Masters Theses and Dissertations
Permanent URI for this communityhttp://41.89.31.6:4000/handle/123456789/6
Welcome to Masters Theses and Dissertation community
Browse
13 results
Search Results
Item Alternative Banking Strategies and Organizational Performance of Tier Three Banks in Nairobi, Kenya(KeMU, 2025-09) Kinyua, Robert MuchiriThe adoption of alternative banking channels has increasingly influenced how commercial banks in Kenya perform. Notably, services like mobile banking, internet banking, and ATMs are central to enhancing banks’ operational efficiency, improving customer interaction, and driving overall institutional performance. Understanding how these alternative strategies impacted various performance indicators, played a vital role in guiding strategic choices and strengthening competitive advantage in Kenya’s banking industry. The study examined the impact of adopting alternative banking strategies and performance of the commercial banks in the country, grounding its analysis in the Resource-Based theory, the Technology Acceptance Model, and the Diffusion of Innovations Theory and Bank-Led Theory, the research examined how the adoption and strategic integration of alternative strategies affected key performance metrics, including financial performance, customer satisfaction, operational efficiency, and strategic outcomes. The study utilized a descriptive research approach to evaluate how alternative banking strategies influence performance of tier-three commercial banks operating in Nairobi City. The study focused on all 21 banks in this category, targeting a total population of 2,123 employees spanning senior, middle, and operational levels. Data was gathered using structured questionnaires administered to a purposive sample of 160 staff members across the three management levels. The data analysis was carried out using SPSS Version 26.0, incorporating descriptive, diagnostic, and inferential statistics. Results from the bivariate analysis revealed that mobile banking, agency banking, and internet banking each had a meaningful positive influence on the performance of the banks. When evaluated together in a multivariate context, mobile banking (β = 0.460, p < 0.05), agency banking (β = 0.475, p < 0.05), and internet banking (β = 0.115, p < 0.05) continued to demonstrate statistically significant contributions to enhanced bank performance. In contrast, ATM banking (β = -0.051, p = 0.451) showed no significant effect due to its p-value exceeding the 0.05 threshold. These findings highlight the critical role of digital banking strategies in improving financial outcomes, enhancing customer experiences, and boosting operational efficiency. The study advocates for increased investment in digital infrastructure, greater customer education, and broader use of technology to streamline banking services. Ultimately, the results enrich the current literature on alternative banking and offer practical guidance for banks aiming to enhance performance through digital innovation.Item Influence of Strategy Implementation on Organizational Performance of The County Government of Tharaka Nithi, Kenya(KeMU, 2025-03) Njagi, Sheilla KawiraStrategy implementation involves translating strategic plans into actionable steps to achieve organizational objectives. The enactment of the Kenyan Constitution in 2010 introduced a decentralized governance system, requiring counties to engage in structured pre-budget planning. The County Government Act of 2012 mandates the formulation of key plans, including the County Integrated Development Plan (CIDP), County Sectoral Plans, County Spatial Plans, and County Performance Management Plans. This study investigates the influence of leadership styles, organizational structure, organizational culture, and financial resource availability on strategy implementation and organizational performance in Tharaka Nithi County Government, Kenya. The study was anchored on the McKinsey 7S framework, Higgins 8S framework, and the Resource-Based View theory. A descriptive research design was adopted, targeting a population of 160 employees, from which 114 respondents were selected using stratified random sampling. Data collection was conducted through questionnaires, and a mixed-methods approach was used in data analysis. Qualitative data underwent content analysis, while quantitative data was analyzed using descriptive statistics (frequencies, percentages, mean, and standard deviation) and inferential statistics, including regression analysis via SPSS. Findings were presented in tables and narratives. Regression analysis revealed that β of 0.593 and p of 0.001between resource availability and perforamnce, a β of 0.686 and p of 0.001between leadership styles and perforamnce, a β of 0.454 and p of 0.001between organizational structure and perforamnce, and β of 0.807 and p of 0.001between organizational culture and performance. The study concludes that leadership , resource allocation, organiztaional structured and culture significantly and positively influenced performance of the county government of Tharaka Nithi. The study recommends sustained investment in personnel, financial support, procurement optimization, and machinery maintenance to enhance project execution. Leaders should emphasize ethical practices, invest in conflict-resolution training, delegate responsibilities effectively, and implement fair