Strategy Implementation Determinants and Performance of Nairobi County Government, Kenya
Josephine, Sammy Kavindu
MetadataShow full item record
The County government of Nairobi has formulated very good strategies, but its implementation is poor and hence service delivery is still not satisfactory. In addition, revenue in Nairobi County has also been reallocated to other expenditures other than the ones approved. Also, the County government of Nairobi could not produce documentation to support the expenditure of up to Sh6 billion for the financial year 2019. Other challenges in the County government include limited financial resources and funds embezzlement. The general objective of this study was to establish the effect of strategy implementation determinants on performance of Nairobi County Government. The study specifically sought to determine the effect of top management support, organizational structure, organizational communication and resource allocation on performance of Nairobi County Government. The study was anchored on system theory, Mc Kinseys 7s Theory, the resource based-view theory, Lewin three-step change, goal setting theory and balanced scorecard theory. The study used an explanatory research design. The target population was 161 staff working in 10 departments in Nairobi County Government. Slovin's Formula was used to estimate the sample size and stratified random sampling was used to select 114 participants from the entire population. The research used of both primary and secondary data. Semi-structured questionnaires were employed in the collection of primary data. Quantitative data was generated from the closed-ended questions while qualitative data from open-ended questions. A pilot test was conducted in Nakuru County government and the results indicated that the research instrument was reliable and valid. Analysis of qualitative data was done through use of thematic analysis and presentation of results was in a narrative form. Analysis of quantitative data was done through use of both inferential and descriptive statistics. Descriptive statistics included frequency distribution, mean (a measure of dispersion), standard deviation (a measure of dispersion) and percentages. Inferential statistics included Pearson correlation analysis and multivariate regression analysis. The study found that top management support, organization structure, organizational communication and resource allocation explain 83.0% of the performance of Nairobi County Government. The study established that top management support (β1=0.723, p value= 0.000), organization structure (β2= 0.209, p value= 0.001), organization communication (β3=0.089, p value=0.009) and resource allocation (β4=0.417, p value= 0.000) has a positive and significant influence on performance of the county governments. Therefore, the study recommends that county governments should ensure that all the county employees are involved in the decision making process. In addition, county government should formulate policies for ensuring control of the county activities and improve supervision of staff within different departments. Further, all the departments in the County government of Nairobi should ensure that instructions are communicated formerly to the employees using internal memos and emails. To the management of the Nairobi County Government in Kenya, the findings of the study can inform decision making and selection of best methods for implementation of strategies like County Integrated Development Plan. To the policy makers, the study findings can be used to formulate policies regarding use of communication, resource allocation, management support and culture in an effort to guide implementation of various strategies in county governments. The study also adds more information to theory and body of knowledge on strategy implementation determinants that is important for use as research material and in the identification of research gaps.