Browsing by Author "Anyieni, Abel G."

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    Change Management Practices on Organization Performance: A Case Study of Mandera Kenya Prisons Service
    (International Knowledge Sharing Platform, 2017) Wainaina, Stephen Mwangi; Anyieni, Abel G.
    In the last decade Kenya Prisons Service has been implementing changes. The widespread perception is that the reforms process has lost momentum. Some reports reveal that prisons in Kenya have problems touching on financial mismanagement, poor governance, and congestion and overcrowding, rights buses, emerging technologies putting pressure on the organization and warders are still living miserably in ramshackle houses across the country, as reforms started in 2003 are painstakingly slow. Therefore the study sought to determine influence of change management practices on organization performance of prisons service in Kenya. The study was guided by the following specific objectives: To determine the influence of communication, stakeholder’s participation, management skills and finances on organization performance in Mandera Kenya Prisons Service. The study used descriptive research design. This design involved gathering data that describe events and then organizes, tabulates, depicts, and describes the data. The study target population included 100 prisoners, 28 Kenya Prisons Officers and 5 professionals who work in Mandera Kenya Prisons Service making the total target population of the study to be 133. Stratified and simple random sampling techniques were used. A sample of 85 respondents was considered. The study used quantitative data analysis approaches.Quantitative data was analysed by use of descriptive statistics with an aid of Statistical Package for Social Sciences (SPSS) version 21. Data was then presented in graphs and tables. Further, a multiple regression analysis was used to establish the relationship between the dependent and the independent variables. The study concluded that the mostly commonly used mode of communication used was face to face communication. Further from the findings the researcher concluded that communication is very effective in delegation of duties, forwarding of grievances and enacting disciplinary procedures. Inadequate and less effective communication is a major factor that impacts on the change management process. The researcher recommended that Communication should be done to the entire workforce, it must also occur frequently and the organization should encourage its executives and middle level managers to initiate change.
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    Strategic Implementation Practice and Performance of NonGovernmental Organizations in Juba, South Sudan
    (International Journal of Innovative Research and Advanced Studies (IJIRAS), 2024-11) Otwako, Pascal Okumu; Anyieni, Abel G.
    In management research, the effect of strategic implementation practices on organizational performance has gained attention, particularly in the context of non-governmental organizations (NGOs). In a demanding context such as Juba, South Sudan, where political instability and scarce resources are common, comprehending these dynamics is crucial to enhancing operational efficiency and accomplishing sustainable development objectives. Although nongovernmental organizations (NGOs) are essential in meeting South Sudan's socio-economic needs and addressing humanitarian crises, empirical studies examining the impact of strategic implementation practices on NGOs' performance are scarce. The research project aimed to investigate the influence of strategic implementation techniques on national NGOs' performance in Juba. The study specifically investigated how strategic leadership, resource allocation, efficient communication, and cross-functional coordination affect NGO performance in the area. Three main theories served as the foundation for the investigation: the performance theory, the upper echelon theory, and the resource-based view theory. The main instrument for gathering data was a questionnaire that was directed at project managers, country directors, monitoring, evaluation, and learning officers, human resource officers, and project officers. Yamane's (1967) sample size formula was used to choose a representative sample for data collection. A test project with national NGOs was conducted in western Kenya to evaluate the accuracy and dependability of research tools. Descriptive statistics, such as averages and standard deviations, were used in conjunction with inferential statistics, like linear regression, to examine quantitative data. Performance within the organization was positively connected with resource allocation. The study suggested adopting flexible budgeting processes to adapt to organizational needs, conducting regular cost-benefit analyses, assessing workforce needs, promoting employee engagement and retention through competitive compensation and advancement opportunities, and aligning employee skills with tasks for optimal resource utilization. Proper documentation and communication of this framework are essential for maintaining consistency in governance practices.