reward systems. Additionally, streamlining the organizational structure can improve communication, collaboration, authority clarity, and participative decision-making. Strengthening shared values, fostering innovation, enhancing employee engagement, and promoting open communication will further improve organizational culture, ultimately driving better performance within the county government.Item Strategic Management Practices On the Performance of African Growth and Opportunity Act Textile Firms in Kenya(KeMU, 2025-10) Ithili, James KimathiThe African Growth and Opportunity Act (AGOA), enacted in 2000 and extended in 2015 by President Obama, offers preferential U.S. market access to 49 eligible sub-Saharan African countries, including Kenya. This study assessed the impact of strategic management practices on the performance of Kenyan textile firms operating under AGOA, using data from 68 senior and middle managers through validated closed-ended questionnaires. Performance indicators included export volume, profit, market share, and sustainability. Data analysis via SPSS (version 24) showed that all four strategic management practices—environmental scanning (r=0.757), strategy formulation (r=0.944), strategy implementation (r=0.879), and strategy control (r=0.822) had strong, positive, and significant correlations with firm performance (p<0.05). However, multicollinearity was present, as all independent variables were interrelated (r=0.700). Findings highlight the importance of comprehensive strategic practices in enhancing performance. This study proposes actionable recommendations for Kenyan AGOA textile firms and policymakers, based on empirical findings. The recommendations focus on cultivating proactive foresight and developing agile, adaptable strategies to manage external uncertainties, particularly regarding the future of the AGOA agreement. Firms are also advised to address the implementation gap by focusing on resource mobilization, training, and strategic partnerships, as well as enhancing strategic control through data-driven decision-making and quality management. For policy considerations, the study recommends that the Kenyan government intensify lobbying for AGOA's extension or pursue alternative trade agreements to diversify market access.Item Influence of Change Management Strategies On Performance of Commercial Banks in Kenya(KeMU, 2025-09) Sitonik, Janet ChepngetichCommercial banks in Kenya have faced low growth over the years, leading to closures, mergers, and exits from the market, resulting in job losses and stalling industrial development. This study investigated the influence of change management strategies on the performance of commercial banks in Kenya. Specifically, the study assessed the impact of communication, employee involvement, resource allocation, and monitoring on bank performance, anchored on Kotter’s 8-Step Model for Change, Kurt Lewin’s Change Management Model, and Enterprise Risk Management Theory. The study utilized a descriptive research design. Targeting 39 commercial banks and 190 middle-level managers, stratified random sampling selected 129 respondents. Data was collected through online and physical questionnaires for primary data, and financial statements and magazines for secondary data. Quantitative analysis utilized descriptive and inferential statistics, while qualitative data was analyzed thematically. Findings revealed significant positive relationships between performance and communication (β=0.200, p=0.0307), employee involvement (β=0.407, p=0.001), resource allocation (β=0.536, p=0.001), and monitoring (β=0.156, p=0.009). The study concluded that robust communication, effective resource allocation, proactive monitoring, and employee involvement significantly enhance performance. The study recommended robust feedback mechanisms, effective financial planning, and proactive auditing to strengthen performance during change initiatives.Item Influence of Strategic Planning Practices On the Performance of Commercial Banks In Juba, South Sudan(KeMU, 2025-09) Deng, John Ayuen DhuorPerforming organizations exhibit high revenues growth, profits incline, enhanced customers’ satisfaction and market share. However, commercial banks in Juba paint a different picture of performance challenges related to profits decline, decline in customers’ deposit and stagnation in growth of products. This study established the influence of strategic planning practices on the performance (financial and customer-based) of commercial banks in Juba, South Sudan. It investigates the influence of strategic direction, environmental scanning, resource planning, and plan monitoring on performance. The study was guided by the goal-setting theory, resource-based view theory, contingency theory, and balanced scorecard model. The study adopted a cross-sectional research design. The unit of analysis comprised 31 licensed commercial banks, while the unit of observation included 186 managers. A stratified random sampling technique, in addition to the Taro Yamane formula, was used to select 128 participants. Data was collected using questionnaires with both open-ended and closed questions. The questionnaires were administered both physically and electronically. Descriptive statistics, including frequency, percentage, mean, and standard deviation, summarize the data, while a binary logistic regression model