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Browsing by Author "Anyieni, A. G."

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Determinants of Successful Implementation of Strategic Plans in Secondary Schools in Kisii County, Kenya
(2015-05) Anyieni, A. G.; Kwamboka, Damaris
Past research has shown that excellent strategies have been written, but few have been successfully implemented. Crafting the best strategy is not the end in itself as ultimate results will only be realised once the plan is successfully implemented. A strategic plan is a management tool used to transform organisational objectives into actions. This study carried out an analysis of factors influencing the implementation of strategic plans in selected secondary schools in Kisii County. The focus of was on institutional policies and resources allocation, and the views of teaching staff. There have recently been challenges like increased student enrolment and declining performance in national examinations. A descriptive survey design using stratified sampling was used. The study population comprised of school managers including teachers, principals and deputy principals serving in selected schools. Primary data was collected through questionnaires. Key words: Strategic Plans, Implementation, Schools
Do loyalty programs augment growth in supermakerts? Kenyan evidence
(2013-11) Anyieni, A. G.
Customer loyalty schemes have flourished in the era of consumer retention and stiff competition for the customers by the supermarkets and have been eagerly embraced by retailers and consumers alike. The loyalty schemes as we see it today are a replica of the AAdvantage Programme; a frequent flier programme instigated by American Airlines in 1981. The rapid expansion of the Kenyan economy over the last eleven years in spite of the post election violence of 2007/2008 have led to a retail boom in the country which in turn has encouraged the entry of new players and aggressive approaches by existing retailers such as the introduction of loyalty cards and innovative marketing strategies. The primary purpose of this paper is to evaluate the extent to which loyalty schemes enhance performance of the supermarkets in Kenya. In order to do this, the researcher underscored various categories of loyalty schemes employed in Kenya as identified in the literature. The study established that loyalty schemes spur the growth of supermarkets in terms of market share, sales and revenue in Kenya. Keywords: loyalty scheme, loyalty card, supermarket, Kenya.
Effect of Change Management Practices on Performance of Teachers Service Commission
(2017-07) Wachira, Lilian; Anyieni, A. G.
Change Management (CM) emphasizes the need for plans and strategies to be formulated within the context of overall organizational strategies objectives to be responsive to changing nature of the organization's external environment. This study aimed at establishing the influence of change management practices on the performance of Teachers service commission of Kenya. The objective of the study was to establish how communication influences the performance of TSC. Descriptive survey research design was employed. The target population for the study included the directors, senior deputy directors, deputy directors, county directors, deputy county directors and human resource officers. A sample of 80 respondents was taken. The study employed a questionnaire as the main data collection instrument. The collected data was analyzed using statistical package for social sciences (SPSS) version 24. Data was presented in form of both descriptive (means and standard deviation) and inferential (Linear regression) statistics. The presentation of findings was done on tables and discussions thereof. The study established that communication had positive influence on performance of TSC. The study concluded that communication have a significant effect on TSC performance and recommended that TSC should put in place better communication systems within its structures to enhance communication thus improving performance. Keywords: Change Management, performance, TSC, Communication, Management
Effect of Strategic Planning on the Performance of Small and Medium Enterprises in Kenya: A Summary Review of the Literature
(2013) Anyieni, A. G.
The Kenyan Small and Medium Enterprises (SMEs) sector is a very competitive environment, and they need strategic planning to remain competitive. Kenyan SMEs, which include agriculture and rural businesses, have contributed greatly to the growth of the economy, mainly in the creation of employment. Yet there have been high failure rates and poor performance levels. Many are faced with the threat of failure within the first few months. Many SMEs perform well after start up, but only a few experience sustained growth through the full lifecycle and become large firms. Lack of strategic planning may prevent them from achieving their potential, or even surviving. There is very little evidence however indicating whether SMEs in Kenya engage in strategic planning, and if they do how it impacts on their general performance. This study endeavours, through a literature review, to find out how strategic planning impacts their performance. The study established that the most successful businesses use strategic planning, and there is a high failure rate for those who do not. The recommendation is that the owner or entrepreneurs of the SME to be trained in the skills of strategic planning. Key words: SMEs, strategic planning, Performance.
Effects of total quality management implementation in performance of microfinance institutions in Kenya: (a case of k-rep development agency (KDA)
(2014-06-30) Muia, Faith Mukonyo; Anyieni, A. G.
