Browsing by Author "Mule, Catherine Mutheu"

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    Change Management Practices and Performance of Kenya Revenue Authority in Nairobi City County, Kenya
    (Kenyatta University, 2024-11) Mule, Catherine Mutheu
    Kenya Revenue Authority is mandated to gather revenue in place of Kenyan government. The revenue to be collected is normally set as a target by the National Treasury. Over the time, the authority has continuously missed hitting the revenue collection target. As a result, the authority has endeavored to implement changes with the aim of improving and enhancing revenue collection. The current study aimed at establishing how change management practices influenced performance of Kenya Revenue Authority in Nairobi City County, Kenya. The study focused on establishing the influence of staff engagement, resource allocation, organizational communication, and Leadership on performance of Kenya Revenue Authority in Nairobi City County, Kenya. The theories guiding the study were Three Component Theory of Engagement, Resource-Based View Theory, Communication Theory, Upper Echelon Theory, The Balanced scorecard model, and Lewin's Change Management Model. The study employed a descriptive research design and targeted 470 Kenya Revenue Authority employees working at Customs and Border Control Department in Nairobi City County. A stratified random sampling approach was applied in selecting a sample of 141 respondents derived from top level, middle level, and lower level of management. The study utilized a 5-Point Likert scale questionnaire containing close ended question to gather primary data. Inferential as well as descriptive statistics were utilized to analyze the gathered data. Prior data collection, the study conducted a pilot study on 13 randomly selected respondents to assess the level of validity and reliability of the questionnaire. The descriptive statistics results revealed that all respondents on average were in agreement with various statements addressing each of the variable under study. The regression results established that change management practices comprising of staff engagement, resource allocation, organizational communication, and leadership had a positive significant influence on performance of Kenya Revenue Authority in Nairobi City County. This was shown by beta values of 0.372, 0.538, 0.306 and 0.408 and significant values of 0.000, 0.000, 0.000 and 0.000 respectively. According to the results, change management practices accounts for 73.9% of variations on performance of Kenya Revenue Authority in Nairobi City County. The results bears the implications that increasing the aspects of each of the independent variables with one unit results to increase in the performance levels of Kenya Revenue Authority with the respective beta value of the independent variable. The study findings led to conclusions that staff engagement, resource allocation, organizational communication, and leadership in the change management process positively and significantly influences the performance of Kenya Revenue Authority in Nairobi City County. The study recommended the management Kenya Revenue Authority to enhance the change management practices considered in the study since the practices bears positive and significant influence on performance.
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    Resource Allocation Change Management Practice and Performance of Kenya Revenue Authority in Nairobi City County, Kenya
    (Journal of Business and Strategic Management, 2024-06) Mule, Catherine Mutheu; Njuguna, Njeri
    Purpose: Kenya Revenue Authority is mandated to gather revenue in place of Kenyan government. The revenue to be collected is normally set as a target by the National Treasury. Over the time, the authority has continuously missed hitting the revenue collection target. As a result, the authority has endeavored to implement changes with the aim of improving and enhancing revenue collection. The current study aimed at establishing how resource allocationchange management practiceinfluenced performance of Kenya RevenueAuthority in Nairobi City County, Kenya. The study was guided by Resource-Based View Theory. Methodology: The study employed a descriptive research design and targeted 470 Kenya Revenue Authority employees working at Customs and Border Control Departmentin Nairobi City County. A stratified random sampling approach was applied in selecting a sample of 141 respondents derived from top level, middle level, and lower level of management. The study utilized a 5-Point Likert scale questionnaire containing close ended question to gather primary data. Inferential as well as descriptive statistics were utilized to analyze the gathered data. Prior data collection, the study conducted a pilot study on 13 randomly selected respondents to assess the level of validity and reliability of the questionnaire. Findings: The descriptive statistics results revealed that all respondents on average were in agreement with statements on resource allocation change management practice. The correlation analysis results established that resource allocation change management practice positively and significantly correlates with performance of Kenya Revenue Authority.The study further established that resource allocationchange management practicepositively and significantly influenceperformance of KRA in Nairobi City County. This is shown by beta value of 0.538and significant values of 0.000. The results bears the implications that increasing the resource allocationchange management practicewith one unit results to increase in the performance levels of KRA with 0.538 units. The study findings led to conclusions that resource allocationchange management practicepositively and significantly influences the performance of Kenya Revenue Authority in Nairobi City County. Unique contribution to theory, policy and practice:The study recommended the management Kenya Revenue Authority to enhance the resource allocationpractices since the practices bearsapositive and significant influence on performance