Strategic Reform Practices and Service Delivery by Kenya Police Service in Homa Bay County, Kenya

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dc.contributor.advisorJane Wanjiraen_US
dc.contributor.authorOdhiambo, Gorety Achieng
dc.date.accessioned2023-08-04T08:50:51Z
dc.date.available2023-08-04T08:50:51Z
dc.date.issued2023
dc.descriptionA Research Project Submitted to the School of Business, Economics and Tourism in Partial Fulfilment of the Requirements for the Award of Degree of Master of Business Administration (Strategic Management Option) of Kenyatta University, April, 2023.en_US
dc.description.abstractService delivered by the national police service has been poor and demands left unmet, hence the demand for reforms as a way of improving service delivery. Therefore, the study sought to assess the effects of strategic reform practices on service delivery by the Kenya police service in Homa Bay County, Kenya. Specifically, the strategic reform practices under study included oversight reforms, professional conduct reforms, communication reforms as well as transparency reforms and how they affected public service delivery by the police in Homa Bay County, Kenya. This study was anchored on Kurt Lewin’s change model and supported by core competence theory and theory of human service delivery. The study used the cross-sectional research design and the target population was all the 29 police stations in Homa Bay County and 912 police officers. Through purposive sampling technique 77 senior police officers formed the study’s respondent list and stratified sampling technique placed the respondents as per unit, rank and role they handle. Primary data sources were collected using structured questionnaires that were first pilot tested to check for validity and reliability. The Cronbach alpha tests overall result was 0.77, an indication that the questionnaire was fit. The data collection entailed dropping the questionnaires at the police station for filling and the response rate was 89.6%. The data was entered into statistical package for social science for analysis and diagnostic tests. Findings from the descriptive analysis showed mean scores for oversight reforms was (M=3.551), professional conduct reforms (M=3.84), communication reforms (M=3.586), transparency reforms (M=3.705) and service delivery (M=4.065). The correlation analysis results revealed positive relationship between strategic reform practices of professional conduct reforms (R =.755) followed by transparency reforms (R =.593), communication reforms (R =.574); and oversight reforms (R = .27) to service delivery by the police officers. Regression analysis revealed that professional conduct reforms had the highest effect to service delivery (β = 4.108), the second was transparency reforms (β = 3.027), the third was communication reforms (β = 2.015) and oversight reforms had the least effect to service delivery of the Kenya police officers in Homa Bay County (β = 1.022). The study concluded that74.9% service delivery of the police officers in Homa Bay County was due to adopting and implementing practices of strategic reforms. The study further concluded that the improved service delivery was due to the strategic reform practices including oversight reforms, professional conduct reforms, communication reforms as well as transparency reforms. The study recommends inclusion of all police officers, the general public and local communities in police reforms for enhanced quality service delivery.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/26538
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectStrategic Reform Practicesen_US
dc.subjectService Deliveryen_US
dc.subjectKenya Police Serviceen_US
dc.subjectHoma Bay Countyen_US
dc.subjectKenyaen_US
dc.titleStrategic Reform Practices and Service Delivery by Kenya Police Service in Homa Bay County, Kenyaen_US
dc.typeThesisen_US
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