Total quality management (TQM) has been proposed to improve business performance and received considerable attention in recent researches .Despite the recent research efforts on effects on total quality management, little work has been done on effects of total quality management implementation in performance of microfinance institutions in Kenya, particularly K-rep Development Agency(KDA). This study sought to establish effects of total quality management implementation in performance of micro-finance institutions in Kenya. The scope of the study targeted micro finance institutions with particular focus on k-rep development agency. The area under study was k-rep development Agency Nairobi region which covers Nairobi and Nakuru counties. The general purpose of the study was to examine the effects of total quality management implementation on business performance in micro finance institutions (MFIs) and the specific objectives were to establish whether Customer Focus in TQM affected business performance in microfinance institutions, to determine whether management leadership in TQM affected business performance in microfinance institutions and examined whether employee involvement in TQM affected business performance in microfinance institutions. This study adopted descriptive and quantitative data design. The main instruments in data collection used were semi-structured questionnaires targeting senior level management, senior business development officers, business development officers, and office assistants. The data was finally coded, analyzed, and presented by means of tables, means, frequencies and standard deviations with assistance of statistical packages for social science (SPSS).The study concluded that excellent performance level is not being realized by the organization, organization focuses on current and future customer need, Leadership though considered to have influence in business performance of the organization has not been given the required level of attention. The study also concluded that employee involvement though considered to have influence in business performance of the organization has not been maximum attention. The study recommended leadership to improve on their level of motivation of their employees, work together and collect information that suggests new approaches. Further studies have also been recommended on MFIs.
Examining the effect of talent management on organizational performance: a case of comply limited, Nakuru
(2014-06-27) Keoye, Kerubo Nancy; Anyieni, A. G.
Talent management practice within an organization is a human Resources strategy that seeks to identify, develop, deploy and retain talented and high potential employees. Therefore the top management should realize the importance of talent management for the sake of organizations performance. This study was set to examine the effect of talent management on organization performance using comply industries Nakuru as case. Those included in the study were Managers/Heads of departments, General staff (finance, accounting, and marketing) and lower staff (firm workers and grounds men) of comply Ltd that was randomly selected. The objective of the study was to investigate whether organizations performance at Comply industries ltd is influenced by targeted talent management. The target population was 419 comprising of 44 Managers/Heads of departments, 165 General (finance, accounting, marketing) and 210 lower staff (firm workers and grounds men) of comply industries ltd. To ensure all categories of employee were represented in the sampling process stratified random sampling technique was used to sample the survey respondents from the target population. The employees were categorised into three strata of top level management, General level employees and the lower level employees. This study adopted a descriptive research design. The study collected qualitative data using questionnaires and qualitative data using interview guide. The quantitative data was analyzed using descriptive statistics generated from Statistical Software for Social Sciences (SPSS) and the qualitative data was analyzed using content analysis. The study found out that the respondents opinion on talent management is that within an organization it is an international human resources strategy that seeks to identify, develop, deploy and retain talented and high potential employees. The reasons for employing talent management at Comply Ltd is because the organization leaders understand that having the right people in the right place at the right time to maximize business opportunities has become the most important factor in ensuring ongoing organizational success. The study findings went on to reveal that talent management improved employee attitude and behavior towards work. The study further revealed that the organization makes executives the primary talent managers. The study revealed that career development is a better predictor of Comply Ltd‟s performance, followed by targeted talent management, make executives the primary talent managers and Building a sustainable employer brand. The study recommends development of a talent culture so that talent conversations become acceptable throughout the organization and individuals are encouraged to expand their networks. The study also recommend that Comply Ltd offers differentiated and tailored development routes that can meet individual needs and strengths to help improve the engagement of those identified as talent and avoid perceptions of under-utilisation. To develop rewards and compensation structures which will be geared towards incentivizing line managers to spot and develop talented employees. The study further recommends accounting measures be appropriate, measurable and economical. These measures are best considered when the system is being designed, so that the evaluation process is designed into the system itself. Finally, the study recommends that the talent management system is integrated across all aspects of human resource management. There are clear inter-dependencies between talent management and recruitment, development, diversity, retention and succession planning practices.
Examining the effects of job training on employee performance in mobile telephone industry. A case of telkom orange Nakuru, Kenya.
(2014-06-26) Adongo, Atola Janepher; Anyieni, A. G.
