Journal Articles
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Item Effect of Customer Behavior on Organizational Performance of Lodges Within Lewa Wildlife Conservancy(Innovative Journal of Social Sciences, 2023-08) Halake, Fatuma; Rintari, Nancy; Moguche, AbelThe purpose of this study was to determine the effect of customer behavior on organizational performance of lodges within Lewa Wildlife Conservancy. A descriptive survey design was employed to depict the true representation of customers' satisfaction levels and their effect on the organizational performance of lodges within the wildlife conservancy. The target population for this study comprised all the staff at the lodges (Lewa Wilderness, Lewa House, and Elewana Lewa Safari Camp) in the Conservancy. Since the size of the population (121) was small, the study conducted a census. Data was analyzed using descriptive and inferential statistics. The majority (80%) of the respondents stated that the performance of the lodges had been affected to a large extent by customer satisfaction levels, 13% to a very large extent, 4% to a moderate extent, and 3% to a little extent. This shows that customer behavior as a result of satisfaction had a great effect on the performance of the lodges. Majority of the respondents conquered that the lodges experienced very low rates of churn indicating customer satisfaction. Additionally, the respondents agreed that the lodges monitored switching behavior and prevented it by providing superior products and services and that customer defection could lead to negative word-of-mouth, thus damaging the organizations’ reputation as shown by the average scores of 4.45 and 4.38 respectively. Further, there was a positive correlation was observed between organizational performance and customer behavior, with a correlation coefficient of 0.615. Notably, the regression coefficient results revealed that for every unit increase in customer behavior, there is a corresponding increase of 0.654 in organizational performance. The study concluded that customer behavior, such as the frequency and volume of purchases, directly impacted the lodges’ revenue. The study recommends that the lodges should also tailor services and experiences to individual guests. They should gather information about guests' preferences and interests before their arrival, and use that information to personalize their stay. This can include personalized greetings, room amenities, dining options, and activities that align with guests' interests, creating a memorable and unique experience.Item Influence of Strategic Planning on the Organizational Performance Among Commercial-Based Parastatals in Kenya(Journal of Business and Strategic Management, 2023-04) Leral, Solomon Eramram; Rintari, Nancy; Moguche, AbelPurpose: To examine the influence of strategic planning on the organizational performance among commercial-based parastatals in Kenya. Methodology: 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. 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 examined using multiple regression and correlation analysis. Results: The dependent variable results indicated that 75(69%) respondents strongly agreed on the highest mean of 4.37 (SD of 1.04), that the management motivated the staff to go and get a higher academic qualification. Additionally, on a mean of 3.67 (SD of 1.32), 51(48%) respondents strongly agreed that the number of clients has been increasing for the last few years. That notwithstanding, 85(79%) disagreed on a mean of 2.22 (SD of 0.73), that the parastatals had enough cash to meet their financial obligations effectively. The independent variable results indicated that 38(36%) and 19(18%) respondents strongly agreed and agreed respectively on a mean of 3.81(SD of 1.01), that strategic forecasting had significantly informed their strategic planning. This was closely followed by availability of resource allocation influenced employee motivation. This question had a mean of 3.55 (SD of 1.04) where 28(26%) respondents strongly agreed and 19 (18%) agreed on the sentiments. However, 39(36%) respondents strongly disagreed while 51(48%) disagreed that bench marking had always guided their strategic planning decisions on a mean score of 2.98 (SD of 1.04). The Pearson correlation coefficient was r=0.700** at α < 0.000 and 99% significance level indicating a positive correlation between strategic planning and organization performance. Unique contribution to theory, policy and practice: The basis of the parastatals’ strategic planning was not supported by any bench marking but rather a specific individual’s knowledge and experience. Therefore, when the individual at any capacity left the parastatal, the remaining team did not have a clear way of formulating strategies or benchmarking them with other corporates. The study recommends that there should be developed processes of strategic planning which are well documented by the management and have a policy to guide on what should done, who should be consulted and when should that happen in case of eventualities. Further, the management should encourage work mentorship from senior management to junior employees to orient them on management issues. This would help the employees gather relevant skills and knowledge to make strategic decision, when need be, on behalf of the parastatal.Item Influence of Strategic Direction on Organizational Performance of Commercial-Based Parastatals in Kenya(Journal of Strategic Management, 2023-07) Lerai, Solomon Eramram; Rintari, Nancy; Moguche, AbelTo investigate the influence of strategic direction on the organizational performance of commercial-based parastatals in Kenya. 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. Data was analyzed using descriptive and inferential statistics. Of the questionnaire respondents who were 56(52%) agreed and 51(48%) strongly agreed on a mean of 4.48 (SD of 0.50), that there was adequate involvement in decision-making among the departmental heads. This was closely followed by 60(56%) respondents agreeing and 19(18%) strongly agreeing on a mean score of 3.70 (SD of 1.01), that innovation and customer satisfaction were supported by their parastatal. However, 39(36%) respondents strongly disagreed while another 42(39%) disagreed on a mean score of 2.55 (SD of 1.33), that the organization's budget was aligned to the strategic goals with the strategic goals. Additionally, 48 (45%) strongly disagreed and 50 (47%) disagreed on a mean score of 2.18 (SD of 1.22), that the management managed the organizations' resources effectively. The Pearson correlation coefficient was r=0.706** at α < 0.000 and 99% significance level indicating a positive correlation between strategic direction and performance. The management diverted the organization's resources to unscheduled things hence ending up misusing the resources and causing ineffectiveness in the operations. It was rather sad that the strategic goals were not being achieved because some members of the management thought it wise to divert the resources meant for that purpose to either other areas or their projects amounting to embezzlement of funds. Additionally, the findings revealed that some organizations were unwilling to change when strategies demanded change but stick to old methods to serve their interests. Therefore, there should be implementation of tough regulations by the government agencies like EACC of various legal punishments to any staff irrespective of their job group found guilty of embezzlement of funds must face. Further, ow cadre staff should be involved in the strategic direction exercise which can be done by seeking the views and opinions of the staff on the strategies to develop to improve organizational direction to foster implementation and make the staff to be part of the progress of the organization. There is a need to build the competency of the leaders to assume a strategic approach while directing other activities.