Browsing by Author "Wainaina, Lawrence"

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    Balanced Scorecard Perspectives and Organizational Performance: Case of Kenyatta National Hospital, Kenya
    (IJCAB Publishing Group, 2020) Karisa, Joseph Yaa; Wainaina, Lawrence
    The balanced scorecard is a framework that organizations follow in aligning the organization strategy, communicate organization’s mission, prioritize projects, services and products as well as monitoring and measuring the advancement towards attaining the strategic objectives or targets. The overall organizational performance of Kenyatta National Hospital is still not up to standard even though it is anticipated to established high health-care standards offered to the public so that private and public hospitals can follow. Reports have revealed that cancer, heart, and kidney patients receive delayed treatment. In addition, the hospital is said to lack enough functional specialized medical equipment as well as inadequate financial support, industrial unrests, patients overcrowding, claims of medical negligence and poor service delivery. Therefore, it a major concern to the government and other stakeholders. Based on these challenges, Kenyatta National Hospital introduced a five-year strategic plan 2013 to 2018 centred on the Balanced Scorecard approach. It was within this context that the study sought to establish the influence of balanced scorecard perspectives on organizational performance of Kenyatta national hospital. The study was guided by the following specific objectives; to find out whether focus on customer perspective, financial perspective, internal business processes perspective, learning and growth perspective influence the performance of KNH Kenya. The study was also guided by Stakeholder theory, Resource based view theory and institutional theory. The study adopted a descriptive research design with quantitative techniques. The target population for the study were 80 management staff of KNH. The sample size for the study was calculated to be 67. The study used stratified random sampling procedure and simple random sampling to recruit a sample that represented the target population. Data was collected using a pre-tested structured questionnaire to capture participants insight on balanced scorecard perspectives and the overall organizational performance. Their responses on several items were scored and the scores were used in bivariate analysis and Multiple regression analysis. Descriptive statistics like measures of central tendency were used for continuous data while frequencies were used for categorical data. The data analysis was done using SPSS version 23. These results show that financial perspective and customer perspectives focus were statistically significant predictor of organizational performance at (p<0.05) while internal business process and learning and growth were not statistically significant when regressed together. An R squared of 0.593 which implied that focusing on all of the balanced scorecard perspectives contributed up to 59.3% of organizational performance. The study concludes that focus on balanced scorecard perspectives have a positive influence on organizational performance. However, there are variation on the magnitude of influence among the perspective. Therefore, the balanced scorecard can be used as a strategic management tool in public facilities and not only as a measurement tool. The study recommends that KNH should continue using the balanced scorecard and other public hospitals or institutions should also adopt it. The continuous usage and new adoption of the balanced scorecard would ensure better organizational performance.
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    Compensation Strategies and Employee Turnover among Five Star Hotels in Nairobi City County, Kenya
    (The Strategic Journal of Business and Change Management, 2024) Odhiambo, Emilly Akinyi; Wainaina, Lawrence; Makhamara, Felistus
    This study investigated the effect of compensation strategies on employee turnover in five star hotels in Nairobi City County, Kenya. A descriptive research design was adopted for the study. A sample size of 110 respondents (20% of target population) was included in the study. The study included a stratified random sample sampling technique with proportional allocation to each stratum, which were the five hotels at the time of September, 2019, and 556 employees working at the hotels at that time. The primary data was obtained through semi structured questionnaire. The study showed that the employees are paid overtime, bonuses, and that employees are relatively well-off compared to the other Hotels. According to the findings of the study, the majority of respondents agreed that job promotions are based on professionalism; changes in working environment are part of the promotion process; and job promotion slightly results in a change of position. The study also showed that employee policies within the hotel were unclear. It also found that younger age groups (regardless of gender) were more likely to move from one job to another compared to older age groups who had a high level of tenure in one job. The study also found that job promotions had no statistically significant impact on employee turnover at five star hotels in Kenya. The study also found that organisational culture had a moderate impact on employee turnover when it comes to remuneration strategy in five star hotels in Kenya. Recommendations were that it would be beneficial for firms to conduct a thorough evaluation of their wage structure with the aim of enhancing employee motivation, job retention, and overall performance. Organizations ought to prioritize the cultivation of positive relationships with their employees through the provision of attractive incentives, encompassing both monetary and non-monetary forms of compensation.