Employee is a blood stream of any business. The accomplishment or disaster of the firm depends on its employee performance. Hence, top management should realize the importance of investing in training for the sake of improving employee performance. This study was set to examine the effects of job training on employee performance in Mobile Telephone Industry Nakuru, Kenya as a case. Those included in the study were the top level management, middle level employees and the junior employees of Telkom Orange who were randomly selected. Employee training has been viewed as a tool for better productivity, general workforce skill development and motivation. The objective of the study was to examine the aspect of job training on employee performance in Telkom Orange. To establish whether technological change affect the performance of employees in Telkom. It also determined whether Telkom train their employees to enhance their performance. Lastly it investigated how effective employee training was for any organization. The target population was 419 comprising of 44 top level management, 165 middle level employees and 210 junior employees from all the entire department of Mass market and Customer care, Information Technology, finance and account and human resource in Telkom Orange Nakuru County, Kenya. To ensure all categories of employees were represented in the sampling process, stratified random sampling technique was used to sample the survey respondents from the target population. The employees were categorised into three strata of top level management, middle level employees and the junior employees.Training improved productivity and job satisfaction for organizations because employees knew what is expected of them as they were also equipped with the information and tools to perform their jobs effectively It appeared to be a gap, concerning the study on the impact of training on employee performance. Therefore, the study was intended to investigate training programs of Telkom Orange and the impact it had on employee performance in mobile telephone industry. Data was collected from all employees using self-administered questionnaires. Descriptive Survey method was used to gather data. This was done to find out the opinions, preferences, attitudes, concerns of a cross-section of the population about the impact of job training on employee performance. Interviews were also conducted on managers from whom the researcher gathered more perspectives. Data from the questionnaires were analyzed quantitatively using descriptive statistics like frequency counts provided by SPSS. Data was processed by editing, coding, entering and then presenting in comprehensive tables which showed the responses of each category of variables. All the responses were recorded and incorporated in Chapter four and five. Finally, the study discussed and identified the limitations of the previous studies and gave directions for future research on this topic.
Factors affecting adoption of strategic planning by SMEs: a case of hardware shops in Nakuru town
(2014-06-26) Waihenya, Jemimah W; Anyieni, A. G.
This study sought to investigate factors affecting adoption of strategic planning by SMEs in Nakuru Town. It was guided by three objectives namely to determine organizational factors affecting adoption of strategic planning; to determine resources which affect adoption of strategic planning and to investigate strategic leadership factors influencing adoption of strategic planning by SMEs in Nakuru Town. This study used a descriptive survey research design. The target for this study was all SMEs owners and employees in Nakuru Town. There are 63 licensed hardware shops in Nakuru Town according to Nakuru County Licensing department. Simple random sampling was used to select respondents from each of the hardware shops. This study sampled 20% of the hardware shops in Nakuru Town. The average number of permanent employees in the hardware shops is five (5) and 20% of the hardware shops are 13. Most of the hardware shops are owner managed hence one (1) owner per hardware shop participated in the study. The sample size for the study was therefore the average number of employees in the hardware shops multiplied by number of sampled hardware shops. The sample size of the study was 78 respondents. This study used both primary and secondary data. Primary data was collected using semi-structured questionnaires. Questionnaires were administered by the researcher on the spot. Data collected was coded and analyzed using both qualitative and quantitative methods. Qualitative data from open-ended questions was analyzed using content analysis. Descriptive statistics such as frequencies, percentages and mean scores were used to analyze quantitative data. Results were presented in tables and charts. The study established that resources allocation affects strategic planning to a great extent. The organizational factors influenced strategic planning to a moderate extent. The study revealed that to a little extent there is inability to manage change effectively and lack of alignment between culture and strategy of organization. The study established that strategic leadership embraced strategic planning to a moderate extent. In the comparison of resource allocation, organization culture and strategic leadership as drivers of strategic planning and implementation, the study revealed that strategic leadership of the organization to a great extent is a driver of strategic planning and implementation. Allocation of resources in the organization and culture of the organization to a moderate extent are drivers of strategic planning and implementation. This study concluded that resources form a critical part of strategic planning adoption and implementation. It is important for SMEs to allocate enough resources and develop their human resource to support strategic planning and adoption. The size and nature of organization's workforce and the industry that SMEs operate in determines their strategic planning adoption and implementation. This shows the need to have enough employees with the necessary skills and competency. Strategic leadership have key responsibilities that coordinate all units and elements of an organization and determine its operation. In comparison with resources and organizational factors, strategic leadership factors to a great extent take the lead as drivers of strategic planning adoption and implementation. The strategic leadership factors can therefore be termed as the most important driver influencing strategic planning and adoption. This study recommends that SMEs should embrace strategic planning practices by allocating enough resources towards this course and developing capacity of their employees to support it. The SMEs should allocate resources not only to achieve short-term goals but also focus on long-term growth
Impact of Strategic Planning in the Small Businesses in Kenya
(2014-07) Anyieni, A. G.
