Browsing by Author "Obere, Eliud"

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    Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya
    (Science Publishing Group, 2016) Gitonga, Angelica Gatiiria; Kilika, James M.; Obere, Eliud
    Almost every organizational activity brings about a competitive world thus, making a paradigm shift inevitable. It therefore calls for the function of human resource in the organization to understand the category of that shift in order to implement meaningful change. Organizations need to identify the impact of values and work preferences of the young generation of workers in order to employ, develop, retain and prepare staff for future leadership. This study examined the relationship between talent management strategies for Generation Y which included Human Resource Planning, Human Resource Procurement, Human Resource Retention and Human Resource Development and the competitive advantage of commercial banks in Kenya. The study tested four hypotheses that related to independent and dependent variables and a cross sectional descriptive survey design was employed. The target population was a census of all the 43 Commercial Banks in Kenya as indicated in Central Bank’s Annual Report of December 2014 and the unit of observation was six (6) departments in each bank. A sample of 258 respondents was drawn and data was obtained through a semi-structured questionnaire that was self-administered through a drop-and-pick later method. The data collected was analyzed using both descriptive and inferential statistics with multiple linear regression analysis to test the hypotheses. With the analysis of the data collected on all the variables and the testing of hypotheses, the study revealed that Talent Management Strategies of HR Planning, HR Procurement, HR Development and HR Retention contributed to a fairly good extent (Mean = 3.8) so as to contribute to competitive advantage of Commercial Banks in Kenya with a percentage level of 56.3% (R2 =. 563). The results of the hypotheses found that there exists a statistically significant, but negative relationship between HR planning strategies and competitive advantage (β=-0.323, p<0.05) while that of HR Development strategies had a weak relationship that was not statistically significant (β=.162, p>0.05). However, there was a strong positive and statistically significant relationship between HR retention strategies and competitive advantage (β=.599, p<0.05). There was also a positive statistically significant relationship between HR procurement strategies (β=.322, p<0.05).The study suggested that Commercial Banks in Kenya should consider Talent Management Strategies for Generation Y when making organizational policies. They should also embrace best HR practices that contribute to the management of human capital in order for them to realize a competitive advantage.
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    Influence of Retrenchment Strategy on Performance of Sameer Africa in Nairobi City County, Kenya
    (International Journal of Management and Commerce Innovations, 2023-10-04) Mengo, Doris Mueni; Obere, Eliud
    The entry of new competition from imported tires and independent suppliers has had a significant impact on operating costs in Sameer Africa. This impact has manifested itself in the form of lower sales volumes leading to lower profits. This study examined the influence of retrenchment strategy on performance of Sameer Africa in Nairobi City County, Kenya. The study applied a descriptive research design. The unit of analysis was Samer Africa in Nairobi City County, Kenya, and the unit of observation was 630 employees drawn from the following departments; Sales and Marketing, Operations, Human Resources, Information and Technology, Imports and Clearing, Audit and Risk Management. Proportional stratified sampling was used in the study to select samples from various subsets of the target population in order to ensure adequate representation of all cases. Simple random sample selection was used to select the sample size of 245 respondents. With the help of a semi-structured questionnaire, primary data was gathered. The questionnaire was piloted on 25 respondents from the same organization who weren't part of the main study in order to test its validity and reliability. The means and standard deviations of descriptive statistics were used to analyze quantitative data. The data were presented using tables and graphics. Correlation analysis and multiple analysis were used in inferential statistics to ascertain the relationship between the independent and dependent variables. The study discovered that the performance of Sameer Africa in Nairobi City County, Kenya, is positively and significantly impacted by reemployment strategy. The study concluded that retrenchment is a cost-management strategy that removes goods and services from the market and lessens competition. The study recommended that the management of the company can for divestment strategy is the case of severity of competition and the inability of the organization to cope with it.
