Master of Business Administration

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Influence of Strategic Leadership Practices on Organizational Performance
(KeMU, 2023-05) Lerai, Solomon Eramram
The commercial parastatals are allowed by the constitution to charge for various services and goods provided to the public but at a reasonable price so as to fund the government operations. That notwithstanding, the performance of Kenyan commercial-based parastatals has consistently been low to a point that in the financial year 2019/2020, the cumulative operational performance was negative. The general objective of this study was to examine the influence of strategic leadership practices on performance of commercial- based parastatals in Kenya. The specific objectives were to examine the influence of strategic planning, strategic direction, strategic control, and corporate communication on the organizational performance among commercial-based parastatals in Kenya. Further, the strategic leadership theory, contingency theory, and balanced scorecard theory were applicable to this study. Notably, the study used a descriptive research design to collect data on a target population of six (6) commercial based parastatals. The respondents were 45 departmental managers and 151 administrative staff. The study obtained the sample size of 40 departmental managers and 110 administrative staff using simple random method. They were issued with closed and open-ended questionnaires. Additionally, the secondary data collection sheet was used to gather information related to sales, customer numbers, profitability and quality of service. Further, pre-test study was conducted at Kenya Airways where 4 departmental managers and 11 administrative staff. Additionally, descriptive analysis, frequency tables and explanation were used to illustrate the results. Further, inferential statistics were be examined using multiple regression and correlation analysis. The conclusions made on strategic planning were that the basis of the parastatals’ strategic planning was not supported by any bench marking but rather a specific individual’s knowledge and experience. On strategic direction, the management diverted the organization resources to unscheduled things hence ending up mis-using the resources and causing ineffectiveness in the operations. On strategic control, there was lack of support from the government and inadequate funding of the strategies due to poor resource provision by the government. On corporate communications, the deeper details on aspects such as policy formulation processes were hardly known to the staff. The study recommends that on strategic planning, there should be developed processes of strategic planning which are well documented by the management and have a policy. On strategic direction, there should be implementation of tough regulations by the government agencies like EACC of various legal punishments to corrupt staff. On strategic control, the various parastatal managers should lobby for more funds through other legal ways such as fund raising and competitions such as marathons among others within their jurisdiction. On corporate communication, the government through ministry official should develop policies on the extent that the junior civil servants should be allowed in the decision- making process such as policy formulation.
Effect of Customer Satisfaction on Organizational Performance of Lodges within Lewa Wildlife Conservancy
(KeMU, 2023-08) Halake, Fatuma
Kenya is a well-known tourist destination in Africa and the government has launched several initiatives to boost tourism. Hotels are a vital aspect of tourism in the country and maintaining high levels of customer satisfaction with their services is crucial for upholding the country's reputation as a desirable tourist destination. Objectives were guided by customer loyalty, customer behaviour, service quality, and brand reputation and how they affected organizational performance. Resource-Based View (RBV) theory, Expectancy-Value Theory, Customer Service Theory and the Reputation management theory guided the study. A descriptive survey design was employed to collect quantitative data from 121 staff and 186 customers at the lodges (Lewa Wilderness, Lewa House and Elewana Lewa Safari Camp) in the Conservancy. Structured questionnaires the primary tool for collecting primary data which were analysed using SPPSS to examine descriptive results like frequency, percentage, mean and standard deviation. Additionally, for the qualitative data collected, the analysis involved examining the thematic content of the responses to gain insights and draw conclusions. Client loyalty was found to have had a great result on the lodges’ organizational performance. Additionally, customer behaviour was an indicator of customer satisfaction, and it greatly affected the organizational performance in the lodges. The study found that the services level of quality was valued by the lodges and thus the guests were largely content with the with the quality of services at the lodges. Service quality was also found to affect organizational performance in the lodges to a large extent. In addition, the lodges’ enhanced client loyalty as a result of brand reputation led to increased customer loyalty and increased sales and their strong brand recognition led to increased customer trust as well as increased sales and revenue. According to the research’s findings the study recommended that the lodges should emphasize the delivery of high-quality services throughout the customer journey, from reservation to check-out. They should also train and empower staff members to provide exceptional customer service, ensuring that guests' needs and preferences are met promptly and efficiently
