Strategic Management Practices and Organizational Performance: A Case of Ethics and Anticorruption Commision Nairobi Headquaters, Kenya

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dc.contributor.advisorReuben Njugunaen_US
dc.contributor.authorOsoro, Robinah
dc.date.accessioned2023-08-15T13:33:28Z
dc.date.available2023-08-15T13:33:28Z
dc.date.issued2023
dc.descriptionA Research Project Submitted to the School of Business in Partial Fulfillment if the Requirements for the Award of Master of Business Administration in Strategic Management of Kenyatta University, September 2022.en_US
dc.description.abstractThe capacity to introduce new organizational practices is crucial if an establishment is to record continuous superior performance. The study’s main objective was to examine the effect of strategic management on organizational performance at the ethics and anti-corruption commission. Specifically, the investigator south to explore the influence of leadership, stakeholder involvement, work allocation strategy and communication on organizational performance at EACC, Nairobi Headquarters. The investigator conducted both empirical and theoretical review where the concept of strategic management was analyzed. This research adopted the descriptive research design. The study’s target population comprised all the employees at the EACC who a total of 655 employees. The study employed stratified random sampling to select the representative sample. A sample of 87 was selected yielding a response rate of 74.7% Self-administered questionnaires were utilized for data collection. A pilot study was undertaken where 10 employees were selected randomly from EACC Nairobi headquarters. Content validity was sought through seeking expert opinions from research supervisor and other researchers to improve the questionnaire. To test reliability, the study employed the Cronbach’s alpha coefficient which ranges from zero (0) to (1). A Cronbach’s alpha value of 0.7 is considered acceptable. Form the results the research instrument was found to be reliable as the scores for all the scores were above 0.7. The data collected was analyzed using both inferential and descriptive statistics. The study found a significant and positive association between strategic management practices and organizational performance as evidenced by a p value of 0.000. The coefficients for leadership, task allocation strategy and communication were found to be positive and statistically significant whereas communication was found to have a positive but statistically insignificant effect on performance. The study concludes that it was imperative for the organization to adopt strategic management practices to spur organizational performance. The investigations draws recommendations including benchmarking with well performing institutions on the adoption and implementation of various strategic management practices and undertaking monitoring and evaluation to measure the impact of various interventions.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/26853
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectStrategic Management Practicesen_US
dc.subjectOrganizational Performanceen_US
dc.subjectEthics and Anticorruption Commisionen_US
dc.subjectNairobi Headquatersen_US
dc.subjectKenyaen_US
dc.titleStrategic Management Practices and Organizational Performance: A Case of Ethics and Anticorruption Commision Nairobi Headquaters, Kenyaen_US
dc.typeThesisen_US
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