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    Does Board Diversity Critically Contribute towards Implementation of Strategy?
    (IJMSR, 2023-12) Wainaina, Lawrence; Ebrahim, Alibhai Hassan
    Implementation of strategy plays a key role in the performance of any organisation through functional boards of directors. A key element of the board in great debate is the diversity of corporate boards. This article aims to link the diversity of board composition as a corporate governance practice and implementation of strategy at Kenya Ports Authority (KPA), Kenya. A random stratified sampling targeted 124 respondents from 5 key departments, at the KPA, Kenya. Data collection through structured questionnaire gave a response rate of 72%. Using regression analysis, model results showed a strong relationship between board diversity and implementation of strategy, with significant beta value of regression coefficient (β=0.181, p-value= .000 (p<0.05). Among the board diversity practices, board members selected from all professions as well as appropriate size of board and variations in gender of specific positions were the strongest in influencing implementation of strategy. In conclusion, implementation of strategy requires a careful mix of board diversity involving the composition of board, gender of board members and the size of that board. It is expected the results will benefit stakeholders, government policy makers, ports sector players, and academia. Additionally, the findings boost the body of knowledge of corporate governance practices and implementation of strategy.
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    Entrepreneurship Training and Sustainability of Entrepreneurial Activities: A Case of Cοcοnut Sub-Sectοr in Kwale Cοunty, Kenya
    (IJCAB Publishing Group, 2019) Rοnο, Flοrence Chepkurui; Wainaina, Lawrence
    Extensive studies have been conducted on entrepreneurship training and sustainability of entrepreneurial activities. Findings from these studies have shown that entrepreneurship training greatly influence the sustainability of entrepreneurial activities. These studies have however created cοntextual and methοdοlοgical gaps since they have fοcused οn different cοntext οther than Kwale Cοunty and cοncentrated οn different pοpulatiοns such as students in variοus settings. Lack of entrepreneurship training has dealt a major blow to most of the coconut sub-sector enterprises leading to their unsustainability or failures altogether. As such, the aim of this study was to find how entrepreneurship training affects sustainability of entrepreneurial activities in the coconut sub-sector in Kwale County, Kenya. The study was to assess the influence of opportunity identification training, resource identification training, business managerial training and entrepreneurial marketing training and sustainability of entrepreneurial activities in the coconut sub-sector in Kwale County. The study was grounded on social capital theory, knowledge spill over theory of entrepreneurship, entrepreneurship innovation theory and Marketing Orientation Theory. The study used descriptive and Explanatory research designs. The population of focus was the 264 respondents drawn from the 42 institutions including coconut processors, farmer’s cooperatives, marketing Agents for example EPC, National and County governments agencies and corporations as well as tertiary institutions offering entrepreneurship education in Kwale County. Stratified sampling technique was used to select 30% (79) respondents. A questionnaire was used to collect the data from the respondents. Descriptives and regression analyses was utilized to analyse the collected data. The study found a strong and significant relationship between the four independent variables and the dependent variable. The study concluded that various aspects of opportunity identification, resοurce identificatiοn, business managerial and entrepreneurship marketing training affect sustainability οf entrepreneurial activities οf cοcοnut sub-sectοr in Kwale Cοunty. The study recommended that there is need for concerned institutions to develop a practical oriented entrepreneurship curriculum that enhances resource identification. It is important that organizers, funding organizations and executers of entrepreneurship training continuously review the objectives of such trainings to ensure that they are relevant and contributing to different facets of entrepreneurship ventures. Training programmes, such as the business growth training, should be offered more frequently and target a higher number of entrepreneurs so that they too could benefit and acquire business management skills. The relevant stakeholders in the coconut sub-sector should leverage training on entrepreneurial marketing strategy in order to grow their business, suggested entrepreneurial strategies like guerilla and buzz marketing strategies, this are vital for the firm to grow.