Influence of Strategic Leadership Practices on Organizational Performance: Survey of Selected Commercial Based Parastatals in Kenya
(KeMU, 2023-07) Lerai, Solomon Eramram
The commercial parastatals are allowed by the constitution to charge for various services and goods provided to the public but at a reasonable price so as to fund the government operations. That notwithstanding, the performance of Kenyan commercial-based parastatals has consistently been low to a point that in the financial year 2019/2020, the cumulative operational performance was negative. The general objective of this study was to examine the influence of strategic leadership practices on performance of commercial- based parastatals in Kenya. The specific objectives were to examine the influence of strategic planning, strategic direction, strategic control, and corporate communication on the organizational performance among commercial-based parastatals in Kenya. Further, the strategic leadership theory, contingency theory, and balanced scorecard theory were applicable to this study. Notably, the study used a descriptive research design to collect data on a target population of six (6) commercial based parastatals. The respondents were 45 departmental managers and 151 administrative staff. The study obtained the sample size of 40 departmental managers and 110 administrative staff using simple random method. They were issued with closed and open-ended questionnaires. Additionally, the secondary data collection sheet was used to gather information related to sales, customer numbers, profitability and quality of service. Further, pre-test study was conducted at Kenya Airways where 4 departmental managers and 11 administrative staff. Additionally, descriptive analysis, frequency tables and explanation were used to illustrate the results. Further, inferential statistics were be examined using multiple regression and correlation analysis. The conclusions made on strategic planning were that the basis of the parastatals’ strategic planning was not supported by any bench marking but rather a specific individual’s knowledge and experience. On strategic direction, the management diverted the organization resources to unscheduled things hence ending up mis-using the resources and causing ineffectiveness in the operations. On strategic control, there was lack of support from the government and inadequate funding of the strategies due to poor resource provision by the government. On corporate communications, the deeper details on aspects such as policy formulation processes were hardly known to the staff. The study recommends that on strategic planning, there should be developed processes of strategic planning which are well documented by the management and have a policy. On strategic direction, there should be implementation of tough regulations by the government agencies like EACC of various legal punishments to corrupt staff. On strategic control, the various parastatal managers should lobby for more funds through other legal ways such as fund raising and competitions such as marathons among others within their jurisdiction. On corporate communication, the government through ministry official should develop policies on the extent that the junior civil servants should be allowed in the decision- making process such as policy formulation
Influence of Customer Service Strategies on Organisational Performance among Private Universities in Kenya
(kemu, 2023-06) KURIA, PURITY WANGUI
Organizational performance is the extent to which the firm realizes its goals within a given period of time. Customer service strategies are very important for any organization that would like to improve its organizational performance. Gopal and Aggarwal, (2021). The study aimed at determining the influence customer service strategies on organizational performance of private universities in Kenya. The study was guided by customer service, assimilation and attribution theories. The objectives were establishing influence customer acquisition, service delivery customer retention and customer recovery on organization performance of private universities in Kenya. The research used descriptive cross sectional design. The target population was 172 respondents from the targeted private universities in Kenya. Stratified random sampling approach was used to determine the sample of 124 participants. Data was collected using questionnaires. For the determination of reliability, Cronbach alpha was adopted. For the analysis of data, quantitative approaches using Statistical Package for Social Sciences (SPSS version 23.0) was adopted to generate inferential and descriptive statistics results. Upon the analysis of data, data presentation was done by use of frequency tables. The study outcome revealed an existing positive and significant correlation between customer acquisition, service delivery, Customer Retention and customer recovery and organization performance in private universities in Kenya. This proves that, when customer acquisition, service delivery, customer retention and customer recovery are enhance, the organization performance in private universities in Kenya also greatly improves. The study therefore recommended that, Universities leadership should start implementing customer acquisition, customer retention and service strategies, to spearhead positive results. The recommendations were that improved university communication to possible clients and increased attention on customer feedback was critical for institutional success and customer retention. In addition, institutions should enhance customer recovery strategies to enhance financial performance.
