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Item Influence of Strategic Communication on Service Delivery in Public Level Four Hospitals In Nairobi County, Kenya(Intra Africa Journal of Multi-Disciplinary Research (IAJMR), 2025-08) Wafukho, Rose Cheryl Nafula; Munga, Jane; Riungu, Festus Kinyua3Despite the critical role communication plays in modern healthcare systems, public level four hospitals in Nairobi County continue to experience inconsistencies in service delivery, often attributed to fragmented or ineffective strategic communication frameworks. Strategic communication serves as a coordination mechanism, guiding the formulation, execution, and monitoring of healthcare delivery strategies. This study investigated the influence of strategic communication on the effectiveness of service delivery in Nairobi’s public level four hospitals. Grounded on Stakeholder Theory and Resource-Based View, the study adopted a descriptive design and positivist philosophy. A sample of 286 respondents was drawn from a target population of 1012 staff across hospitals using stratified random sampling. Data was collected through structured questionnaires, analyzed using descriptive statistics, correlation, and multiple linear regression. Results showed a significant positive relationship between strategic communication and service delivery (r = 0.734, p < 0.01), with regression analysis confirming a predictive effect (β = 0.653, R² = 0.543, p < 0.05). The study concludes that internal communication flow, clarity of roles, stakeholder engagement, and feedback mechanisms are integral to service delivery. It recommends institutionalizing structured communication strategies to enhance transparency, staff cohesion, and patient-centered service.Item Effect of Training Programs on Organizational Performance of Meru County Government, Kenya(Journal of Human Resource & Leadership, 2025-07) Ireen, Mung’athia Mukiri; Nancy, Rintari; Fredrick, MuteaThe purpose of this study was to examine the effect of training programs on the organizational performance of Meru County Government, Kenya. The study adopted a descriptive research design, which enabled assessment of the characteristics of the population. The target population comprised 33 senior-level managers and 677 middle-level employees in 11 departments of the Meru County Government. The study used the purposive sampling method to sample 11 CECs, 11 directors, and 11 administrators, while the simple random method was used to sample the middle-level employees’ sample size. In determining the sample size of the population, the Yamane formula was used to arrive at the sample of 251 middle-level employees. The middle- level employees answered the questionnaires, whereas the senior-level management was 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, as well as regression coefficients to determine the model of the study. The correlation coefficient for training programs was r = 0.501 at α < 0.002 and a 99% significance level, which enabled the study to reject the null hypothesis. It was concluded that training programs were vital towards enhancing the performance of the county government. Their contribution made it possible to transfer skills and knowledge from the management to the staff within reasonable time and environment. The skills transferred enabled them to remain relevant in their industries and professions. That notwithstanding, the number of trainings offered to the staff was still few as compared to the training needs placed by business demands. The study recommends the need for the county government leadership develop an adequate policy framework that would increase the budget allocated to training and development programs that can support employees. Additionally, the departmental managers should encourage the employees to collaborate with their colleagues in gaining peer-related training on operations. The employees are also encouraged to develop proactiveness with regard to seeking information and knowledge from the internet and other external sources so as to become innovative in their roles. They do not necessarily have to wait for formal training in the county government to take place to gain work-related insights.Item Effect of Democratic Leadership on Organizational Performance of Level Four and Five Public Hospitals in Isiolo County, Kenya(Journal of Strategic Management, 2025-07) Abdi, Wario; Nancy, Rintari; Paul, KirigiaThe purpose of the study is to determine the effect of democratic leadership on organizational performance of level four and five public hospitals in Isiolo County, Kenya. The study adopted correlational research and targeted Isiolo County referral hospital, Garbatulla hospital and Merti hospital in Isiolo County. The respondents included 3 medical superintendents, 29 departmental heads, 62 health care staff, and 38 operations staff. The medical superintendents and departmental heads were sampled using purposive sampling method, whereas the staff were sampled using simple random method. The questionnaires were administered to the staff, while interviews were conducted on the management. A pilot study was conducted in Marsabit county hospital and reliability tested through Cronbach Alpha coefficient. Complete questionnaire’s data were coded into SPSS version 25 for the analysis of both descriptive and inferential statistics. It is thus noted that with regards to democratic leadership, public hospitals had ensured that there were strong systems that were supported by employee innovations and collaborations between the management and staff. However, the communication pattern between the management and other stakeholders was found to be limited. The study recommends that the county government leadership, should develop strategic policies that will guide on the interactions of hospital’s management with internal and external stakeholders more effectively. This could be informed by the constitution and existing MOH guidelines.Item Influence of Resource Allocation on Organizational Performance of Commercial Banks in Meru County, Kenya(Journal of Strategic Management, 2025-07) Martin, Kirimi Mwongera; Nancy, Rintari; Paul, KirigiaThe purpose of the study was to evaluate the influence of resource allocation on the organizational