was applied for inferential analysis. The findings were presented in tables and narratives. Findings revealed that strategic direction setting, including well-documented vision, mission, and core values, positively and significantly improved performance, with banks having structured direction setting showing a 7.831 times higher likelihood of achieving better performance than unstructured ones. Environmental scanning, both internal and external data sources, showed a 49.204 times higher chance of improved performance than scanning that focused only on internal environment scanning. Also, plan monitoring had a significant positive influence on performance, with banks conducting regular monitoring experiencing a 10.289 times higher likelihood of better performance outcomes than ones that conducted irregular monitoring. However, resource planning showed no significant effect on bank performance. The study concluded that strategic direction, environmental scanning, plan monitoring positively and significantly influenced performance, however resource planning did not have a significant influence. The study recommends that managers of banks in Juba actively set strategic directions through the formulation of vision, mission, objectives, and core values statements. Additionally, managers should support both internal and external scanning of the environment to support decision making and enhance performance using AI-driven data analytics. Lastly regular plan monitoring is crucial in bolstering banks’ performance in Juba.Item Influence Of Strategic Decisions On Performance Of Paint Manufacturing Firms In Kenya(KeMU, 2025-10) Karani, Wangui MagdalineStrategic decisions are key determinants of a firm's success, as they shape the overall direction, resource allocation, and competitive positioning of the organization. While the paint manufacturing sector has experienced steady growth, firms encounter significant challenges that hinder optimal performance and competitiveness. This research examined the influence of strategic decisions on the performance of paint manufacturing firms in Kenya. Importantly, the following objectives were established ; influence of strategic resource allocation, influence of organizational structure, influence of alliances, and influence of strategic human resource staffing on the performance of paint manufacturing firms in Kenya. The study applied a descriptive research design, while focusing on 26 paint manufacturing firms in Kenya. A total of 156 employees in finance , marketing and production were selected from each paint manufacturing firm. Taro Yamane model was used to arrive at a sample size of 113 respondents. The study applied questionnaires and administered both physically and online. Filled questionnaires were entered into SPSS and analysed for descriptive and inferential statistics. Both descriptive and binary regression analysis were used in data analysis. The findings were presented in tables and narratives. Findings revealed that firms that utilized optimal strategic resource allocation were 15 times more likely to register better performance than ones using sub-optimal allocation of resources. Paint manufacturing companies with flat organizational structure were 6 times more likely to have better performance outcome than ones with tall structure. Organiztaions with Strategic alliances were 8 times more likely to register better performance than ones with non-strategic alliances. Lastly, paint firms applying High-Performance Work System were 10 times more likely to enhance their performance than ones using control-based approach. The study concluded that strategic resource allocation, organizational structure, and alliances significantly and positively influenced performance of paint maufacuring companies in kenya. The study recommended that paint manufacturing firms in Kenya prioritize strategic resource allocation through materials distribution, capital expenditure and budgeting and machine sheduling. The study also recommends that firms should develop clear and flexible organizational structures, to enhance decision-making, coordination, and operational productivity. Further, the study recommended that firms are encouraged to actively build strategic alliances focused on mutual benefit, differential efficiency acquisition, synergy , resource sharing, and continuous evaluation to strengthen performance. Lastly the paint manufacturing companies should use strategic staffing strategies decisions in employee retention, engagement of employees and training.Item Effect Of Digital Marketing Strategies On Organizational Performance Of Soft Beverage Manufacturing Companies In Nairobi County, Kenya(KeMU, 2025-10) Ndungu, Lydiah MuthoniDigital marketing strategies are important for enhancing brand visibility, engaging with a wider audience, and driving consumer loyalty, making them essential in competitive markets. However, soft beverage manufacturing firms in Nairobi County face challenges such as integrating new technologies, measuring the effectiveness of campaigns, and managing the rapid pace of digital trends. These obstacles hinder the full realization of digital marketing's potential, limiting its impact on growth and customer retention. This study seeks to examine the effects of digital marketing strategies on the organizational performance of soft beverage manufacturing companies in