Browsing by Author "Mr. Jared Osoro"

Now showing 1 - 3 of 3

GOVERNANCE STRUCTURES AND ORGANIZATIONAL PERFORMANCE OF LISTED FIRMS IN NAIROBI SECURITIES EXCHANGE IN KENYA
(management university of africa, 2025-11) Musyoka Mbinya; Mr. Jared Osoro
The study investigated how governance structures influence the organizational performance of firms listed on the Nairobi Securities Exchange (NSE), focusing on board composition and audit committee composition within the theoretical lenses of Agency, Stakeholder, and Stewardship theories. Using a descriptive research design and primary data collected from 138 respondents drawn from a target population of 210 employees, the study applied multiple regression analysis in SPSS (version 28), with validity confirmed through content and face assessment and reliability verified using Cronbach’s alpha (≥0.70). Findings revealed that governance mechanisms significantly affect firm performance individually and collectively, with audit committee composition (β = 0.315) exerting the strongest impact, followed by board diversity (β = 0.193), highlighting the value of specialized oversight, diversity, and independent monitoring. The results reinforce the importance of accountability, transparency, and ESG principles as articulated in the guiding theories. Policy recommendations call for the Capital Markets Authority (CMA) and NSE to enhance governance guidelines through mandated gender and expertise diversity, stronger board independence, ESG disclosure requirements, and routine governance audits. Managerially, firms are encouraged to strengthen board capacity, implement succession planning, provide continuous training, establish specialized audit committees, and conduct annual board evaluations to ensure strategic alignment. The study further recommends future research on governance effects on non-financial performance, comparative studies within the East African region, and longitudinal designs to assess the long-term impact of governance reforms on firm sustainability and performance.
LEADERSHIP STYLES AND DECISION-MAKING PROCESS ON WATER CONSERVATION INITIATIVES IN KENYA: A CASE STUDY OF THE NAIROBI CITY WATER & SEWERAGE COMPANY (NCWSC)
(management university of africa, 2025-11) John Melita Kamoiro; Mr. Jared Osoro
This study explored the influence of leadership styles on decision-making in water conservation initiatives in Kenya, focusing on the Nairobi City Water and Sewerage Company (NCWSC). The main objective was to assess how transformational, situational, servant, and charismatic leadership styles affect decision-making effectiveness in water resource management, infrastructure development, and service delivery. Despite NCWSC’s critical role in sustainable water conservation, persistent challenges in strategic planning, policy implementation, and stakeholder engagement are often linked to leadership inefficiencies. Guided by Charismatic Leadership Theory, Situational Leadership Theory, and the Rational Decision-Making Model, the study targeted NCWSC executives, department heads, managers, and technical officers. A stratified random sample of 360 respondents was selected, and data were collected using semi structured interviews and questionnaires. Mixed methods were employed: thematic analysis for qualitative data and SPSS (version 29) for quantitative analysis. The findings revealed that situational leadership had the greatest influence on effective decision-making, followed by transformational, charismatic, and servant leadership. Weaknesses identified included limited innovation, inadequate staff empowerment, and lack of flexibility. The study recommends fostering innovation through regular brainstorming workshops, enhancing employee participation through feedback mechanisms, and integrating charismatic motivation with structured governance for long-term conservation success. Strengthening leadership adaptability and inclusivity is crucial for improving water conservation outcomes and achieving sustainable water governance at NCWSC.
SUCCESSION PLANNING STRATEGY AND ORGANIZATIONAL PERFORMANCE IN STATE CORPORATIONS IN KENYA: A CASE STUDY OF KENYA PIPELINE COMPANY LIMITED
(management university of africa, 2025-11) Kapsir Jepkoech Noela; Mr. Jared Osoro
This study examined the effect of talent identification and development, as well as leadership training, on organizational performance. The target population consisted of 357 employees from the Nairobi Depot and Head Office, and a stratified random sample of 186 respondents was drawn from the Human Resources, Operations, Finance, Procurement, Legal, and Audit departments. Data were collected using a structured questionnaire comprising both qualitative and quantitative items designed on a 5-point Likert scale to capture perceptions, attitudes, and behaviors. The instrument was pilot tested with 10% of the sample to ensure reliability, assessed using Cronbach’s alpha (minimum threshold of 0.70), and validity through expert review. Data collection was conducted electronically via Google Forms, with strict adherence to ethical standards including informed consent, voluntary participation, confidentiality, and anonymity. Quantitative data were analyzed using SPSS Version 28 through descriptive statistics and multiple regression analysis to determine the strength and direction of relationships between the independent and dependent variables, while qualitative responses were analyzed thematically. The findings provided empirical evidence that succession planning strategies significantly enhance organizational performance. The correlation between talent development and organizational performance showed a moderate positive relationship, while the regression coefficient indicated that a unit increase in talent development led to a corresponding improvement in performance. Similarly, the correlation between leadership training and organizational performance revealed a strong positive relationship, and the regression results implied that a unit increase in leadership training resulted in a notable rise in performance. The study recommends that the organization strengthen its talent development initiatives through structured mentorship programs, leadership training, and regular talent reviews to promote leadership continuity, and further apply transparent career development and promotion policies to enhance employee motivation, ensure fairness, and sustain organizational effectiveness.