Effect of structural change on the performance of Kenya revenue authority

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dc.contributor.advisorKilika, J. M.
dc.contributor.authorNdegwa, Purity W.
dc.date.accessioned2014-07-03T09:33:39Z
dc.date.available2014-07-03T09:33:39Z
dc.date.issued2014-07-03
dc.descriptionDepartment of Business Administration, 78p. 2012en_US
dc.description.abstractChanges in an organization occur within the technological innovations, structural dimensions, behavioural subjects and the strategic aspects. It is evident that the business world is ever changing with the advancement in technology, shifting employees needs, changing financial market trends, changes in ethical values and need for business expansion. As business entities grow, they expand their operations, and this indeed call for improved technology, increased work force, train the manpower to acquire performance dimensions that are in line with the expanding business (MacNamara, 1998). Change management models and research are still relevant for the twenty-first century. The problems are not with their relevancy or their worth. The problems and challenges facing organizational leaders, organizational developments experts and researchers relate to the speed and complexity of change required today (Pryor, Taneja, Humpreys, Anderson and Singleton, 2008). This paper discussed some of the ways in which structural change had affected performance of Kenya revenue authority in its operations. In this regard, strategic objective was to focus on ways performance of KRA would be enhanced. The purpose of this study was to specifically determine the relationship between change in organisational structure, organisational culture and change in the style of strategy implementation on the performance of KRA and came up with conclusions and recommendation. The study also focused on specific Kenya Revenue Authority functional units and the target respondents were managers and supervisors in Top Management who are actively involved in implementation of change. The methodology chosen was descriptive case study so that the researcher could have an in-depth knowledge of the phenomena. The instrument used for data collection was a questionnaire and the data collected was analyzed by use of descriptive and inferential statistics. Frequency tables, averages and percentages were used for data analyses and then it was presented using tables, graphs and charts. The study extracted eight factors that have affected performance ofKRA as a result of strategic change. The study recommended that KRA needs to focus more on areas of strategic change addressing decentralisation of decision-making.en_US
dc.description.sponsorshipKenyatta universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/10284
dc.language.isoenen_US
dc.titleEffect of structural change on the performance of Kenya revenue authorityen_US
dc.typeThesisen_US
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