The Influence of Business-Level Strategy on Organizational Performance of Micro and Small Enterprises: A Case of Salons and Beauty Spas in Nairobi County, Kenya.
(KeMU, 2022-09) Karuga, Mary Wanjiru
Regardless of the fact that micro and small businesses significantly contribute to Kenya's economy through job creation and economic development, their performance has been stagnant for a long period, and in many cases worsening. This might adversely affect the ability of the MSEs to contribute to job creation and the growth of the gross domestic product in the country and might negatively affect the socio- economic development of the nation. Despite widespread academic evidence on effects of business level strategy on performance of businesses, there seems to be no consensus on the specific effect of business level strategies; differentiation, focused differentiation, cost leadership, and focused cost leadership on organizational performance of MSEs. This study aims to bring into the body of knowledge more evidence. This study has adopted Porter's generic strategy model and Ansoff Model as the underpinning theories. It has employed a descriptive research design. The target population was the 279 salons and beauty spas. Using stratified proportional sampling, a representative sample of 165 respondents was established, and then participants were chosen for each stratum using simple random selection. Data was collected using a structured questionnaire which was piloted for validity and reliability before being administered. Descriptive statistics were derived using qualitative analysis and inferential statistics using multiple regression. Using a hypothesis, the study tested model using Analysis of variance. The study was carried out with the assistance of Version 24 of the Statistical Package for Social Sciences software. Using ANOVA, the study found that cost leadership, differentiation strategy, focused cost leadership and focused differentiation strategy are predictors of performance of MSEs in Nairobi County (p<0.01). The study concludes that there; is significantly and positively moderate influence of cost leadership (p<0.05; β=0.251; r= 0.413), significantly and positively low influence of differentiation strategy (p=0.0.01; β=0.246; r= 0.265). significantly and positively moderate influence of focused cost leadership strategy (p=0.0.01; β=0.292; r= 0.489) and significantly and positively moderate influence of focused differentiation strategy (p<0.0.05; β=0.224; r= 0.404) on performance of MSEs operating within Nairobi County. The study recommends that MSEs in Nairobi County should; review their cost leadership approaches for the purpose of attracting and retaining more customers in broader markets as well as increase adoption of differentiation strategies e.g. highly skilled staff and unique affordable products in order to attract high-end clients. They should also try focused cost leadership and focused differentiation in order to increase sales in narrow markets
Influence of Strategic Management Practices On Organizational Performance of Non-Governmental Organizations in Nairobi County
(KeMU, 2022-10) Onyoni, Simeon
Strategic management practices in the nonprofit sector are the same as in the for-profit sector. some potential benefits that could be realized by a non-governmental organization (NGO) as a result of implementing strategic management practices include improved decision-making, enhanced organizational performance, greater clarity of purpose, and better alignment between the organization's activities and its goals. Strategic management practices bring considerable benefits not only to for-profit businesses and government but also to NGOs. NGOs in Kenya are facing challenges as a result of the dynamic environment. This therefore calls for evaluation of strategic management practices and further implement. The study aimed to assess the influence of strategic management practices on the performance of NGOs in Nairobi County. Specifically, the study achieved the following research objectives; to examine the influence of situational analysis on the performance of Non-Governmental Organizations in Nairobi County; to examine the influence of strategy formulation on the performance of Non-Governmental Organizations in Nairobi County; to examine the influence of strategy implementation on the performance of Non-Governmental Organizations in Nairobi County and to examine the influence of strategy evaluation and control on the performance of Non-Governmental Organizations in Nairobi County. The study employed a descriptive research design. From the population of 1881 NGO registered in Nairobi County, a sample of 100 NGOs were selected using stratified random sampling technique to select strategic managers from each NGOs within Nairobi County to participate in the study. Primary data were collected using a combination of closed-ended and open-ended questionnaires. The data was then