The Kenyan Small Enterprises sector is a very competitive sector, and they need strategic planning to stay put competitive. Kenyan Small businesses which include agriculture and rural businesses, have contributed greatly to the growth of the economy, mostly in the provision of employment. Hitherto there have been high failure rates and poor show levels. Many are confronted with the threat of failure within the first few years. Many SMEs perform well after start up, but only a few experience sustained growth through the full lifecycle and become large firms. It has been established that lack of strategic planning may thwart them from achieving their potential. There is very little evidence however indicating whether SMEs in Kenya engage in strategic planning, and if they do how it impacts on their general performance. This study attempts, through a literature review, to find out how strategic planning impacts their performance. The study established that the most successful businesses use strategic planning, and there is a high failure rate for those who do not. The recommendation is that the owner or entrepreneurs of the SME to be trained in the skills of strategic planning. Keywords: SMEs, strategic planning, Performance
Influence of Venture Capital Financing on the Growth of Micro, Small and Medium Enterprises in Kenya: The Case Study of Nairobi County
(2015) Baraka, Alex Peter; Anyieni, A. G.
Greatest potentials in driving economies of the developing countries such as Kenya are within the Micro, Small and Medium Enterprises sector which account for almost over 90% of the businesses in these countries. Information asymmetries however, raise the pricing of credit to MSMEs in developing countries and Kenya in particular as well as the high levels of informality within the sector and inadequate systems of collateral verification which hinder the lending. In this 21st century MSMEs should focus beyond bank financing to meet their capital structure needs if they are to fully realize growth and job-creation potential. Via a descriptive survey this study examined the influence of venture capital financing on the growth of Micro, Small and Medium Enterprises (MSMEs), with a focus on venture capital firms in Nairobi-Kenya that have financed MSMEs in the country. Findings indicated that indeed both the venture capital finances and the capitalist expertise were crucial in fast growth of the MSMEs. However information asymmetry gap need to be bridged so as to ensure that MSMEs get a fair operation ground in comparison with the other big players in the developing economies that they operate such as Kenya. This however requires better policies setting by governments so as to encourage the venture capitalist and business angels’ environment. This study provides resource information on venture capital financing and its influences on growth of MSMEs that the government and other stakeholders need in generation of appropriate policy actions that enhance economic development and growth for the achievement of the millennium development goals as stipulated in the vision 2030. Keywords: Venture Capital Financing, Growth, Micro Small and Medium Enterprises, Kenya, Nairobi County
Organisational Change: A Critical Review of the Literature
(2016) Anyieni, A. G.
This paper presents a literature review on change management. Change management has been defined as ‘the process of continually renewing an organisation’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers (Moran & Brightman 2000). Kanter (1992) contends that we live in a constantly changing world, and change has an impact on the individuals and the organisation as a whole. In this context, organisations have to look into the future to find new advantages. New technologies, new products, new competitors, new regulations, and new people with new values and experience is the order of the modern organisation. Nevertheless, theories and approaches to change management are often conflicting, lacking in empirical evidence and based on unchallenged assumptions about the nature of modern organisational change management. This paper looks at some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. Key words: Strategy, Change, Change management, Organisational change
Relationship between performance appraisal and teacher commitment in Kenya (case study of public schools in Nakuru)
(2014-06-30) kibe, James kahugu; Anyieni, A. G.
Despite the recent research efforts into the antecedents of organizational commitment most especially in the developing economies, little empirical work has been conducted examining the relationship between performance appraisal and teacher commitment in schools. Most teachers develop a negative attitude towards performance appraisals that are biased- in terms of not involving them in decision making and in structuring them (appraisals). However, research shows that perceived fairness of performance appraisal has influenced teacher commitment towards schools through the mediating factor of satisfaction. This finding is consistent with the efforts by the government to establish a more transparent and more accountable decision-making process in an organization. To improve performance evaluation to be more effective in influencing organizational commitment, satisfaction of the teachers as well as fair performance management within the school should be given priority. In this project report, the researcher examined the relationship between commitment and appraisal of teachers in selected schools in Nakuru County. The research also reviewed the process and purpose of performance appraisal, appraisal tools, challenges curbing Performance Appraisal tools, employee preparedness, commitment of teachers, importance of continuous performance appraisal and appraisal feedback. The target group for this study was secondary school teachers in public boarding schools. The main focus was on Nakuru county schools. There are about 2000 public boarding secondary schools in the eleven constituencies of Nakuru county .A representative sample of the chosen schools was selected. Data was collected by administration of two sets of questionnaires, for the appraisers and appraisees. Analysis thereafter followed through use of a computer software package (SPSS).Descriptive and inferential statistics were performed, data was then presented in charts, tables and graphs. The findings of the study indicated that there is a relationship between performance appraisal and commitment of teachers, this is a significant correlation. The findings of this study would be useful in future evaluations of employees in different organizations for better performance
Role of employee capacity in the strategic positioning of newly chartered public Universities in Kenya: the Case of Laikipia University
(2014) Kosgey, I. S.; Anyieni, A. G.; Lagat, A. C.; Gakobo, T. W.
