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Subject: search.filters.subject.Organizational Performance,

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    Influence of Corporate Governance Practices On Performance of Transport Parastatals in Kenya.
    (KeMU, 2025-10) Kamau, Rosemary Wanjiru
    State corporations in Kenya’s transport sector continue to grapple with governance deficiencies such as weak board oversight, financial mismanagement, and procurement irregularities, which undermine operational efficiency and erode public confidence. This study examined the influence of corporate governance practices on the performance of transport parastatals in Kenya. The specific objectives were to evaluate how board structure, leadership styles, stakeholder engagement, and resource management affect organizational performance. The study was anchored on Agency Theory, Full Range Leadership Theory, Stakeholder Theory, and the Resource-Based View. A descriptive explanatory research design was adopted, targeting 13 transport parastatals, with 104 departmental general managers purposively selected as respondents. Data were collected through structured questionnaires. Primary data were collected using structured questionnaires and analyzed through both descriptive and inferential statistics. The findings revealed that board structure had a significant positive influence on performance, particularly in enhancing strategic direction and diversity (P value of 0.000). Leadership styles especially transformational and democratic were found to be key drivers of improved organizational outcomes (P value of 0.000). Stakeholder engagement also emerged as a critical determinant of performance, promoting inclusivity and accountability (P value of 0.002). Additionally, effective resource management was shown to substantially enhance operational efficiency and service delivery (P value of 0.018). The study recommends that transport parastatals institutionalize periodic board performance evaluations, strengthen board independence, and mitigate political interference. It further advocates for leadership development initiatives emphasizing participatory and transformational approaches, structured stakeholder engagement frameworks, and integrated resource management systems that promote cross-functional coordination and strategic alignment.
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    Influence Of Selected Human Resource Management Practices On Performance Of Microfinance Institutions In Nairobi County, Kenya
    (KeMU, 2025-09) Mueni, Aaron Sharon
    Strategic alignment of HR functions such as recruitment process, training development program, competitive reward systems, and employee participative mechanism with organizational goals significantly boost operational efficiency, employee satisfaction and long-term competitiveness particularly within financial services sector. Despite extensive literature on HR practices, significant conceptual, contextual and methodological gaps persist, especially concerning their application in microfinance sector. The study focused on four key HR dimensions: recruitment process, training dvelopmet program, competitive reward system and employee participative mechanism. A correlational research design was adopted, targeting 10 MFIs licensed by Central Bank of Kenya as the unit of analysis. The unit of observation were 247 employees working in MFIs. Using stratified random sampling and Taro Yamane’s formula, 153 respondents were selected. Data collection was collected using both Google Sheets and physical questionnaires. Quantitative data was analyzed using descriptive statistics (frequency, mean, and standard deviation) and inferential methods, particularly multiple linear regression and correlation analysis at a 0.05 significance level. Qualitative data from open-ended questions were analyzed using content analysis. The study findings revealed significant and positive relationship between HR practices and MFI performance. The study concluded that HR practices have significant influence on MFI performance in Nairobi County, Kenya. The study recommended that MFIs strengthen their recruitment processes to attract top talent that aligns with organizational goals, MFIs should focus on developing tailored training programs to enhance employee skills and improve performance, MFIs need to establish robust reward systems that include both financial and non-financial incentives to motivate employees and boost performance, the study recommended encouragement of Employee participative mechanisms in decision-making to bolster organizational performance. Future research could investigate further the role of organizational culture and its influence on HR practices and performance outcomes, Examining how different cultural aspects within MFIs influence employee motivation, satisfaction, and overall performance could offer valuable insights.  