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    Relationship between Strategy Implementation and Performance of Kenya Wildlife Service
    (IJCAB Publishing Group, 2019) Mutunga, Joan Muviti; Wainaina, Lawrence
    Cases of a direct strategic direction–performance link may be found in numerous accounts of improvements of organizational performance attributed to changes in leadership. The same case applies to structural adaptations, human resource management, and technology. However, empirical studies into the links between these elements and performance have been lacking. However, Kenya wildlife services have experienced a lot of challenges in achieving its desired objectives more so local customer satisfaction. This study has investigated the effect of strategy implementation on organizational performance in the Kenya Wildlife Service. Four specific objectives guided the researcher and they included to establish the influence of strategic direction on performance; to assess how structural adaptations affect performance; to determine the influence of human resource management on performance; and to find out how technological requirements influence performance in the Kenya Wildlife Service. Theories that were reviewed included organizations theory, dynamic capabilities view, Okumu’s strategy implementation framework, and Higgins’ 8-S strategy implementation framework. The researcher employed a descriptive case study research design with a combination of both qualitative and quantitative methods. The population of interest in this study included all the management staff involved in formulation and implementation of strategy at the Kenya Wildlife Service. The Kenya Wildlife Service has seven deputy directors with 43 management staff under them. This study targeted all of them which translated into a population of 50 respondents in the organization. This study used a census technique which is a procedure of systematically acquiring and recording information about the members of a given population as a whole. A total of 50 members of management staff therefore took part in this study. A questionnire was used to collect data through drop-and-pick later method. Data collected was analyzed using descriptive statistics and inferential statistics and the results presented in tables and charts. The regression analysis results show that strategic direction, structural adaptations, technology requirements and human resource explains 96.3% of change in performance. Strategic direction has a positive relationship with performance and contributes by a factor of 0.343 to the change in the dependent variable. Structural adaptations also have a positive relationship with performance and contributed to the change in the dependent variable. Human resource management was found to have a negative relationship with performance and contributed to change in the dependent variable. This relationship was however not statistically significant.Technology requirements have a positive relationship with performance and it contributed to the change in the dependent variable. Performance of an organization largely depends on its external and internal customers. KWS seems to have concentrated more on the external customer forgetting its internal customers; the employees. Employee satisfaction is critical for KWS performance and therefore the need to focus on employees’ needs as the organization seeks to satisfy its customers. Motivated employees will have better individual productivity and this will yield improved overall oragizational performance. KWS should review its human resource policy and practices. Its new policy should take good care of employees; motivate them through rewards and incentives. KWS should adopt current technology for better operational performance. It should also be in a position to respond to frequent technological changes in its field.