Nairobi County. The study’s specific objectives are: to establish the effect of digital advertising strategy, content marketing strategy, social media marketing, and e-mail marketing strategies on the performance of soft beverage manufacturing companies in Nairobi County. The study was grounded on the; dynamic capability view which was the anchoring theory, the diffusion of innovation theory, and the technology acceptance model. A descriptive research design was used. The study targeted 10 soft drinks manufacturing companies in Nairobi County as the unit of analysis while 127 employees in the soft drinks companies were the unit of observation. The study applied the Taro Yamane formula to obtain a representative sample size of 97 participants with a 95% confidence level and an error margin of 0.05. The research used self-administered questionnaires in the primary data collection. The drop-and-pick method is used because it enables the target respondents to have ample time to answer the questions. Results were presented in tables and graphs. There were measures of dispersion, which included standard deviation that were utilized in the study. Inferential statistics were also used in data analysis involving regression analysis to examine the relationship between digital marketing strategies and organizational performance. The response rate was 91%. Digital advertising and Organizational performance revealed a β= 0.389, and a p-value of 0.001. Content marketing and organizational performance revealed a β= 0.258, and a p-value of 0.001. Social media marketing and organizational performance revealed a β= 0.270, and a p-value of 0.015. Email marketing and organizational performance revealed a β= 0.217, and a p-value of 0.007. The study concluded that digital advertising, content marketing, social media marketing, and email marketing had a positive and significant influence on organizational performance. The study recommends that soft beverage companies prioritize digital advertising by leveraging data analytics and interactive features. Marketing teams should be trained on current digital trends and strategies and continuously monitored for improvement. High-quality, SEO-optimized content marketing, including blogs and videos, should be created and shared via targeted social media campaigns. Maintaining fresh, engaging content is key to sustaining visibility and sales. Email marketing should be enhanced through personalization, interactivity, and targeted messaging. Consistency and feedback integration are vital to strengthening customer relationships and boosting performance.Item Influence of Strategic Alignment On Performance of Insurance Brokerage Firms in Nairobi County, Kenya(KeMU, 2025-09) Kihara, Mwangi JamesThis study seeks to understand how strategic alignment impacts the performance of insurance brokerage firms in Nairobi County, Kenya. Most of the firms in this industry struggle to achieve performance goals because their objectives and daily operations are not properly aligned. As such, this study examines the impact of organizational structure, strategic communication, resource allocation, and performance metrics on firm performance. The study uses a correlation research design, in which a sample of 119 firms was selected from a population of 170 registered insurance brokerage firms in Nairobi County. The data was obtained using structured questionnaires and analyzed using both descriptive and inferential statistics. The results revealed significant positive relationships between organizational structure (β = 0.333, p = 0.001), strategic communication (β = 0.272, p = 0.000), resource allocation (β = 0.334, p = 0.000), and performance metrics (β = 0.178, p = 0.005) with the firms' performance. It was noted that effective strategic alignment, such as flexible organizational structures, enhanced communication, and resource allocation, positively impacts performance. It was recommended that adopting cross-functional teams, prioritizing resource scheduling tools, and aligning performance metrics to improve operational and financial outcomes.Item Human Resource Management Practices Influencing Performance of Health Professionals Working in Selected Public Mental Health Facilities in, Kenya(KeMU, 2024-03) WAMBU, FREDRICK NJOROGEHuman resource for health is a fundamental building block in the health system as espoused in the sustainable development goals and Kenya Health Policy 2014-2030.According to the WHO-mhGAP an estimated 450 million people are living with mental disorders globally and seek services in acutely under staffed, and under financed health systems characterized by a treatment gap of 50% - 85%. In Kenya a gap exists in translation of mental health policy 2015-2030 service outcome indicators and targets into tangible outputs, resulting in disparity of access and delivery of mental health services at all tiers of the health care system. This study sought to establish whether human resource management practices influence performance of health professionals in selected public mental health facilities in Kenya. To achieve this objective, the study focused on influence of training, employee relations, appraisal systems and rewards on performance of health professionals. A concurrent mixed method design was used, data was collected using a structured questionnaire from 137 mental health professionals, key informant