processed so that the responses could be classified into distinct sets. The information obtained was primarily quantitative. Descriptive statistics were used to analyze the data. The investigator was able to explain the data and quantify its utility thanks to descriptive statistical tools like SPSS and Microsoft Excel. The data was displayed visually in the form of tables and figures. The study outcome revealed an existing positive and significant correlation between Situation Analysis Practice, Strategy Formulation Practice, Strategy Implementation Practice and Strategy Evaluation and Control Practice and the performance of NGOs in Nairobi County. This proves that, when Situation Analysis Practice, Strategy Formulation Practice, Strategy Implementation Practice and Strategy Evaluation and Control Practice are enhance, the performance of NGOs in Nairobi County also greatly improves. The study therefore recommended that, Managers in non-governmental organizations (NGOs) should improve their organizations' performance through strategic management if they focus on fostering a culture of shared vision, cooperation, and empowerment. Company directors should investigate the link between strategy formulation and the strategic management methods that boost the efficiency of NGOs in Nairobi County. The study also recommended that top executives learn more about the link between strategy implementation and strategic management techniques in order to boost the efficiency of NGOs in Nairobi County.
Conflict Management Strategies and Organizational Performance (A Survey of Microfinance Institutions in Nairobi)
(KeMU, 2021-09) M’mbwanga, Maureen Maresi
Organizational conflict arises when and if an employee thinks that their goals are under threat or is being hindered by another person’s activities. Unresolved or poor handling of conflicts may lead to exit of some employees from the organization. The objective of the study was to assess how conflict management strategies influence performance of Microfinance Institutions. The study was guided by the following specific aims, to: explore how accommodating strategy affects performance of Microfinance Institutions; assess how dominating strategy affects performance of Microfinance Institutions; determine how compromise strategy affects performance of Microfinance Institutions, and; examine the how collaborating strategy affects performance of Microfinance Institutions. The research study looked at the contingency theory, stakeholder theory and human relations management theory. The study employed descriptive survey research design. The study targeted 90 managers of MFIs that operate within Nairobi. A census method was adopted by the study. Questionnaires were used as the research instrument. The researcher confirmed validity of the instrument by discussing the questionnaire with research project supervisors who are experts in research. To confirm reliability of the instrument, the researcher did a pilot test. The questionnaires were administered using the method of drop and pick later. The gathered data information was coded and then analyzed by use of SPSS. In summary, the regression model showed: a significant inverse relationship between accommodating strategy and performance of MFIs in Nairobi; A significant positive relationship between dominating strategy and performance of MFIs in Nairobi; A significant negative relationship between compromise strategy and performance of MFIs in Nairobi, and; A significant direct relationship between collaborating strategy and performance of MFIs in Nairobi. The research deduces that: a counter association exists between performance of MFIs in Nairobi and accommodating strategy shown by coefficient value of -0.293 and significance value of 0.008; there exists a significant positive relationship between dominating strategy and performance of MFIs in Nairobi shown by coefficient of 0.694 and significance value of 0.000; a negative correlation exists between performance of MFIs in Nairobi and compromise strategy shown by coefficient of -0.530 and significance value of 0.003, and that a direct linkage exists between performance of MFIs in Nairobi and collaborating strategy indicated by coefficient of 1.121 and significance value of 0.000. The study recommended that: Managers should avoid using accommodating and compromise strategies unless it is very necessary, and; managers should always use dominating and collaborating strategies as they have direct relationship with organizational performance. The study proposes that future researchers explore nonfinancial institutions; other financial institutions and publicly owned organizations. The findings of this study will be of benefit to various parties. These include managers of MFIs, managers of other related institutions and businesses, regulating bodies and researchers and scholars.

Master of Business Administration

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