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dc.contributor.advisorDavid Kiiruen_US
dc.contributor.authorMuriithi, Wangui Zipporah
dc.date.accessioned2022-03-29T08:58:49Z
dc.date.available2022-03-29T08:58:49Z
dc.date.issued2021
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/23386
dc.descriptionA Research Project Submitted to the School of Business in Partial Fulfillment of the Requirements for the Award of the Degree of Master of Business Administration (Strategic Management) of Kenyatta University, November, 2021en_US
dc.description.abstractMany firms strive for a culture of learning organization, by creating, acquiring and transferring knowledge while adapting its patterns to mirror the acquired information and concepts. Performance of Kenyan state corporations and in particular, Kenya Urban Roads Authority remains critical for the micro and macro-economic development of a nation. The research determined the effect of learning organization on performance of Kenya Urban Roads Authority. Specifically, the study determined the effect of continuous learning, dialogue, team learning and empowerment of staff on performance of Kenya Urban Roads Authority. The study was grounded by organizational learning theory, theory of constraints and assimilation theory. Descriptive survey research design was adopted and a population limited to 220 employees of Kenya Urban Roads Authority was targeted. Random sampling assisted in selecting a sample size of 142 respondents. Two strata were used; the management level staff stratum and the lower level stratum. The study utilized primary data where self-administered questionnaires were used as the main instrument for collecting of data. Content validity of the instruments was achieved by seeking expert’s advice while their reliability was achieved at coefficient value of 0.7 using Cronbach alpha test. Data was analyzed though descriptive statistics and the relationship between the variables was established using linear regression analysis. Results showed that the mean summaries of the continuous learning, dialogue, team learning and empowerment statements, respondents agreed to a great extent that the learning organization dimensions affected the organizational performance of Kenya Urban Roads Authority. Moreover, the relationship between organizational performance of Kenya Urban Roads Authority and continuous learning, dialogue and team learning was positive and statistically insignificant. The relationship between organizational performance of Kenya Urban Roads Authority and empowerment was positive and statistically significant. Results also showed that the linear correlation between the continuous learning, dialogue, team learning and organizational performance was positive and insignificant while the linear correlation between the empowerment and organizational performance was positive and significant. The study recommends empowerment of employees as it will lead to stronger job performance, job satisfaction and commitment to the organization thereby positively affecting the performance of Kenya Urban Roads Authority.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectLearningen_US
dc.subjectOrganizationen_US
dc.subjectPerformanceen_US
dc.subjectKenya Urban Roads Authorityen_US
dc.titleLearning Organization and Performance of Kenya Urban Roads Authorityen_US
dc.typeThesisen_US


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