Browsing by Author "Wanyoike, Rosemarie"

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    Competitive Strategies and Organizational Performance of Five-Star Hotels in Nairobi City County, Kenya
    (The Strategic Journal of Business & Change Management, 2025-04) Aber, Lorna; Wanyoike, Rosemarie
    This study investigated how competitive strategies associate with the effectiveness of five-star hotels in the city of Nairobi. This study was conducted with all eleven five-star hotels that had been registered with the Tourism Regulatory Authority (TRA) as of the initial three months of 2020. Two five-star hotels in the county of Nairobi were forced to shut down amid the Covid-19 outbreak of 2020. The researcher used census methods to ensure that all members of the limited and manageable-sized population were included in the analysis. A survey was conducted in which participants provided their answers to predetermined questions with the intention of collecting data. The questionnaire was designed to include both open and close-ended questions, and a five-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree) served as the guide to record the responses. The research employed both descriptive and inferential statistics. In addition to analyzing quantitative data with descriptive statistics (e.g., means and standard deviation), the Statistical Package for Social Sciences (SPSS) also examined the same data and presented it in a tabulated format, bar charts, and graphs. The findings showed that costs leadership had a very huge influence in improving the effectiveness of the five-star hotels. The results also showed that applying various product differentiation strategies helped to create an appealing image to the target clients. It was noted focus strategies had minimal albeit positive impacts on the selected hotels. Since they had positive impacts on the performance of these hotels, they were considered to be at the centre of the five-star’s hotels expansion plan. Since the three specific objectives were met, it was concluded that the applied competitive strategies had a direct relationship with the effectiveness of the selected hotels in the Kenyan capital.
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    Knowledge Management Practices and Teacher Performance in Public Secondary Schools in Murang’a County, Kenya
    (Journal of Human Resource & Leadership, 2025-04) Gakuru, Rosemary Nduta; Muli, Jedidah; Wanyoike, Rosemarie
    This study investigates the knowledge management practice effects on the teacher’sperformance in public secondary schools in Murang’aCounty, Kenya. The specific objectives include determining the effect of acquisition of knowledgeand conversion of knowledgeon teacher performance. The study adopteda descriptive research design informed by the knowledge-based view theory. A proportionate stratified random sampling design was used to select a sample size of 368 respondents from 4692 teachers in 309 public secondary schools in Murang’a County. Primarydata was collected using a semi-structured questionnaire and analyzed using descriptiveand inferential statistics. The findings show that knowledge acquisition and knowledge conversion have a positive and significant effect on teacher performance. The study concludes that implementing knowledge management practices is critical for enhancing teacher performance in public secondary schools.The study recommended that public secondary school stakeholders formulate strategies to improve the extent of knowledge management practices, such as knowledge acquisitionand knowledge conversion. The study also recommended that teachers in secondary schools should be sensitized tothe need to adopt knowledge management practices.
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    Moderating the Effect of Organizational Leadership on the Relationship between Organizational Learning Strategies and Performance of Kenya Institute of Management in Nairobi County, Kenya
    (International Journal of Social Sciences and Management Review, 2025-03) Kigo, Teresiah Njeri; Wanyoike, Rosemarie
    Organizational performance is a key parameter for institutions of higher learning and is a crucial basis for ranking them against global and local players. The institutions are continually being exposed to increased demands in enhancing their performance to produce excellent and compelling scholarly information and research as well as suitable graduates for the evolving job market. Organizational learning has proven to yield results in enabling firms to adapt to change and improve on their productivity. This research sought to establish whether organizational leadership moderate the effect of organizational learning strategies on the performance of Kenya Institute of Management in Nairobi County, Kenya. The theory that guided this paper is organizational learning model. To undertake this research, a descriptive research design was utilized where performance was the dependent variable. The study population was 209 employees. A sample was derived through stratified sampling where respondents were grouped by the eight departments at the institution resulting to a sample of 80 employees. The data for the research was gathered using structured questionnaires and were emailed to the participants in the research. The study results were modeled using multiple regression model for analysis. The research findings demonstrated that the prevalent style of leadership at KIM was transactional leadership style. The research outcomes illustrated that transactional leadership style significantly and negatively impacted performance of KIM. Further, the research findings showed that the leadership style did not moderate the impact of organizational learning strategies on the performance of KIM.
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    Organizational Change and Programme Delivery at United Nations Children’s Fund, Kenya
    (International Academic Journals, 2018) Wanuma, Joseph; Wanyoike, Rosemarie
    Delivery of most projects and programs by the UN, INGOs, NGOs and other charity organizations have not to expectations due to poor structures, weak systems and above all poor management of the ever-dynamic environment, resources, technology and stakeholders. Change management is an efficient method to manage engaging people in a relationship to advance from their present state to a desired future state. Without agreeable change administration, there is a high peril of dissatisfaction for the use of another business system or working model, or a program to decrease expenses and improve operational efficiencies. While passing on change organization support to our clients, we alter formal and easygoing interventions to ensure that pioneers drive and great illustration the change, people all through the affiliation grasp better methodologies for working, and the business preferences of the change are kept up. The general goal of the study was to set up the impact of progress management and execution on enhancing program conveyance at UNICEF. The destinations of this investigation were to decide the impact of authority change, changes in innovation and changes in authoritative structure on improving project conveyance at UNICEF. The examination was tied down on stakeholder’s theory, resource-based view theory and teleological theory. The investigation utilized descriptive research design. The objective population of this investigation included all staff of UNICEF workplaces in Nairobi, Kenya drawn from the head office in Nairobi who aggregate to 106. Stratified random sampling was utilized to choose the sample size of 33 which is 30 percent of the aggregate investigation populace. The investigation utilized both primary and secondary data. Primary data was gathered through a semi organized poll regulated to staff utilizing pick and drop strategy and through email conveyance while secondary data was gathered from the program execution reports, venture designs and money related explanations. Quantitative information gathered was examined by the utilization of measurable Package for Social sciences and exceed expectations. Findings are displayed by utilization of tables, frequencies, rates, means and standard deviation.