interviews were conducted with eight supervisors. Quantitative data was analyzed using SPSS Version 26, findings presented as descriptive and inferential statistics. Thematic analysis of qualitative data done and identified themes triangulated with quantitative data. Results obtained from multiple linear regression analysis indicate that minimal training opportunities led to non-statistically significant decline in performance of mental health professional (β= -0.059 [95% CI: -0.203 to 0.085, p=0.42), employee relations revealed a statistically significantly increase in work performance (β=0.219 [95% CI: 0.029 – 0.408, p=0.024),appraisal system led to statistically significant increase in health professional work performance (β= 0.221 [95% CI: 0.086 to 0.357, p=0.002), while rewards did not lead to a statistically significant increase in work performance (β= 0.068 [95% CI: -0.115 to 0.251, p=0.464). Human resource management practices influence performance of mental health professionals. This study recommends support and incentives for continuous professional development, expedited grievance and safety incident resolution, linking performance appraisal to rewards, training needs, promotions, career progression and sanction framework. Further replication studies should be done in other public and private mental hospitals using a larger sample size to investigate whether the study variables are also applicable.Item Influence of Strategy Implementation On Organizational Performance of Pharmaceutical Manufacturing Companies in Nairobi City County(KeMU, 2024-09) MUTUNGA, AGNES WANJIRUStrategy implementation is an important component of organizational performance, playing a key role in achieving desired outcomes. However, the execution of strategies is often complex and fraught with challenges, which can hinder progress. Organizations formulate strategic initiatives through detailed corporate plans, yet their implementation frequently encounters distinct phases and obstacles that must be addressed to ensure success. The purpose of the study was to determine the influence of strategy implementation on the performance of pharmaceutical manufacturing companies in Nairobi County from the perspective of the drivers of strategy implementation. The specific objectives of the study were to establish: the influence of organizational structure, the influence of organizational resources, the influence of strategic communication, and the influence of strategic leadership on the performance of pharmaceutical manufacturing companies in Nairobi County. The study was anchored on three major theories; Fishbone Model, Resource Based View Theory and Transformational Leadership Theory. The study applied the descriptive research design. The unit of analysis for the study was 71 pharmaceutical manufacturing companies in Nairobi County, whereas the unit of observation was 288 managers of the pharmaceutical manufacturing companies in Nairobi County. The study utilized both the stratified sampling method and the Taro Yamane formula to come up with a representative sample size of 132 participants who were distributed among the various departments (strata). Questionnaires were the instruments for the study, where data was gathered through the physical administration of the questionnaires. Data collected was analyzed through both descriptive and inferential analysis. Descriptive analysis was involved in the determination of mean, frequency, percentages, and standard deviation. The inferential analysis helped in hypothesis testing through regression and correlation analysis at a 0.05 significance level. Results emerging from the study were presented in tables whereas interpretations and discussions were in narratives. Results revealed a β of .736 and a p-value of 0.001, between organizational structure and the performance of pharmaceutical manufacturing companies in Nairobi County, also, findings revealed a β of .855 and a p-value of 0.001 organizational resources and the performance of pharmaceutical manufacturing companies in Nairobi County. In addition, Findings revealed a β of .958 and a p-value of 0.001, between strategic leadership and the performance of pharmaceutical manufacturing companies in Nairobi County. Lastly, Results revealed a β of .861 and a p-value of 0.001 between strategic communication and the performance of pharmaceutical manufacturing companies in Nairobi County. The study concluded that organizational structure, organizational resources, strategic leadership and strategic communication had a positive and significant influence on the performance of pharmaceutical manufacturing companies in Nairobi County. The study recommended optimizing organizational structure by clarifying reporting lines and promoting autonomy among managers to foster rapid decision-making and adaptability, leveraging organizational resources strategically, including financial, talent, and technology resources for innovation and competitiveness, investing in strategic leadership development to ensure effective succession planning and inspiring employees to achieve organizational goals and lastly, establishing effective strategic communication channels and fostering a culture of continuous improvement strengthening teamwork, collaboration, and stakeholder engagement, ultimately driving organizational performance and success in the dynamic market environment.