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    Relationship between Strategy Implementation and Performance of Kenya Wildlife Service
    (IJCAB Publishing Group, 2019) Mutunga, Joan Muviti; Wainaina, Lawrence
    Cases of a direct strategic direction–performance link may be found in numerous accounts of improvements of organizational performance attributed to changes in leadership. The same case applies to structural adaptations, human resource management, and technology. However, empirical studies into the links between these elements and performance have been lacking. However, Kenya wildlife services have experienced a lot of challenges in achieving its desired objectives more so local customer satisfaction. This study has investigated the effect of strategy implementation on organizational performance in the Kenya Wildlife Service. Four specific objectives guided the researcher and they included to establish the influence of strategic direction on performance; to assess how structural adaptations affect performance; to determine the influence of human resource management on performance; and to find out how technological requirements influence performance in the Kenya Wildlife Service. Theories that were reviewed included organizations theory, dynamic capabilities view, Okumu’s strategy implementation framework, and Higgins’ 8-S strategy implementation framework. The researcher employed a descriptive case study research design with a combination of both qualitative and quantitative methods. The population of interest in this study included all the management staff involved in formulation and implementation of strategy at the Kenya Wildlife Service. The Kenya Wildlife Service has seven deputy directors with 43 management staff under them. This study targeted all of them which translated into a population of 50 respondents in the organization. This study used a census technique which is a procedure of systematically acquiring and recording information about the members of a given population as a whole. A total of 50 members of management staff therefore took part in this study. A questionnire was used to collect data through drop-and-pick later method. Data collected was analyzed using descriptive statistics and inferential statistics and the results presented in tables and charts. The regression analysis results show that strategic direction, structural adaptations, technology requirements and human resource explains 96.3% of change in performance. Strategic direction has a positive relationship with performance and contributes by a factor of 0.343 to the change in the dependent variable. Structural adaptations also have a positive relationship with performance and contributed to the change in the dependent variable. Human resource management was found to have a negative relationship with performance and contributed to change in the dependent variable. This relationship was however not statistically significant.Technology requirements have a positive relationship with performance and it contributed to the change in the dependent variable. Performance of an organization largely depends on its external and internal customers. KWS seems to have concentrated more on the external customer forgetting its internal customers; the employees. Employee satisfaction is critical for KWS performance and therefore the need to focus on employees’ needs as the organization seeks to satisfy its customers. Motivated employees will have better individual productivity and this will yield improved overall oragizational performance. KWS should review its human resource policy and practices. Its new policy should take good care of employees; motivate them through rewards and incentives. KWS should adopt current technology for better operational performance. It should also be in a position to respond to frequent technological changes in its field.
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    Staff Turnover and Organizational Performance of Selected Private Hospitals in Kilifi County, Kenya
    (IJCAB Publishing Group, 2019) Abubakar, Aisha Halako; Wainaina, Lawrence
    The performance within most of the private hospitals in Kilifi County has been deteriorating as more of its staff is leaving the private hospitals in search of the county government jobs. The study took a look at the results of personnel turnover on the organizational performance of chosen private hospitals in Kilifi County. The specific goals that assisted the research study were to evaluate the impact of voluntary turnover, involuntary turnover, functional turnover and dysfunctional turnover on the organizational performance. Theories utilized consisted of equity theory, human capital theory expectancy theory and balance score card model. The study embraced the descriptive research study design. The reliability of the survey was tested utilizing a pilot study. Main data was gathered utilizing close-ended questions. The study utilized a population of 53 top and middle-level managers in 6 private hospitals in Kilifi County. The sample size was accomplished using Stratified sampling. The population studied was subdivided into three strata; personnel supervisors, administrators and assistant administrators and departmental heads. SPSS was utilized to examine the information. The findings of the study developed that the four types of turnover under investigation had either a weak or moderate relationship with organizational efficiency. The study, for that reason, concluded that voluntary and practical turnover favorably relates with the organizational efficiency of the personal medical facility while both uncontrolled turnover and inefficient turnover negatively related with the organizational performance of the personal healthcare facilities in Kilifi County. Based on the conclusion, the study recommended that management should improve employee compensation and offer training to their employees as they contribute to employee voluntary exit. Management should put measures in place to reduce cases of indiscipline and fraud which causes involuntary turnover among the employees. Measures should also be implemented to help improve the health of the staff and reduce stress levels. Concerning functional turnover, the study recommended that private hospitals should have a good system of employment that promotes the retention of good performers and the release of poor performers. Finally, the study recommended that dysfunctional turnover should be avoided as it negatively affects organizational performance. Measures should, therefore, be put in place to discourage the departure of competent and high performing employees.
