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    Influence of Strategy Implementation on Performance of Water Service Providers in the Lower-Eastern Counties of Kenya
    (Academic Journal of Humanities and Social Sciences Research,, 2025-09) Miriti, Erastus Mwongera; Kihara, Peter; Miluwi, Joshua
    Water scarcity continues to constrain socioeconomic development in Lower-Eastern Kenya, with water service providers struggling to address high Non-Revenue Water (NRW) levels, weak coverage expansion, and financial sustainability concerns. This study examined the influence of strategy implementation on the performance of licensed water service providers in the region. Grounded in the Resource-Based View (RBV), which emphasizes effective deployment of valuable, rare, inimitable, and non-substitutable resources for competitive advantage, the study assessed how strategic processes translate into organizational outcomes. A positivist philosophy and descriptive survey design guided the research. A stratified purposive sample of 183 respondents was drawn from a population of 758 staff across ten providers. Data were collected through structured questionnaires, pre-tested for reliability, and analyzed using SPSS Version 21. Descriptive statistics established existing practices, while regression analysis tested the hypothesized relationship. Findings revealed strong leadership engagement and organizational capacity but highlighted gaps in employee support, particularly inadequate training, motivation, and resource provision. Inferential results demonstrated a significant positive relationship between strategy implementation and performance (R = 0.526, R2 = 0.277, β = 0.491, p < 0.001). This indicates that strategy implementation explains 27.7% of performance variation, confirming that providers with robust implementation processes achieve superior efficiency, customer satisfaction, and financial outcomes. The study concludes that strategy implementation is a critical driver of performance but must be complemented by broader reforms and capacity-building initiatives. It recommends strengthening employee support systems, enhancing monitoring and evaluation mechanisms, building implementation capabilities across organizational levels, prioritizing financial sustainability, and investing in research and innovation to foster adaptive strategies for long-term water service improvement.
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    Influence of Leadership Styles on Performance of Transport Parastatals in Kenya
    (IAJH -Intra Africa Journal of Social Sciences (IAJSS), 2025) Kamau, Rosemary Wanjiru; Mbithi, Mary; Nzili, James
    Transport parastatals in Kenya continue to suffer from inefficiencies, financial mismanagement, and governance lapses, largely attributed to weak and ineffective leadership practices. Despite the critical role of leadership styles in shaping organizational culture, accountability, and innovation, many parastatals remain entrenched in autocratic and politically driven approaches that undermine performance and erode public trust. The purpose of this study was to establish the influence of leadership styles on the performance of transport parastatals in Kenya. The study was guided by the Full Range Leadership Theory and Agency Theory, which emphasize the importance of transformational, transactional, and participative leadership in enhancing accountability and organizational outcomes. A descriptive explanatory research design was adopted, targeting a population of 104 managers drawn from 13 transport parastatals. Stratified random sampling was applied, and Yamane’s formula was used to determine a representative sample of 83 respondents, comprising 35 top managers, 28 middle-level managers, and 20 supervisory managers. Data were collected using structured questionnaires, while descriptive statistics, correlation analysis, and multiple regression were employed for data analysis. Correlation results showed a strong positive and significant relationship between leadership styles and performance (r = 0.646, p < 0.05). Regression findings revealed that leadership styles significantly predicted organizational performance (β = 0.421, p < 0.05). The study concludes that leadership style is a critical determinant of performance in transport parastatals. It recommends institutionalizing transformational and democratic leadership development programs, while also strengthening leadership accountability frameworks to enhance efficiency, transparency, and service delivery.
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    Influence of Recruitment on the Organizational Performance of Microfinance Institutions in Nairobi County, Kenya
    (International Research Journal of business strategic management, 2025-07) Mueni, Aaron Sharon; Nzioki, Susan; Miluwi, Joshua
    This study examined the influence of recruitment on the organizational performance of Microfinance Institutions (MFIs) in Nairobi County. The key objective was to determine how recruitment practices impact performance outcomes. A correlational research design was adopted, targeting 247 Human Resource Managers and their assistants across 10 MFIs. Using Taro Yamane’s formula at a 5% error margin, a sample size of 153 respondents was selected through stratified random sampling. Data was collected using structured questionnaires and analyzed using both descriptive and inferential statistics. Regression analysis revealed that recruitment significantly influences organizational performance, with an R-squared value of 0.583, F-statistic of 206.631, and a p-value of 0.000, indicating that recruitment explains 58.3% of the variation in performance. The B= 0.763 (p = 0.000), confirming a strong and positive influence. The study concluded that effective recruitment characterized by clear screening criteria, fair shortlisting, comprehensive reference checks, and structured interviews significantly enhances MFI performance. It is recommended that MFIs adopt standardized and inclusive recruitment policies, ensure all panel feedback is considered, and strengthen reference checks. Policy frameworks should be developed to enforce transparent and merit-based hiring to sustain institutional growth and competitiveness in the financial sector.
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    Influence of Resource Allocation on Organizational Performance in Charitable Non-Governmental Organizations in Nairobi County
    (INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS), 2024-06) Mohammed, Bashir Abd; Nzili, James; Kiama, Michael
    This paper sought to examine the influence of resource allocation on the organizational performance of charitable NGOs in Nairobi County. The study applied a descriptive research design. The population for the study was 1427 employees of charitable NGOs in Nairobi County. Stratified random sampling was applied in addition to the Taro Yamane formula to come up with a sample size of 313 respondents. The study gathered data through questionnaires which were administered both physically and online. Data collected was analyzed through both descriptive and inferential analysis. Results revealed a β of 0.496 and a p-value of 0.001, between resource allocation and the organizational performance of charitable NGOs in Nairobi County. The study concluded that resource allocation had a positive and significant influence on the organizational performance of charitable NGOs in Nairobi County. The study recommended prioritization of budgeting for financial resources as a crucial aspect of their operations, ensuring efficient allocation to various programs and activities. Additionally, the study recommended recognition of the importance of a diversified workforce to invest in human resources across all departments. Besides, the study recommended that technological advancements should be embraced by acquiring and utilizing ICT gadgets, hardware, and software to enhance organizational efficiency and service delivery. Lastly, the study recommended that stakeholders should continually evaluate and optimize resource allocation strategies to ensure alignment with organizational goals and ultimately enhance the overall performance and impact of charitable NGOs in Nairobi.
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    Influence of Strategic Leadership on Organizational Performance in Charitable NGOs in Nairobi County
    (INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS), 2024-05) Mohammed, Bashir Abdi; Nzili, James; Kiama, Michael
    This paper sought to examine the influence of strategic leadership on the organizational performance of charitable NGOs in Nairobi County. The study applied a descriptive research design. The population for the study was 1427 employees of charitable NGOs in Nairobi County. Stratified random sampling was applied in addition to the Taro Yamane formula to come up with a sample size of 313 respondents. The study gathered data through questionnaires which were administered both physically and online. Data collected was analyzed through both descriptive and inferential analysis. Results revealed a β of 0.269 and a p-value of 0.001, between strategic leadership and the organizational performance of charitable NGOs in Nairobi County. The study concluded that strategic leadership had a positive and significant influence on the organizational performance of charitable NGOs in Nairobi County. The study recommended developing clear mission and vision statements to guide organizations’ activities effectively. Additionally, the study recommended that charitable NGOs should promote ethical conduct at all levels, with strategic leaders serving as exemplars of integrity and accountability. Lastly, the study also recommended that charitable NGOs should invest in decision-making skills and regularly monitor performance to further enhance organizational effectiveness.