Turnaround strategies and performance of Kenya planters cooperative union in Nairobi County, Kenya
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Date
2024-12
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Kenyatta University
Abstract
The Kenya Planters Cooperative Union's performance has been influenced by various factors, including unexpected ministry splits and mergers, the emergence of new pests and diseases, the detrimental impacts of climate change, shifts in agricultural land usage, biodiversity loss, and instances of overlapping mandates and functions related to valueadded activities among state departments. As a result, the Kenya Planters Cooperative Union has kept applying turnaround techniques to address the problem. Therefore, this study sought to establish the influence of turnaround strategies on performance of Kenya Planters Cooperative Union. The specific objectives guiding the study were to assess the influence of restructuring strategy, reorganization strategy, repositioning strategy and diversification strategy on performance of Kenya Planters Cooperative Union. The resource-based view theory, contingency theory, institutional theory, and balanced scorecard theory all served as the study's guiding theories. The research design used for this study was a descriptive survey. Kenya Planters Cooperative Union in Nairobi City County, Kenya, was the study's target population. 815 people who work for the organization as a whole, drawn from every department, formed the target population. To make sure that every respondent is fairly represented, the respondents were arranged according to their respective departments using a proportionate stratified sampling technique. There were 268 responses in the sample. With the aid of semi-structured questionnaires, primary data was gathered. A pilot study with a 10% sample size and 28 respondents who did not take part in the final study was conducted prior to the actual data collection. The construct and content validity types were used to measure validity. Cronbach's alpha was used to assess the internal consistency of the research tool by calculating a correlation coefficient. All variables recorded high reliability, with the respective Cronbach's alpha coefficients recorded above the 0.7 threshold. These included Restructuring strategy (.803), Reorganization strategy (.756), Repositioning strategy (.791), Diversification strategy (.831) and Organizational performance (.784). To evaluate quantitative data, descriptive statistics such as mean and standard deviation were used. In the inquiry, two inferential statistics were used: correlation analysis and multiple regression analysis. Pie charts, graphs, and tables were used to illustrate the data. The study found that Kenya Planters Cooperative Union's performance was positively and significantly impacted by restructuring strategy, reorganization strategy, repositioning strategy, and diversification strategy. The analysis found that the organization can reduce operating costs for the business and retail network by implementing a restructuring approach. The organization can respond to the financial challenges and pressures it is now experiencing by reorganizing. Based on the study findings, it is recommended that KPCU should evaluate its strengths and weaknesses by looking at how well and how poorly the current organizational structure accomplishes business goals. When describing its plans for restructuring, the organizational management should be honest and transparent. It should also train employees for new roles or responsibilities and introduce new teams or initiatives. The management of the business should take the time to speak with stakeholders who are familiar with the operation. In-depth market research for the new product or service should be conducted, as well as a rigorous appraisal of customer needs
Description
A research project submitted to the school of business, economics and tourism in partial fulfilment of the requirements for the award of the degree of master of business administration (strategic management) of Kenyatta University, December 2023
Supervision: Jane Wanjira