Stakeholder Management and Performance of Kenya Revenue Authority Projects in Nairobi City County, Kenya
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Date
2023
Authors
Muturi, Margaret W.
Journal Title
Journal ISSN
Volume Title
Publisher
Kenyatta University
Abstract
With one project stalling in 2017 compared to none in either 2015 or 2016, the Kenya
Revenue Authority's project completion rate dropped to 57% in 2017. The Authority
invested Kshs3.05 billion in development projects in 2017, down from 65% in 2016 and
64% in 2015. Examining the relationship between stakeholder management and project
success at Kenya Revenue Authority was the study's main goal. It was also directed by
particular goals, including determining how Kenya Revenue Authority initiatives
performed in relation to stakeholder involvement, communication, conflict management,
and interest. The analysis concentrated on KRA projects that were carried out between
2015 and 2020. The target population is KRA. The 88-person sample size was chosen via
stratified sampling, (the ratio of each project type to the target was multiplied by the
sample size to calculate the sample size for each project category). Using semi-structured
questionnaires, primary data was gathered. Reliability and validity tests were conducted
in the pilot research, which focused on KRA project managers in certain projects.
Respondents filled out the questionnaire on their own and then it was manually collected
from them thereafter. Descriptive and inferential statistics were mostly employed as
statistical tools for the study analysis. The study resulted to the conclusion that
stakeholder management affects KRA project performance. The study also showed that
communication has an impact on the success of KRA projects, this shows the success of
KRA projects is impacted by conflict management. Therefore, The study draws the
conclusion that KRA project performance is influenced by stakeholder interest.
According to the report, KRA should explicitly outline all major project stakeholders,
their needs, and their responsibilities in the project stages before a project begins and
make sure they are included in the execution. The study also suggests that KRA
guarantee that the channels, framework, frequency, and accountability for updating
stakeholders on project progress are clearly specified during the conception stage of the
project. The study concludes by advising KRA management to adopt a proactive rather
than a reactive strategy for detecting problems that are most prone to occurring
throughout the execution and conception of projects.
Description
A Research Project Submitted to the School of Business, Economics, and Tourism in Partial Completion of the Requirements for the Award of the Degree of Master in Business Administration (Project Management Option) of Kenyatta University.
Keywords
Stakeholder Management, Kenya Revenue Authority, Nairobi City County, Kenya