talents, especially during times of crisis.. The general objective of the study was to examine strategic leadership practices and performance of four star hotels in Nairobi County, Kenya.Specifically, the study sought to establish the influence of strategic planning on performance; to establish the influence of strategic human capital on performance; to establish the influence of strategic direction on performance and to find out the influence of strategic communication on performance of four star hotels in Kenya. Goal-setting theory, balanced scorecard theory, trait leadership theory, and strategic leadership theory served as guiding principles for this investigation. Questionnaires were used in the collection of data. For this study, a descriptive research design was used, 148 general managers, assistant general managers, and supervisors employed by Kenya's four-star hotels was the study's target group. This study included a census. To obtain the respondents, a census was used. Standard deviation and mean was utilized to measure central tendency, and regression and correlation analysis are two examples of inferential statistics that was employed in the study. Strategic planning, strategic human capital, strategic direction and strategic communication influence organizational performance of Kenyan four-star hotels.From the findings the study concluded that strategic leadership (planning, human capital, control and communication) have significant positive correlation with performance of four-star hotels in Nairobi County, Kenya. The study recommended that low cadre employees should participate in strategic planning. This can be achieved by asking them for their thoughts and opinions on potential strategies to enhance organizational planning, encourage implementation, and involve them in the organization's development. The study recommended that in order to enhance communication and organizational performance over time, four-star hotels in Nairobi County, Kenya, should increase their ICT investments. To reveal additional empirical data on this crucial topic of strategic direction and how it interacts with other facets of organizational performance, particularly social performance, more literature reviews are required. Researchers are advised to conduct investigations into this relationship. The study's findings can inform the development of more effective leadership strategies for four-star hotels in Nairobi, potentially leading to improved performance and competitiveness.Item Effect Of Leadership Styles on Organizational Performance of Level Four and Five Public Hospitals in Isiolo County, Kenya(KeMU, 2025-09) Wario, AbdiPublic hospitals in Isiolo County, Kenya, have faced ongoing challenges in achieving improved organizational performance, primarily due to inadequate strategies, infrastructure, and underdeveloped Electronic Healthcare Information Systems (EHIS). This study aimed to assess how different leadership styles affect the performance of level four and five public hospitals in the region. The specific leadership styles examined were democratic, visionary, autocratic and adaptive leadership. Guided by stakeholder theory, Kurt Lewin’s model, and the theory of management by planning, the study used a correlational research design. It targeted three hospitals: Isiolo County Referral Hospital, Garbatulla Hospital, and Merti Hospital. Respondents included medical superintendents, departmental heads, healthcare staff, and operations personnel. Data were collected through questionnaires and interviews, and analyzed using SPSS Version 25, applying both descriptive and inferential statistics. The findings indicated that all four leadership styles had a positive effect on organizational performance, with directive leadership having the strongest impact, followed by visionary, democratic, and adaptive leadership. While strategic leadership was aware of current trends, limited resources hindered the implementation of necessary changes. Democratic leadership suffered from poor communication between management and stakeholders. Directive leadership, although effective, was sometimes compromised by political interference. Adaptive leadership was inclusive, allowing feedback from staff on strategic decisions. The study recommends that county leadership develop policies to enhance engagement between hospital management and stakeholders. Increased budget allocations are suggested to support visionary leadership and implement strategic plans. To address political interference under directive leadership, enforcing a code of ethics is advised. These interventions aim to strengthen hospital leadership and improve overall performance in public healthcare institutions within Isiolo County.Item Effect of Strategy Implementation Drivers on Organizational Performance of Cement Manufacturing Firms in Kenya(KeMU, 2023-06) ALI, MOHAMED AMIN HUSSEINStrategic implementation involves a critical look at the firm’s human and non-human resources to achieve its objectives. A firm’s organizational performance is measured by a prescribed yardstick which is based on evaluating both the financial and non-financial metrics. The non-financial metrics include such issues as corporate governance, sustainability, and compliance with the regulation. Kenyan’s cement manufacturing has experienced a decline in performance in the last few years; the main reason for this trend is the entrance into the industry by new firms, innovative technology for efficiency improvement, utility and changeability of various working teams, and adopting strategies in management that focus on fundamental standards of strategic management. The broad objective is to evaluate the impacts of strategic implementation on cement companies in Kenya. Specifically, the research evaluated the impact of leadership style on organizational performance; the paper also examined the influence of organizational structure on performance; evaluated the influence of resource allocation, and determined the influence of rewards and incentives on cement firm’s performance. Theories applied in the study included: the resource-based view theory and the contingency theories. A descriptive research study design was applied to describe and distinguish the phenomenon being studied. 209 senior managers in large cement firms in Kenya were targeted as the study participants. A sample size of 137 managers was obtained by the use of a simple random sampling design. Self-administered questionnaires were used in the study design whereas inferential and descriptive statistics were used in the study methodology. Data was presented using frequency tables and bar diagrams. The study disclosed that all four strategic implementation drivers have a great effect on firms’ organizational performance. With R2= 64.5% it is clear that the specific strategic implementation drivers high influenced organizational performance. Following the findings, leadership style affects organizational performance significantly (β1 = 0.714, p = 0.03), organization structure has a positive influence on organizational performance (β2 = 0.655, p = 0.03), resource allocation had a significant effect on organizational performance (β3 = 0.706, p = 0.02), and rewards and other motivational factors affect the organization’s performances positively (β4 = 0.624, p = 0.04). The study concluded that leadership style, organization structure, resource allocation, and rewards and incentives significantly affect the organizational performance of cement manufacturing companies. This paper acclaims that good leadership styles should be adopted in all organizations to motivate employees to perform well, enhance the adoption of changing environment, and improve customer relations. Organizations should come up with a strategy through which favorable organizational structures are implemented in all organizations to improve their performance. The study also recommended enough resource allocation through, management ensuring the existence of enough resources both human and financial for any organization to perform well. Finally, cement manufacturing organizations should put in place institutional regulations that favor rewards and incentives for best-performing employees. This paper recommends further research in other private and government firms to evaluate the relationship between strategy implementation and performance.