Browsing by Author "NELLY CHEROTICH LANGAT"

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    EFFECT OF STRATEGIC PLANNING APPROACHES ON INSTITUTIONAL PERFORMANCE WITHIN KENYA'S BANKING INDUSTRY: AN EXAMINATION OF GULF AFRICAN BANK LIMITED
    (Management University of Africa, 2026-06) NELLY CHEROTICH LANGAT
    This study explored how strategic planning approaches shape institutional outcomes within Kenya's banking industry, using Gulf African Bank Limited as the case organization. The inquiry was anchored on four analytical objectives: evaluating how strategic goal setting, strategy formulation, strategy execution, and monitoring and evaluation each contribute to organizational performance. A descriptive survey design was adopted, targeting a population of 120 bank employees. Applying Yamane's sampling formula yielded a sample of 92 respondents, from whom 78 usable questionnaires were received, translating to an 85 percent return rate. The empirical findings reveal that each of the four strategic planning dimensions exercises a positive and statistically meaningful effect on the bank's institutional performance. Well-defined and broadly communicated goals were found to cultivate employee dedication, inter-departmental alignment, and individual accountability. Evidence-driven strategy formulation processes were associated with superior managerial decision-making and more purposeful resource utilization. Disciplined strategy execution anchored by action-oriented operational plans, unambiguous role assignments, and structured feedback channels was found to reinforce organizational coordination and overall operational output. Technology-integrated monitoring and evaluation systems facilitated timely oversight, heightened reporting accuracy, and fostered a culture of ongoing institutional improvement. Overall, the study concludes that coherent and integrated strategic planning approaches generate marked gains in operational efficiency, institutional accountability, and performance within Kenya's banking sector. Management at Gulf African Bank is accordingly advised to intensify investment across all four planning dimensions, with dedicated attention to participatory goal setting, stakeholder-driven strategy development, disciplined implementation oversight, and the adoption of sophisticated digital monitoring infrastructure.