Browsing by Author "Dr. Angeline Wambugu"

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COACHING AS A STRATEGIC TOOL FOR IMPROVING EMPLOYEE PERFORMANCE IN DEVOLVED GOVERNMENT SYSTEMS: A CASE OF MURANG’A COUNTY
(management university of africa, 2025-11) Noah Gachanja; Dr. Angeline Wambugu
This paper examined the role of coaching as a strategic tool for improving employee performance in devolved government systems, focusing on the County Government of Murang’a. Globally, coaching has emerged as a strategic human resource development approach that enhances employee self-awareness, skills, and goal attainment. However, in Kenya’s devolved governments, limited empirical evidence exists on how structured coaching influences performance outcomes. The research adopted a descriptive research design to assess the nature and impact of coaching practices on employee performance. The target population comprised 1,022 management-level county employees, from which a sample of 287 respondents was selected through stratified random sampling. Data were collected using structured questionnaires and analyzed using SPSS Version 20, employing both descriptive and inferential statistics. Reliability was confirmed through Cronbach’s alpha coefficients exceeding 0.7. Findings revealed that coaching had a strong positive and statistically significant relationship with employee performance (r = 0.753, p < 0.05) and accounted for 56.7% of performance variation (R² = 0.567). Coaching was found to enhance job satisfaction, skills development, teamwork, and goal achievement among county employees. The results supported Bandura’s (1986) Social Cognitive Theory, demonstrating that guided learning and feedback improve self-efficacy and organizational effectiveness. The study recommends institutionalizing coaching within county performance management frameworks, training supervisors as workplace coaches, and allocating resources for continuous coaching programs. Future research should employ longitudinal designs to explore the long-term impact of coaching on performance and examine its interaction with other learning mechanisms such as mentoring and peer learning.
ON-THE-JOB LEARNING AS A CATALYST FOR IMPROVED EMPLOYEE PERFORMANCE IN DEVOLVED GOVERNMENT SYSTEMS. A CASE OF THE COUNTY GOVERNMENT OF MURANG’A
(management university of africa, 2025-11) Noah Gachanja; Dr. Angeline Wambugu
This paper examined on-the-Job Learning as a Catalyst for Improved Employee Performance in Devolved Government Systems. A Case Study of County Government of Murang’a, Kenya. A descriptive research design was used, targeting 1,022 management level employees. A sample of 287 respondents was selected using stratified random sampling, and data were collected through structured questionnaires. Descriptive statistics and inferential analyses were conducted using SPSS (Version 25). The results indicated that on-the-job learning significantly enhanced employee performance, with an overall composite mean of 3.64. Employees reported that on-the-job learning improved proactive communication (M = 4.46, SD = 0.92), skill utilization (M = 4.37, SD = 0.95), and problem-solving ability (M = 4.26, SD = 1.00). Correlation analysis showed a positive relationship between on-the-job learning and performance (r = 0.543, p < 0.01), while regression results revealed that on-the-job learning explained 29% of the variance in employee performance. The study concludes that structured on-the-job learning fosters adaptability, innovation, and efficiency in devolved government systems. It recommends institutionalizing workplace learning through formal programs, reflection workshops, and feedback mechanisms to enhance public sector service delivery. Future research should adopt longitudinal and comparative designs to assess the sustainability of on-the-job learning outcomes across counties and sectors.
THE EFFECT OF AUTOCRATIC LEADERSHIP STYLES AND ORGANIZATIONAL PERFORMANCE OF FIVE-STAR HOTELS IN KENYA: A CASE STUDY OF FAIRMONT THE NORFOLK HOTEL NAIROBI
(management university of africa, 2023-11) Mercy Wanjiku Wainaina; Dr. Angeline Wambugu
The hospitality industry in Kenya is currently facing challenges in recovering to its earlier performance levels before the Covid-19 pandemic. Leadership is framed as one of the contributory factors to the effective utilization of organizational resources and capabilities valuable in navigating crisis periods and moving organizations toward fulfilling performance targets. This study aimed to explore autocratic leadership style and organizational performance of Five Star Hotels in Kenya. A case of Fairmont the Norfolk Hotel Nairobi. The study applied a census on the target population of 177 staff of Fairmont The Norfolk Hotel Nairobi. Primary data was collected through Google Survey Forms, and the results were analyzed using descriptive and inferential analysis. The findings indicated that strict supervision was practiced as the leaders in the organization followed their employee’s actions and activities closely. The leaders sought to control how specific roles, duties and functions were carried out. The study further determined that leaders did use hierarchical engagement when interacting with employees. The overall mean of autocratic leadership indicated that autocratic leadership was practiced to a low extent. The regression findings indicated that autocratic leadership had a positive and insignificant effect on organizational performance. It is recommended the authoritative or autocratic leadership style be utilized sparingly in contexts where employees may benefit from increased oversight and close guidance as its overall impact on organizational performance was determined as not being considerable. The study was restricted to autocratic leadership style which raises the need for further studies on the effect of other types of leadership such as the laissez-faire, servant-leadership and authentic leadership styles on performance of establishments in the hospitality sector.
THE STRATEGY IMPLEMENTATION AND ORGANIZATIONAL PERFORMANCE AT THE JUDICIARY: A CASE OF COURT OF APPEAL
(management university of africa, 2023-11) Eunice Wangari Wanjiku; Dr. Angeline Wambugu
The study aimed to examine the strategy implementation and organizational performance at the judiciary with reference to a court of appeal as the study case, and the specific objectives were to establish the influence of organization resources and organizational leadership on organizational performance at the Court of Appeal. The resource-based view serves as the study's primary anchor theory and is supported by the institutional theory and Higgins 8-S Strategy Implementation Framework. A descriptive research design was used for the investigation for conducting the study that targets a population of 385, and a sample size of 120 was selected using stratified random sampling. Data was collected using questionnaires and SPSS was used to examine the quantitative data. Tables are used to present the data. To demonstrate the relationship between the variables, inferential statistics (regression and correlation) was employed. The following ethical guidelines were used as a guide for the research study throughout and all study activities, including communications, dates, and places of data collection, were accurately recorded. The study establishes the predictor variable with the highest impact on organizational performance at the Court of Appeal was organizational resources, followed by organizational leadership. To make sure that organizational goals and objectives are successfully carried out, the Judiciary should design and formulate policies, regulatory frameworks, and strategic plans. The study suggests that the management of any organization, such as the Judiciary, should be aware that there is a clear relationship between the chief executive officer's abilities and performance and the success of the institution. As a result, the management team influences each stage of the process of strategy implementation. The JSC should be aware that organizational leadership is an integral part of organizational success. Senior management at the Judiciary must use a suitable balance of leadership styles to maximize the chances of long-term strategic effectiveness.