performance of commercial banks in Meru County, Kenya. The study used a descriptive design targeting 19 banks in Meru County, involving 19 managers and 91 staff. Data were collected via questionnaires and interviews, analyzed using SPSS and thematic methods. Most respondents (87%) reported ICT investment improved communication, efficiency, and reduced resource waste. Financial accountability (84%) also reduced waste, but challenges like poor training, politics, and resistance affected risk allocation. A significant correlation (r = 0.379, p < 0.001) was found between resource allocation and performance outcomes. The study recommends that senior management should ensure that there is impartiality in organizational politics to minimize its interference with even resource distribution among the departments. Furthermore, the study suggests that there is a need for employee involvement measures to minimize the resistance level experienced within the banking departments.Item Influence of Strategic Leadership on Organizational Performance of County Government of Kitui, Kenya(Journal of Strategic Management, 2025-08) Damaris, Mumo Mutheu; Paul, Kirigia; Nancy, RintariThe purpose of the study was to examine the influence of strategic leadership on the organizational performance of the County Government of Kitui, Kenya. A descriptive research design was used to determine the characteristics of the population under consideration. The respondents comprised 21 directors, 34 departmental managers, and 308 administrators. The study used a simple random method to sample the directors, departmental managers, and administrators. In the determination of the sample size, the study used Kothari's (2004) formula to select the 17 directors, 25 departmental managers, and 73 administrators. The study had questionnaires and interview guides to collect data from the participants. 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 linear regression analysis including was provided. The regression coefficient for strategic leadership is 0.261. Further, the results indicate that all the variables had a significance value of less than 0.05 and a T-statistic of more than 2, meaning that strategic plan implementation variables were statistically significant. The study concluded that, the county leadership of Kitui had provided a suitable environment that supported learning and development among its staff. This was to improve their knowledge on the vision, mission, public policy, and get acquainted with various changing county operations. To improve the effectiveness of strategic leadership, the departmental directors should consider empowering communication policies that define horizontal and vertical communication structure.Item Effect of Digitizing Operations on Organizational Performance of Marsabit County Government, Kenya(Journal of Strategic Management, 2025-07) Boru, Kosi Wako; Nancy, Rintari; Fredrick, MuteaThe purpose of the study was to examine the effect of digitizing operations on the organizational performance of Marsabit County Government, Kenya. The research design that was specifically adopted in the study was a descriptive. The target population included 84 managers and 512 officers in the Marsabit County government. The study used a simple random sampling technique to identify and sample 69 managers and 220 officers in the study. The departmental managers answered both closed- and open-ended questionnaires, whereas the officers answered the closed-ended questionnaires. A pilot study was done in the 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. It was noted that digitization within the county’s operations improved structured decision-making that was supported by facts and which motivated the staff to align with departmental objectives. As a result, enhanced efficiency and strategic direction were fostered within the county government. However, cyber insecurity concerns, lack of management’s reliance on data to make decisions, and persistent traditional approaches to arriving at a consensus were notable gaps that slowed down the complete digital transformations in the Marsabit County government. Cyber insecurity concerns, lack of management’s reliance on data to make decisions, and persistent traditional approaches to arriving at a consensus were notable gaps that slowed down the complete digital transformations in the Marsabit County government. The study’s recommendations on digitizing operations are that the county’s management should increase various investments and funding to provide a stable and secure technological infrastructural foundation. This could include funding training on cybersecurity for county staff and procuring firewalls and encryption infrastructure. The study also recommends that the county leadership should support capacity-building programs that aim at improving data analysis skills in tandem with the encouragement of evidence-based decisions. Furthermore, policy development is recommended to the strategic management team to make it a rule that allows data to be the focal foundation for making decisions by the management.Item Influence of Supportive Management on Performance of Non- Governmental Organizations in Addis Ababa City, Ethiopia(Human Resource and Leadership Journal, 2025-07) Evelyn, Wechuli; Nancy, Rintari; Abel, MoguchePurpose: To evaluate the influence of supportive management on the performance of non-governmental organizations in Addis Ababa City, Ethiopia. Methodology: The research adopted a descriptive survey design and was conducted among 57 NGOs functioning within Addis Ababa. These organizations employed a total of 1,030 staff members, who were stratified by job function into categories including program managers, project coordinators, technical officers, operations personnel, and administrative staff. Using stratified random sampling, respondents were selected to ensure balanced representation across these functional areas. Data were collected using a structured questionnaire, The finalized data were cleaned, coded, and analyzed using SPSS Version 25. Descriptive statistics such as frequencies, percentages, and means were employed. Furthermore, multiple regression analysis was conducted to evaluate the influence of supportive management on