Strategy implementation: Influence of HR on M-Commerce Performance in Kenya’s Commercial Banks (Published)
The overall purpose of the study was to establish the strategic role human resources play in influencing the performance of m-commerce performance in Kenya’s commercial banks. The study was based on positivism research philosophy. A positivist approach to research is based on knowledge gained from positive verification of observable experience. The research design used was explanatory which provided the plan for answering question on the human resources in strategy implementation affect performance of M-Commerce in commercial banks in Kenya. The actual population targeted and used was 40 commercial banks in Kenya because the banks were accessible. The units of analysis for the study comprised of five managers from different management levels and departments from each of the 40 commercial banks in Kenya. Questionnaires were used for data collection. The collected data was analyzed using inferential and descriptive statistics.The study findings were that there was no relationship between HR and m-commerce performance. The influence of HR on m-commerce performance was negative and statistically insignificant. The study findings indicated insignificant relationship between HR and m-commerce performance and this would mean that the resources in the banking industry are no longer rare, inimitable or not able to be substituted. Most of the resources are common to all banks, and therefore the study concludes HR on its own does not support m-commerce performance. The path coefficient was negative and insignificant at -0.042 level, t-value of 0.478, p-value =0.633.The study informs commercial banks in Kenya, Central Bank of Kenya, and the scholars the importance of improvement in specialized skilled staff to manage strategy implementation, motivation and staff retention strategies would be key in ensuring successful strategy implementation and retention.
Influence of Leadership as Strategy Implementation Practice on Performance of Postal Corporation in Kakamega County, Kenya (Published)
Organizations across the world have recognized the importance of strategy formulation in improving service delivery. Good practices in strategy formulation and implementation are among the key pillars of competitive advantage and organizational sustainability. Studies indicate that most managers rightly make effort to formulate strategies, but little investment is made to implement those strategies properly. Therefore, the study explored the effects of strategy implementation practices on performance of Postal Corporation in Kakamega County (Kenya). Based on the study, this paper presents and discusses the research findings on leadership as one of the strategy implementation practices on organizational performance. The researcher anchored the study on cross sectional survey research design which emphasized on collection of data at a particular point in time rather than over a period of time. The target population of the study was one hundred and thirty two (132) top and middle-level management staff of Postal Corporation drawn from Kakamega, Lugari, Khwisero and Khayega branches. Stratified sampling method was used to sample ninety-nine (99) respondents. Structured questionnaires were then used to collect the data from the sampled managers to which only seventy-six (76) responded. The received questionnaires were sorted, classified; data was then coded and analysed by descriptive statistics (percentages, mean and standard deviation). Inferential analysis was done by multi regression analysis where the result of R square was 0.476 indicating that 47.6% of the performance could be predicted from the study variables. The study found that leadership significantly affected the performance of Postal Corporation in Kakamega County as indicated by a p value of 0.043, which was within p<0.05 level of significance. In light of the findings, the researchers recommended that a related study be conducted in a wider spectrum of both public and private institutions to determine the consistency of the results.
Relationship between Strategic Planning Process and Financial Performance of Professional Service SMES in Kenya: Moderating Role of Innovation Practices (Published)
This paper investigates the relationship between Strategic planning process and financial performance of professional service SMEs in Kenya. Specifically, the study had two specific objectives of the study: first, to analyze the effect of strategic planning process on the financial performance of professional service SMEs in Kenya and secondly, to test the moderating effect of innovation practices on the relationship between strategic planning process and financial performance of professional service SMEs in Kenya. The study targeted 384 SMEs as the sample size, with data collected from managers/owners through questionnaire. SMEs were randomly selected while respondents were selected through purposive sampling. The study findings indicated that innovation practices have a moderating effect on the relationship between strategic planning process and the financial performance of professional service SMEs in Kenya. From the findings, it can be concluded that SMEs with strategic planning practices and innovative practices are likely to have better performance than SMEs that have adopted strategic planning process only.
Literature highlights the importance of communication in the formulation and implementation of strategies. The level of communication has been seen to positively correlate with the overall performance of organisations. Unfortunately the level of communication in SMEs in Zimbabwe has not received much research neither have studies revelled the communication processes used by SMEs. This study sought to establish the communication approaches used by these SMEs and their contribution to the overall performance of these organisations. This was a qualitative study using the multiple case study approach involving eight organisations. In depth interviews and non-participant observations were used to collect data from owner/managers. The major findings were that SMEs used informal communication channels to share information with employees particularly the grapevine to gather organisational information. This tended to create organisational disharmony with each employee striving for favours from the owner. Employees were also given information on a need to know basis and this adversely affected overall organisation performance due to inadequate or delayed information