Browsing by Author "Njuguna, Videlis Njeri"

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    Individualized Consideration’s Effect on Improvement of Performance at the Nyandarua County Assembly in Kenya
    (Reviewed Journal International of Business Management, 2025-01) Wanderi, Leah Wanjiru; Njuguna, Videlis Njeri
    The county assemblies in Kenya are facing challenges in successfully executing the mandate including legislation, oversight the senior officials and representation of the general public. For Nyandarua county assembly, the infighting, inability to maintain the leadership positions, and suspension of some leaders; this has caused delays in policy and legislature formulation, inability to call for public hearings and participation in representing the views of the residents and delays in submitting reports. These implied decline in performance outcomes, and hence the need to adopt transformational leadership with its dimension of considering the individual employees. This paper focused on individualized consideration and its effect on performance at the Nyandarua county assembly. The paper was informed by transformational leadership theory and balanced scorecard model. Through use of descriptive research design, the study targeted top, middle and low-level management teams who took part in the study by filling the semi-structured questionnaire. There were 73 responses from a possible 81 distributed questionnaire, making a response rate of 90.1%. The findings show that 63.4% change in performance was linked to effect of individualized consideration. Additionally, the relationship between individualized consideration and performance was significant and positive since r = 0.596. The betacoefficient revealed that individualized consideration influenced the performance at the Nyandarua County Assembly, based on β=0.405, t = 1.302, and 0.000 < 0.05.Therefore, concluding that individualized consideration was effective in improving performance at the county assembly of Nyandarua. The paper recommends the assembly follows the contents of chapter six on leadership and integrity when selecting/electing its leaders. The leaders must take care of the needs, aspirations and interests of the subordinates; this will help create a good work environment and uplift performance outcomes.
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    Strategic Intent and Performance of Airtel Kenya Limited in Nairobi City County, Kenya
    (IJCAB Publications Group, 2024-11) Ondiek, Christine Akinyi; Njuguna, Videlis Njeri
    The remarkable expansion and influence of the telecommunications industry to economic developmentin Kenyahave compelled Airtel Kenya Limited to implement strategic management tactics to navigate the volatile market, on the backdrop of poor performance. The study focused on determining the effect of strategic intent on performance of Airtel Kenya Limited in Nairobi City County, Kenya. Dynamiccapabilities, resource-based view, and Ansoff strategic successtheoriessupported the research. Descriptive design was usedtargeting132 non-support permanent employees working at the Sales, Marketing and Enterprise and Strategic departments, Airtel Kenya Limited head office, Nairobi, Kenya. Stratified sampling design wasadopted,involving 98 respondents and primary data collected through structured questionnaire. A pilot study involving 10non-support permanent staff in the Corporate and Strategydepartments at Safaricom Public LimitedKenya, Nairobi’s head officewasconductedto determine the instrument’s reliability. Descriptive and inferential statisticssupported data analysisand results presented in tablesand narrations.Relevant academic research ethical considerationswere observed.Strategic intent (β = 0.424; p=0.000) significantly affected performance. The study established a statisticallysignificant effect of strategic management on performance of Airtel Kenya Limited, coefficient of determination 63.9% and significance 0.000. Communications Authority of Kenya should review sector policies on strategic management practices to align with current market dynamics
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    Strategic Planning and Service Delivery at Kenya Power Headquarters in Kenya
    (Journal of Business and Strategic Management, 2024) Wanjiku, Elizabeth Muthoni; Njuguna, Videlis Njeri
    Purpose:The major objective was to establish howstrategic planningaffectedservice delivery inKenyaPower.The study was based onthe theory of contingency. Methodology:The study employed descriptive design.The target population consisted of 247 managersat various levels (low-level, mid-leveland senior-level) from 11 departments at headquarters of Kenya Power. This studyemployed stratified random sampling techniques to select sample size of 114 staff. The study usedprimary data collection utilizing both openand closed-endedquestionnaire. The questionnaires were distributed and collected using a drop-off and pick-up later method.The quantitative analysis used descriptive techniques such as frequency, percentage, standard deviationsand means. The research also employed linear regression to examine the effect of strategic planning onservice delivery. Findings:The research establishedthat strategic planning (β=0.787; p=0.000)had substantialeffects on service delivery at KenyaPower. Researchconcluded that strategic planningshave significant effects on delivery of services inKenya Power.UniqueContributiontoTheory,PolicyandPractice:The study recommended that Kenya Power's executives should implement training programs for its workers. This would provide employees with the essential skills and abilities needed to improve the quality of service delivered to clients. Kenya Power should also make sure that its goals and objectives are clear and understandable to employees at every level by use of efficient communications.
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    Strategy implementation practices and Performance of State Corporations: Case of National Health Insurance Fund, Nairobi City County, Kenya
    (International Journal of Business Management, Entrepreneurship and Innovation, 2024-11) Katsenga, Ivy Dzame; Njuguna, Videlis Njeri
    Many organizations in developed and developing countries and more specifically in Kenya are striving to perform, it is noted that issues of strategy implementation has continued to be uncertain in the Kenyan public sector. Many state-owned corporations are grappling with management problems which have led to their poor performance outcome. The National Health Insurance Fund is a state corporation through National Health Insurance Fund Act No. 9 of 1998. The Fund’s core mandate is to provide social medical insurance cover to all its members and their declared dependents (spouse and children). But according to National Health Insurance Fund Performance Report 2017- 2018, the National Health Insurance Fund has continued to implement social health strategies with a view to achieving Universal Health Coverage for the benefit of all Kenyans. The aim of the study was to examine the strategy implementation practices influencing the performance of state corporations in Kenya, specifically the National Hospital Insurance Fund. The study was grounded on Organizational Higgins’s Eight S Model, the Balanced Scorecard model, and Resource Based View theory. The study employed a descriptive research design. The study population consisted of 411 employees, managers, and patients from the National Health Insurance Fund headquarters. Questionnaires were used to collect primary data, and a pilot test was performed to assess the reliability and validity of the questionnaire. Cronbach’s Alpha coefficient was employed to determine the reliability of the research instrument. Data analysis involved the use of descriptive statistics, supported by the Statistical Package for Social Sciences (SPSS), to calculate frequencies, percentages, means, and standard deviations. A Multiple Linear Regression model was used to determine the influence of independent variables on the dependent variable. The study findings revealed that technological innovation, strategic resource planning, strategic leadership and strategy monitoring had positive and significant effects on the performance of the National Health Insurance Fund in Kenya. This study concluded that strategy implementation factors, including technological innovation, strategic resource planning, strategic leadership, and strategy monitoring, play a significant role in firm performance. The study recommends that the management of the organization should emphasize strategy implementation to improve the performance of their organization. Additionally, continuous investment in technological innovation, effective strategic resource planning, strategic leadership development, and robust strategy monitoring practices should be prioritized to enhance overall organizational performance.