Top Management Commitment and Organisational Performance of Kenya Ports Authority

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dc.contributor.authorLeyan, Derrick Simel
dc.date.accessioned2019-09-26T06:47:02Z
dc.date.available2019-09-26T06:47:02Z
dc.date.issued2019-07
dc.descriptionA Research Project Submitted to the School of Business in Partial Fulfillment of the Requirements for the Degree of Master of Business Administration (Strategic Management) of Kenyatta University, July, 2019en_US
dc.description.abstractIn the recent past, companies have experienced mixed performance attributed to lack of application of management strategies. Operational performance need to be focused on long term competitive advantage. This helps organizations to realize significant financial performance by reducing sales overheads, reducing wastes, reworks and recycling. Reduction of operating costs and improvement of customer service has the potential of equal or more benefits as improved volume of sales. The general objective of the study was to determine the effect of top management commitment on performance of Kenya Port Authority. The study variable was involvement, Leadership, resources allocation and attitude to change and how they influence performance. The study focused on the effect of top management commitment on performance of Kenya Port Authority. The study was based on the theory of constraints (TOC) and resource based view theories. This study adopted a descriptive research design in collecting data from the respondents. The study targeted KPA management staff working in various departments at the head office in Mombasa (40managers, 40 head of department and 100 head officers). The population was drawn from human resource department, finance department, cooperate department operation department, infrastructure department, engineering department and legal services department. Sample population was collected by the inference of the required characteristics. The study used census since the population is less than 200. This study used primary data. Semi-structured questionnaires were the tools employed in collecting data which was then measured on a Likert scale of 1-5. Respondents were management staff either branch managers, operations managers or operations officers where one respondent per organization will be targeted. Linear regression analysis was used in analyzing the data to establish whether a relationship existed between dependent and independent variable(s). Performance was the only dependent variable and top management commitment, leadership resource allocation and attitude change was the independent variables.The study established that top management commitment had a positive and significant effect on organizational performance of KPA. It was concluded that the firm embraced autocratic and bureaucratic leadership styles which involved management more on decision making exempting the staff. The study concluded that KPA didn‟t have sufficient operational resources which curtailed its service delivery and performance. The study recommends that Kenya Ports Authority management needs to embrace a hybrid leadership style that involves and consults employees in decision making and performance. The study recommended that there is need for allocation and mobilization of more resources for the KPA to deliver on its mandate.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/19670
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.titleTop Management Commitment and Organisational Performance of Kenya Ports Authorityen_US
dc.typeThesisen_US
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