Globally, University education is known to be essential for social, economic and political transformation of society. This recognition has caused heavy investment in this sector in Africa and Kenya in particular. However, this rapid expansion has brought many challenges in service delivery and customer satisfaction by universities. Among these is employee capacity that can add value to the strategic intent of the universities in the face of intense competition in the university training services value chain. Through a cross-sectional survey, this study evaluated the role of employee capacity and the strategic positioning of newly chartered public universities, with specific reference to Laikipia University in Kenya. Results indicate that employee capacity was crucial for sustainable competitive advantage of the University. It was apparent that the University had a workforce that had fairly good capacity to contribute to its strategic intent through their cooperation, commitment and involvement in the activities of the University. However, the University needs to invest more in building the capacity of its entire human resource to elevate the current position and to achieve sustainable competitive advantage. Employees need to be empowered through increased opportunities for scholarships, training and mentoring activities. This would require training and development needs assessment and methods to be effective in boosting employee capacity. Moreover, employee motivation through better remuneration, and appreciation and recognition of efforts of employees would be desireable to enhance chances of strategic positioning of the Universty. This study contributes to information on employee capacity and its role in strategic positioning of newly chartered public universities that university managers and policy makers would need to employ to achieve sustainable competitive advantage among universities in the country. Key Words: Employee Capacity, Strategic Positioning, Newly Chartered Public Universities, Kenya
The Role of Infrastructure in Business: A Kenyan Scenario
(The international journal of proffesional management, 2013-01) Anyieni, A. G.
Role of senior management support and leadership in the strategic positioning of newly chartered Public Universities in Kenya: the case of Laikipia University
(2014) Kosgey, Isaac S.; Anyieni, A. G.; Lagat, Asaneth C.; Gakobo, Thomas W.
Generally, University education is recognized as neccesary for socio-economic and political development of society. With this appreciation, Kenya has invested heavily in expansion of University education in the recent past. However, a major pre-occupation of universities in the country today is how to achieve sustainable competitive advantage in a complex and challenging context of the higher education sector. Universities need to strategically re-position themselves to attract and retain students, win research grants and make optimal use of their resources by striving to be efficient and effective, and engaging in continuous improvement to ensure their survival and sustainability. The role of senior management support and leadership in this is core. However, the support and leadership of senior management in strategic positioning of newly chartered public universities in Kenya has not been documented. Through a cross-sectional survey, this study determined the role of senior management support and leadership in strategic positioning of newly chartered public universities. Results indicate that the University’s senior management support was crucial for the execution of strategic objectives of the University. The University’s senior management was at the conceptual and strategic levels that guided policy decisions and controlled requisite resources of the University. If the University’s senior management leadership skills are good, it can provide competitive advantage but loss if inadequate. Human resource management was one of the most critical elements for the University to respond to environmental factors of competition from other institutions of higher learning. Generally, it was apparent that support and leadership of the University’s senior management in the strategic positioning of the University was fairly strong. However, the University’s senior management would benefit more from training on soft skills as well as benchmarking with other universities in the country and the region to improve on the quality of their leadership. The findings of this study provide information that managers of newly chartered public universities and policy makers would need in terms of senior management support and leadership to achieve sustainable competitive advantage. Keywords: Senior management, Strategic positioning, Newly chartered public universities, Kenya
SME's access to credit, a case of Kisii county – Kenya
(Global Impact Factor, 2014) Anyieni, A. G.
The banking sector comprises of 49 institutions, 42 of which are commercial banks, 3 mortgage finance companies, one non-bank financial institutions and one building society as at December 2008, according to CBK annual reports. Despite the long existence of commercial banks in Kenya, local, international and multinational, they have shied away from lending to small-scale businesses. It is a well-established fact that access to finance is a major determinant of economic growth (Beck, Levine, and Loayza, 2000). Therefore, access to finance, which has been one of the core topics in development for quite some time, has emerged on the agenda of nearly all governments. The important policy question is: what measures must be taken to foster access to finance? This study therefore attempted to find out lending conditions by commercial banks that affect small-scale business in Kisii County. The study found out that competition, pricing, Commercial banks tight bank requirement as important factor that affect accessibility of loans by SMEs by commercial banks. The study concludes that Majority of the population are locked out of the formal financial sector due to the many strict requirements and stringent conditions required by the banks for one to open an account or access credit because their information is not captured. Consequently, the study recommends that CBK should influence the interest rate.

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