organizational performance. Results: The findings revealed a statistically significant and positive association between supportive management practices and NGO performance in Addis Ababa. A Pearson correlation coefficient (r) of 0.495 indicated a moderate positive relationship between supportive management and organizational performance. The coefficient of determination (R2) was 0.245, implying that 24.5% of the variation in NGO performance could be explained by supportive management practices. The regression coefficient (B = 0.591) indicated that for every one-unit improvement in supportive management, NGO performance increased by 0.591 units. The regression model was statistically significant, with an F-value of 74.820 and a p-value below 0.05, underscoring the predictive relevance of supportive management (Creswell & Creswell, 2018). Unique Contribution to Theory, Policy, and Practice: From a theoretical perspective, the findings reinforce the relevance of Leader-Member Exchange (LMX) Theory. The study affirms that high-quality leader-member relationships marked by mutual trust, individualized support, and open communication lead to improved employee engagement, collaboration, and overall organizational performance. From a policy standpoint, the study highlights the need for NGO regulatory bodies and institutional leadership in Ethiopia to incorporate supportive management as a central component of capacity development frameworks. In practice, the study underscores the necessity for NGO leaders to cultivate supportive organizational cultures that prioritize empathy, accessibility, and employee development.Item The Influence of Change Communication on Organizational Performance of Isiolo County Government, Kenya(Journal of Strategic Management, 2024-09) Stephen Sora, Katelo; Nancy, Rintari; Susan, KamburaPurpose: To examine the influence of change communication on organizational performance of Isiolo County government, Kenya. Methodology: The study adopted a descriptive research design and targeted 42 directors, 61 managers, and 1,702 staff in sixteen departments of Isiolo County government. Therefore, a sample size of 36 directors, 50 managers, and 239 staff, was selected using a simple random sampling method. Additionally, quantitative data was collected using structured questionnaires and a pre-test study done in Marsabit County. Face, content, and criterion validities were examined and Cronbach coefficient was used to measure reliability. Additionally, the data was entered in SPSS version 24 for report generation. The study conducted descriptive statistics such as frequency, percentage, and mean. The inferential statistics that were conducted were correlation and multiple regression. Notably, data was presented using tables and explanations. Results: The findings of the questionnaire indicated that 113(43%) of the respondents strongly agreed and 91(35%) agreed on a mean of 4.22 that there were well-established channels of communication used to relay information on strategic changes in departments. In addition, 102(39%) strongly agreed and 88(34%) agreed on a mean of 4.08 that the key message on change of strategies is always emphasized. Nevertheless, 100(38%) of the participants strongly disagreed and 82(31%) disagreed on a mean of 2.26 that there was an open policy whereby the staff were encouraged to give their feedback. The Pearson correlation coefficient was r=0.883 at α < 0.002 and 99% significance level. Therefore, since the correlation coefficient was less than 1 and p-value was less than 0.05, the study rejected the null hypothesis. Conclusion: The study concluded that the strategic managers at the county level had ensured that the changes made were conveniently communicated to all staff bearing clear information on what was to change. However, the study noted that the management gave limited or no room for feedback from the staff regarding the changed strategies. The study recommends that the management should develop policy frameworks that allow communication feedback. This will allow the staff to provide their opinion on the suitability of the strategic change management.Item Influence of Organization Structure On the Organizational Performance In Kenyan Cement Manufacturers(International Academic Journal of Human Resource and Business Administration, 2023-08) Ali, Mohamed Amin Hussein.; Ogolla, Douglas.; Nzioki, Suzan.On the surface strategy implementation may appear a simple practice, however, the process of strategy implementation is complex and requires the right environment to be executed execution whereby, the right resources, an aligned organizational structure, and procedures. Cement manufacturing companies in Kenya operate in a highly competitive environment and therefore require an organization that makes appropriate changes to keep up with ever changing customer demands, comply with the regulatory environment and keep up with intense competition from competitors. This paper sought to determine the influence of organizational structure as one of the drivers of strategy implementation on the performance of cement manufacturing companies in Kenya. The study applied a descriptive design, with the unit of analysis being 5 major cement manufacturing companies in Kenya. Senior managers of the cement manufacturing company provided data for the study which was obtained through the physical administration of questionnaires. Data analysis was done by descriptive and simple regression analysis. The findings of the stud revealed a β of 0.716, t=7.228, and a p-value of 0.001 between organizational structure and performance of cement manufacturing companies in Kenya. The study concluded that organizational structure had a positive and significant influence on the performance of cement manufacturing companies in Kenya. The study recommends that cement manufacturing companies come up with favorable organizational structures that align with the strategy being implemented to improve their performance. Favorable organization structures encourage employees to work harder and also build customers’ confidence and relations. Therefore, organizations should have structures that promote feedback, open communication, and transparency.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.