Factors affecting strategy implementation in social security organizations in Kenya: a case of the National Social Security Fund
Gacheru, Caroline Wanjiru
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The current study is an assessment of the factors affecting strategy implementation in social security institutions. A case study ofNSSF was taken. Strategy implementation is an enigma in many companies. The problem is illustrated by the unsatisfying low success rate (only 10 to 30 percent) of intended strategies. The institutions objectives are somehow dissipated as the strategy moves into implementation and the initial momentum is lost before the expected benefits are realized. The objective of the current study is therefore to establish whether organizational structure, culture, leadership, resources and politics are affecting strategy implementation. The population of the study was 1660 employees of NSSF. Sampling targeted 10.4 percent of the total population of employees. Stratified random sampling was used to select the 173 employees from three strata namely, top management, middle management and unionisable employees. The study adopted a descriptive case study research design. Data was analyzed by the use of descriptive statistics and inferential analysis. Specifically, means, frequencies and percentages were used. Factor Analysis and Correlation analysis was used to extract the relevant factors and their relationship with strategy implementation. The findings were presented in tables, figures and graphs. Findings indicated that the organization leadership at NSSF is not effective and this may have led to poor strategy implementation. The culture at NSSF was not conducive for strategy implementation and this may have led to poor strategy implementation. The organization structure at NSSF was inconsistent with strategy implementation and this may have led to poor strategy implementation. The management of organization resources at NSSF is not effective and this may have led to poor strategy implementation. The organization politics at NSSF are not conducive for strategy implementation and this may have contributed to the poor implementation of strategy. The study suggests that the study should be replicated in the private sector institutions that deal with retirement savings. This would yield results for comparison between private and public institutions.