Browsing by Author "Benson Utali"

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    STRATEGIC MANAGEMENT PRACTICES AND PERFORMANCE OF STATE CORPORATIONS IN KENYA. A CASE STUDY OF KENYA PLANT HEALTH INSPECTORATE SERVICES
    (management university of africa, 2025-11) Benson Utali; Mr. Brown Kitur
    The study explored the effect of strategic management practices and performance of state corporations in Kenya. The study was guided by the following specific objectives: to find out the effect of strategic goal setting on performance at KEPHIS, to determine the effect of resource allocation on performance at KEPHIS, to find out the effect of technology adoption on performance at KEPHIS, a n d to assess the effect of monitoring and evaluation on performance at KEPHIS. The study focused on the Kenya Plant Health Inspectorate Service (KEPHIS), a state corporation mandated to regulate the quality of agricultural inputs and produce in Kenya, and sought to address challenges in service delivery, operational efficiency, and financial stability through strategic management practices. The main objective of the study was to analyze the role of strategic management practices in improving organizational performance at KEPHIS,while the specific objectives were to assess the effect of strategic goal setting, resource allocation, technological adoption, and monitoring and evaluation frameworks on performance. The study was limited to KEPHIS employees, targeting a population of160 and a sample size of 114 respondents. It adopted descriptive research design and was anchored on the Resource-Based View (RBV) Theory, Technology Acceptance Model (TAM) Theory, and Balanced Scorecard (BSC) Theory. Data were collected through questionnaires and analyzed using descriptive statistics, with results presented in tables. The findings revealed that well-defined strategic goals, transparent resource allocation, effective technological integration, and strong monitoring and evaluation systems significantly enhanced organizational efficiency, accountability, and service delivery. The study recommends that state corporations strengthen strategic goalsetting processes, promote transparent resource utilization, invest in modern technology and employee capacity building, and establish robust monitoring and evaluation frameworks to foster accountability and continuous improvement. In addition, the study recommends that future research should explore the relationship between strategic management practices and organizational culture, as well as the role of leadership and innovation in enhancing performance within state corporations.
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    STRATEGIC MANAGEMENT PRACTICES AND PERFORMANCE OF STATE CORPORATIONS IN KENYA. A CASE STUDY OF KENYA PLANT HEALTH INSPECTORATE SERVICES
    (management university of africa, 2025-11) Benson Utali; Mr. Brown Kitur
    The study explored the effect of strategic management practices and performance of state corporations in Kenya. The study was guided by the following specific objectives: to find out the effect of strategic goal setting on performance at KEPHIS, to determine the effect of resource allocation on performance at KEPHIS, to find out the effect of technology adoption on performance at KEPHIS, a n d to assess the effect of monitoring and evaluation on performance at KEPHIS. The study focused on the Kenya Plant Health Inspectorate Service (KEPHIS), a state corporation mandated to regulate the quality of agricultural inputs and produce in Kenya, and sought to address challenges in service delivery, operational efficiency, and financial stability through strategic management practices. The main objective of the study was to analyze the role of strategic management practices in improving organizational performance at KEPHIS,while the specific objectives were to assess the effect of strategic goal setting, resource allocation, technological adoption, and monitoring and evaluation frameworks on performance. The study was limited to KEPHIS employees, targeting a population of 160 and a sample size of 114 respondents. It adopted a descriptive research design and was anchored on the Resource-Based View (RBV) Theory, Technology Acceptance Model (TAM) Theory, and Balanced Scorecard (BSC) Theory. Data were collected through questionnaires and analyzed using descriptive statistics, with results presented in tables. The findings revealed that well-defined strategic goals, transparent resource allocation, effective technological integration, and strong monitoring and evaluation systems significantly enhanced organizational efficiency, accountability, and service delivery. The study recommends that state corporations strengthen strategic goalsetting processes, promote transparent resource utilization, invest in modern technology and employee capacity building, and establish robust monitoring and evaluation frameworks to foster accountability and continuous improvement. In addition, the study recommends that future research should explore the relationship between strategic management practices and organizational culture, as well as the role of leadership and innovation in enhancing performance within state corporations.