Strategy implementation and organizational performance among institutions of higher learning in Kiambu County
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Date
2018
Authors
Onserio, Kerubo Donna
Journal Title
Journal ISSN
Volume Title
Publisher
Kenyatta University
Abstract
Institutions of Higher Learning (IHLs) have experienced exponential growth in the past five years
due to the rise in student enrollment. This trend has caused a lot of competition amongst these
institutions, both public and private, leading them to develop competitive strategies in a bid to
survive. However, successful implementation of these strategies has been a challenge to the
organizational performance. The objective of this study was to examine the influence of strategy
implementation on organizational performance among IHLs in Kiambu County. The study’s
specific objectives were; to examine the influence of resource allocation, strategic leadership,
strategy communication and monitoring and control on the performance of these institutions. The
theories that guided the study were; Resources and Capabilities, Agency, Institutional and the
Balance Scorecard. A descriptive study design of cross section in nature was used because it
allowed effective data collection to test hypotheses concerning the variables under study. The target
population were heads of both academic and non-academic departments. The sample of 174
respondents was selected through stratified random sampling. Primary data was collected through
semi-structured questionnaires through drop and pick method of administration. Content validity
was evaluated through the opinion of scholars and experts in strategy implementation as well as
through a pilot test was carried out to check the reliability of the research instruments. Reliability of
the questionnaire was evaluated using the Cronbach alpha test, which provided an acceptable
threshold of 0.8. Descriptive statistics such as mean, percentages and standard deviations were used
to analyze the data collected. Inferential statistics in the form of correlation tests and multiple
regression analysis were also used to evaluate the influence of the independent variables on the
dependent variables. Results were presented using tables along with their associated interpretations.
The response rate of this study was sixty-six percent (66%) based. The findings established the
existence of a significant influence of strategic resource allocation, monitoring and control of
strategies, strategic leadership and strategic communication on the performance of IHLs. The study
concluded that organizational performance was significantly influenced by monitoring, control of
strategies resource allocation and strategy communication. Further, the findings revealed that
strategic leadership did not influence performance of IHLs to a great extent as the preceding
variables. It is recommended that the management of IHLs can use the findings to consider resource
allocation to core activities of the institution, not only those that are directly related to achievement
of their educational goals, but also to infrastructure such as students’ hostels. The institutions
should create innovative communication channels, such as online feedback platforms to guarantee that all
stakeholders are aware of the strategies implemented and give feedback for improvement of the same.
Further, it is suggested that management of the IHLs should have deliberate programs to monitor
and control the strategies implemented and results given to the management for further action
depending on the outcome. Finally, it is recommended that advance research be carried out through
replication of this study in other organizations or industries.
Description
A 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) Kenyatta University July, 2018