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    Influence of Employee Retention Strategies on Organizational Performance of Custom and Border Organizations in Kenya
    (KeMU, 2024-09) NYAMOKO, RUTH KEMUNTO
    Employee retention in government organizations worldwide is a significant challenge owing to fluctuating demand and frequent job changes by many employees. Knowledge of how parastatals retain competent employees is crucial owing to the increased demand for optimal performance. Custom and border organizations in Kenya recognized the emerging challenge of organizational performance and therefore put various measures to retain employees. Despite the efforts, still, their performance is low. The study's objective was to determine the influence of employee retention strategies on the organizational performance of customs and border organizations in Kenya. The specific objectives were to determine the influence of recruitment, and the influence of training, to establish the influence of compensation, and to determine the influence of talent management on the organizational performance of customs and border organizations in Kenya. The study was anchored on Mcgregor theory X and theory Y of Motivation. The research employed a descriptive research approach. The study targeted 16 individuals in top executive positions, 83 individuals in middle management positions, and 104 individuals in lower management positions from the Kenya Revenue Authority, the Kenya Ports Authority, and the Kenya Airports Authority. The study used the stratified random sampling method and the Taro Yamane formula to come up with a sample size of 218 participants. The researcher utilized questionnaires with both closed and open questions to gather primary data. Before administering all the questionnaires to employees, a pilot study was conducted on 10 participants with the application of a Cronbach alpha of more than 0.7 being considered an appropriate reliability score measure. Descriptive statistics were presented via frequencies, percentages, standard deviation, and mean. Data analysis was conducted using descriptive and inferential statistics to establish the link between the variables whereas content analysis was used to analyze qualitative data. Results were presented on, tables, graphs, and narratives. The study revealed a beta value of 0.243 and a p-value of 0.002 between recruitment and the organizational performance of customs and border organizations in Kenya. The study revealed a beta of 0.336 between training and organizational performance of customs and border organizations in Kenya. In addition, the study revealed a beta of 0.222 between compensation and organizational performance of customs and border organizations in Kenya. Lastly, the study revealed a beta value of 0.310 and a p-value of 0.001 between talent and organizational performance of custom and border organizations in Kenya. The study concluded that recruitment, training, compensation, and talent management had a significant influence on the organizational performance of customs and border organizations in Kenya. The study recommended that customs and border organizations in Kenya should be imperative for human resource management to prioritize in-service training programs to continually enhance employee skills and work performance. The study also recommended that customs and border organizations in Kenya should prioritize the recruitment of a qualified workforce with relevant experience and necessary training to boost productivity levels. The study also recommended that customs and border organizations in Kenya should make a concerted effort to enhance talent management practices, focusing on efficient talent identification, retention, and development strategies. Lastly, the study recommended that customs and border organizations in Kenya should recognize the importance of employee well-being by providing adequate leave and off days which significantly contribute to job satisfaction and worker efficiency. Overall, customs and border organizations in Kenya should prioritize qualified recruitment, continuous training, transparent compensation, and robust talent management to enhance organizational performance and employee retention.
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    Influence of Strategy Implementation Practices on Organizational Performance of Charitable Non-Governmental Organizations in Nairobi County
    (KeMU, 2024-09) MOHAMED, BASHIR ABDI
    Strategy implementation is commonly a test for various organizations. Different organizations develop credible strategies that are not implemented as a result of different reasons. Charitable NGOs operate in complex landscapes that are hard to navigate and therefore find themselves facing different sets of uncertainties and challenges. Some are faced with logistical challenges especially when operating within conflict-prone zones or remote areas. As a result, these NGOs need well-implemented and functional strategies to enable them to serve their intended purposes. This study focused on the influence of strategy implementation practices on the performance of NGOs in Nairobi County. The specific objective was to determine the influence of resource allocation, organizational communication, strategic leadership, and stakeholders’ involvement on the performance of Charitable NGOs in Nairobi County. The study applied a descriptive research approach. The target population of the study was 1427 employees including middle-level and support staff of the 213 NGOs operating in Nairobi County. The study applied 313 participants who were sampled. Data collection methods involved physical and electronic administration of the questionnaire to gather primary data. Before actual data collection, both reliability and validity tests were done during the piloting of the instrument phase. Data gathered was analyzed through descriptive, content, and inferential analysis, and findings were presented on tables and narratives. Results revealed a β of .083 and a Sig factor of 0.249, between resource allocation and the performance of the charitable non-governmental organizations, also, findings revealed a β of .051 and a Sig factor of 0.462 between strategic leadership and the performance of the charitable non-governmental organizations. In addition, findings revealed a β of .033 and a Sig factor of 0.678, between strategic communication and the performance of the charitable non-governmental organizations. Lastly, Results revealed a β of 0.108 and a Sig factor of 0.174 between stakeholder involvement and the performance of the non-charitable non-governmental organizations. The study concluded that resource allocation, strategic leadership, strategic communication, and stakeholder involvement had a positive and significant influence on the performance of charitable NGOs in Nairobi County. The study recommends that Leaders of charitable NGOs prioritize clear and frequent communication channels to ensure that strategic objectives are effectively disseminated throughout the organization, promoting a shared understanding among all stakeholders. The study also recommends that NGOs should emphasize the critical role of strategic communication in the successful execution of strategies. The study also recommends that organizations should establish a comprehensive communication plan that ensures transparent and regular updates on the study's progress, findings, and implications. Finally, charitable NGOs should prioritize mechanisms for collecting and incorporating feedback, creating a dynamic and responsive strategic environment that ultimately contributes to improved organizational performance.