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    Operational Strategies and Performance of Kenya Vehicle Manufacturers Limited Thika, Kiambu County, Kenya
    (IJCAB, 2023) Mathenge, Nahashon Kibui; Obere, Eliud
    Organizational performance at Kenya Vehicle Manufacturing Limited has declined due to failure to meet set targets and inefficiencies, defiance with policy guidelines, noncompliance with the service charter, and a delayed process of core function automation. This study’s general objective was to establish the degree to which operational strategies influence the organizational performance at Kenya vehicle manufacturers limited Thika, Kiambu County. This study is based on the following specific objectives: to understand how performance is influenced by systems and processes, examine the influence of innovations, demonstrate how performance is influenced by stakeholder involvement and finally, to examine the influence of internal control practices on organizational performance at Motor Vehicle Assemblies in Thika, Kenya. The research builds upon three theories: Resource-Based View Theory, Systems Theory, Stakeholder theory and Balanced Scorecard Theory, all of which were useful in supporting the study's variables. In this study, a cross-sectional study design was employed. The study centered on a population of 139 employees comprising of 98 from technical department, 22 from procurement department, 10 from marketing department, 3 from finance department and 6 employees from administration department at the Kenya Vehicle manufacturers limited in Thika Town, Kiambu County. The study specifically sampled the employees in all departments including the 62 from technical, 14 procurement 6 marketing and 2 from finance and 4 in the administration. The researcher randomly administered both open and close ended questionnaires that were used to collect data. On reliability of instruments, it was first discussed by the researcher and the supervisors, who offered their expertise and made sure the instruments, measured what they were intended to measure. The Cronbach’s coefficient Alpha, a method of testing the internal constancy of a test was used in the study to assess the internal reliability and consistency of the questionnaire. Purposive sampling was utilized to take note of the important participants and key informants, including managers and supervisors while simple random sampling was utilized in assembling data from junior employees. The researcher analyzed data from questionnaires through the use of descriptive statistics, subjecting the data to percentages and frequencies. Pearson's correlation test was used to determine whether there was any correlation between any two variables. The predictive impact of strategic management operations on employee performance was under review using regression analysis. The qualitative statistics went through thematic analysis. The findings showed that that for every unit increase in systems and controls, organizational performance increased by 62.1 percent; however, every unit decreased in innovations, organizational performance decreased by 27.3 percent. According to the study, the drop in innovations was as a result of the fact that some staff members' skill levels was not in synchronization with the Vehicle Manufacturers Limited's specific organizational performance needs. Employees may have possessed the academic credentials to manage administrative issues for others, but not operational performance. The study also found out that every unit increase in stakeholder involvement boosted organizational performance by 18.0 percent, and every unit increase in internal controls on organizational performance increased organizational performance by 45.5 percent.
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    Strategic Management Practices and Employee Performance in Non-Governmental Organizations in Nairobi City County, Kenya
    (International Journal of Business Management, Entrepreneurship and Innovation, 2024) Opar, Linda Akinyi; Obere, Eliud
    The growth and development of an organization are contingent upon the effective management of its human resources. However, the adoption of effective human resource management practices in many local non-governmental organizations (NGOs) NGOs operating in the development sector have received insufficient attention. This research aims to explore the impact of strategic management practices on employee performance within non-governmental organizations located in Nairobi City County, Kenya. The specific objectives of this study are to assess the influence of communication, objective setting, strategic leadership, and training on employee performance in non-governmental organizations operating in Nairobi City County, Kenya. The study was guided by expectancy theory, goal setting theory, contingency theory, and human capital theory. A descriptive research design was employed. The population was five prominent NGOs in Nairobi City County, namely Oxfam International, World Vision, USAID, Mercy Corps, and Amnesty International. The study targeted 742 respondents. Stratified sampling method was used and selection of respondents done using simple random sampling method. The sample size was 260 respondents. Data was collected using questionnaires. Questionnaires were piloted to 26 respondents. Validity was ensured using content validity. In addition, Cronbach's alpha test was used to test reliability. Quantitative data was analyzed using descriptive statistical and inferential statistics. The results were presented using tables and figures. The study found that communication, objective setting, strategic leadership and training had a positive significant influence on employee performance in non-governmental organizations in Nairobi City County, Kenya. The study concludes that communication in the workplace is important because it boosts employee morale, engagement, productivity, and satisfaction. Training is important because it represents a good opportunity for employees to grow their knowledge base and improve their job skills to become more effective in the workplace. The study recommends that non-governmental organizations in Nairobi City County, Kenya should focus on the implementation of effective communication channels and tools by including the use of technology such as intranet platforms, project management software, and instant messaging systems. The non-governmental organizations in Nairobi City County, Kenya should ensure that goals are clearly defined, quantifiable, realistic, aligned with the overall objectives of the organization, and have a specific deadline for completion. The non-governmental organizations in Nairobi City County, Kenya should focus on building the skills and capabilities of current and future leaders through training in areas such as communication, decision-making, and conflict resolution, as well as opportunities for leaders to receive feedback and coaching on their performance. Create a culture of transparency and open communication within the organization.