Browsing by Author "David Kanyanjua"

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    DECISION-MAKING STYLES AND ORGANIZATIONAL PERFORMANCE IN NAIROBI COUNTY
    (management university of africa, 2025-11) Ngaywa, C. M. K; David Kanyanjua
    The performance of an organization is defined by how effectively it achieves its objectives and goals while making efficient use of its resources. It reflects a company’s success, encompassing financial results, operational efficiency, customer satisfaction, and employee engagement. In the context of a rapidly changing business environment, maintaining high performance requires solid decision-making, strategic leadership, and a supportive organizational culture. This study explores the impact of decision-making styles on organizational performance within Nairobi City County, emphasizing the need for effective strategic leadership in today’s dynamic business environment. It highlights how decision-making processes, influenced by cognitive abilities and environmental factors, play a pivotal role in aligning organizational goals with managerial choices. The research employs descriptive methodology to examine a target population of 180 personnel across various departments, utilizing structured questionnaires to gather data efficiently. The analysis reveals a significant relationship between decision-making styles—specifically democratic and coaching approaches and improved organizational performance. With a regression coefficient of 0.320 for decision-making styles, the findings indicate that enhanced decision-making correlates with increased productivity, efficiency, and employee engagement. Notably, the democratic style fosters collaboration and open communication, while coaching emphasizes personal development, thereby enabling employees to reach their potential. These results support existing literature that underscores the benefits of participative leadership. The study advocates for institutionalizing democratic and coaching decision-making styles through training programs and feedback mechanisms to cultivate an inclusive, high-performing organizational culture. Ultimately, the insights derived from this research aim to provide a framework for improved governance and service delivery in Nairobi City County, contributing to the broader understanding of effective management practices in public organizations.
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    MANAGEMENT DECISION MAKING AND ORGANIZATIONAL PERFORMANCE OF NAIROBI CITY COUNTY, KENYA
    (2024-11) CAROLYN MARIE KEGEHI NGAYWA; David Kanyanjua
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    PERFORMANCE APPRAISAL AND EMPLOYEE PERFORMANCE IN THE KENYAN HEALTH SECTOR: A CASE STUDY OF PHARMACY AND POISONS BOARD
    (management university of africa, 2023-11) Abdinasir Ahmed Sheikh; David Kanyanjua
    This study sought to determine the effect of performance appraisal on employee performance in the Kenyan health sector, with a specific focus on the Pharmacy and Poisons Board. The study was guided by objectives which included determining the effect of performance planning, regular feedback, performance diagnosis, and best fit compensation on employee performance. To achieve the objectives, both primary and secondary data were collected. A descriptive research design was employed, and the target population included managers and employees of the Pharmacy and Poisons Board in Kenya. The data was analyzed using descriptive and inferential approaches with the Statistical Package for Social Sciences software (SPSS). Questionnaire instruments were used to collect quantitative data, and the findings were presented using various tables, charts, and graphs. The findings revealed that performance planning had a significant positive effect on employee performance (β = 0.174, p < 0.05). Additionally, the study found that regular feedback positively influenced employee performance (r = 0.659, p < 0.01). Furthermore, the study revealed that performance diagnosis had a significant positive effect on employee performance (r = 0.70, p < 0.01). Regarding best fit compensation, the study found a strong positive relationship between these factors and employee performance (β = 0.790, p < 0.001). Based on these findings, it is recommended that organizations prioritize effective performance planning, establish mechanisms for regular feedback and coaching, ensure alignment between employee skills and job requirements, and implement fair and motivating compensation structures.
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    PERFORMANCE MANAGEMENT GOALS AND PERFORMANCE MANAGEMENT FEEDBACK ON EMPLOYEE PRODUCTIVITY
    (management university of africa, 2024-11) Choge Jerotich Emmy; David Kanyanjua
    Organizations invest billions of shillings annually in managing employee performance. The study aimed to examine the influence of performance management goals and performance management feedback on employee productivity, using Kenyatta National Hospital (KNH) as a case study. The primary objective was to understand how performance management influences productivity among KNH employees. The variables of e study were employee productivity as the dependent variable and, feedback and goals as the independent variables. The theory underpinning the study is Locke’s goal-setting theory supported by Adam's equity theory. The study adopted descriptive research design, with a sample size of 372 participants drawn from the hospital’s 5,300 employees. A pilot study was conducted with 60 staff members from Mbagathi Hospital to refine the research instruments. Data was collected through questionnaires, with analysis performed using SPSS Version 25.0. Descriptive and inferential statistics were employed, and a regression analysis was conducted to evaluate the influence of performance management on employee productivity. The analysis revealed that performance management goals significantly impact employee productivity, indicating a strong positive relationship. The findings led to the conclusion that effective performance management through well-structured goals and feedback will positively enhance employee productivity. Consequently, the study recommends that KNH's human resources department ensure a transparent, logical performance management techniques that accurately identifies staff training needs. It further advises the department to communicate the importance of performance management clearly and to employ a range of performance management methods in employee assessments.