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    Strategic Management Drivers and Performance of Level Four and Five Private Hospitals in Mombasa County, Kenya
    (IAJEF, 2024-09) Nyungu, Lillian Mwaka; Wainaina, Lawrence
    Healthcare quality for private hospitals in the county has been a sharp focus and hence the growth rate has declined at 5.2% in 2018, 3.5% in 2019, 2.3% in 2020 and 1.7% in 2021. It is in this regard that the researcher seeks to examine the effect of strategic management driver on the performance of level four and five private hospitals in Mombasa County. The study was based on the following specific objective: To determine the effect of strategic technology orientation on the performance of level 4 and 5 private hospitals in Mombasa County, Kenya. To underpin the study, survival-based theory and Deming’s theory of quality management were used. The study adopted a cross-sectional research design and targeted 261 employees from top and middle level management from eight level five and four private hospitals: Mombasa Hospital, Premier Hospital, Pandya Hospital, Aga Khan Hospital, Jocham Hospital, Sayyida Fatima Hospital, Avenue Healthcare Hospital and AAR Hospital. The study used Yamane’s formulae to determine a sample of 158 employees from the eight hospitals. The study used structured questionnaires to gather primary data from the employees which was analysed using SPSS version 26, where descriptive and inferential statistics was used, and the results presented in the form of tables. Before conducting the main study, a pilot study was conducted among 16 employees of level five hospital in Nairobi County to examine reliability and validity of the research instrument. Out the 158 questionnaires distributed 119 questionnaires were returned. Strategic technology orientation has an unstandardized coefficient (B) of .653, with a standard error of .101. The t-value of 6.465 and a significance level (pvalue) of less than .001 (.000) suggest that strategic technology orientation has a statistically significant positive impact on hospital performance. Strategic technology orientation emerged as a critical factor, highlighting the importance of adopting advanced technologies and fostering a culture of continuous learning and innovation within hospital operations. For hospital administrators, the practical implementation of advanced technology stands out as a cornerstone for improving operational efficiency and patient care. On the policy front, recommendations include the development and enforcement of comprehensive quality standards for hospitals. For hospital administrators, the practical implementation of advanced technology stands out as a cornerstone for improving operational efficiency and patient care. By incorporating electronic health records, telemedicine, and digital health solutions, hospitals can offer more accessible, efficient, and effective healthcare services. Additionally, adopting a patient-centered approach is vital.
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    Strategic Management Drivers and Service Delivery: A Case of Huduma Centre in Mombasa County, Kenya
    (IJCAB, 2020) Priscah, Muketi Consolata; Wainaina, Lawrence
    This study sought to establish if service delivery enhanced implementation of strategic management drivers in an organization in the public sector. Strategic drivers are forces that shape an organization’s strategy, whichcontributes to the growth of a particular business. This study’s general objectivewas to establish how strategic management drivers influence service delivery in Kenya’s Huduma Centres focusing specifically on Mombasa County Huduma Centre. Specific objectives that guided this study were; to establish customer orientation’s influence on service delivery, to establish the influence of marketing orientation on service delivery, to determine the influence of technological orientationon service delivery, and to find out influence of business-partner collaboration. The theories relating to the study were reviewed focusing mainly on the RBV, Resource Advantage theory, Service Dominant Logic andTechnology Diffusion theory. The researcher adopted descriptive research design. The target population were employees deployed at Huduma Centre, Mombasa County with 154 members of staff drawn from all cadres comprising senior management, middle level management and operational staff selected from the relevant Government Ministries, County, Departments and Agencies of which a 30% sample size of 46 respondents were selected. The primary data was collected using structured questionnaires.Analysis of data done using descriptive and inferential statistics. The study concludedthatcustomer;marketing, technologicaland business-partner collaboration has a positive and significant effect on service deliver. This study recommendedthat the management of Huduma Centers should organize for regular in-service trainings for the employees to improve on their customer relation skills. It should improve on customer orientation by finding ways to be more responsive to customers’ needs. Huduma centres should aim at having a workforce thatoffers services to its clients with uniformity and equity. They should also invest more in technological innovation in order to offer services that are more efficientto the clients by focusing on offering purely on-line services. Finally, all systems be updated by ensuring that all departments have enough machines to work with hence reduce dependency and sharing. Business-Partnership collaboration especially in terms of the partners providing the employees with necessary skills they need for improved service delivery.