Masters in Leadership and Management MML

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    MOBILE MONEY SERVICES AND PERFORMANCE OF MICRO, SMALL AND MEDIUM ENTERPRISES IN KAJIADO COUNTY IN KENYA: A SURVEY OF KITENGELA SUB COUNTY
    (management university of africa, 2021-10) MBITHI GEORGE MUTISO
    Since introduction of mobile money services in Kenya in 2007, there are more than 110,000 M Pesa agents, 40 times the number of banks ATMS in Kenya. In the first quarter of 2020 (January to March), there was a total of KES 1,087 billion transacted through mobile payments. Among users of mobile money services in Kenya, there are micro, small, and medium enterprises (MSMEs). MSMEs play a crucial role in the Kenya economy through income generating activities and employment creation. Despite the apparent significance associated with MSMEs and the numerous policy initiatives introduced by respective governments in the developing economies during the past decade to accelerate the growth and survival of MSMEs, the performance of MSMEs has been disappointing. The current study sought to bridge this gap by assessing the relationship between mobile money services and performance of small and medium enterprises in Kitengela, Kajiado County, Kenya. The specific objectives of the study were: establish the relationship between mobile payments, mobile transfer, mobile financial services and mobile commerce and performance of small and medium enterprises in Kitengela, Kajiado County. The study benefited MSMEs’ business owners, scholars, and academicians. The study was anchored on Diffusion of innovation theory. The study employed descriptive research design. The target population was 817 formally registered MSMEs in Kitengela Town dealing in trade, services, and manufacturing. The study employed Fisher Model to come up with sample size of 261 who were the business owners or managers/operators. The study utilized primary data which was collected using questionnaires. Quantitative data was presented in frequency tables and figures while quantitative data was presented in prose form. Multiple regression was used to test the relationship between the independent variables and dependent variable. The study established that disbursement and repayment of loans influence mobile money transfer performance. It was also found out that withdraw of money from mobile phone have enhanced the overall performance of mobile financial services. Further, the study found out that checking account balance influenced the performance of mobile commerce among MSMEs. The study concluded that mobile commerce had a statistical significance relationship with the performance of MSMEs in Kitengela, Kajiado County. It was also concluded that salary processing and supplier’s payment influenced the performance of mobile money services among MSMEs in Kitengela, Kajiado County. The study therefore recommended that mobile services provider should seek to promote their services to encourage as many businesspeople as possible to make use of mobile money services. Further, the study recommended that the regulator of mobile phone providers should work towards reducing mobile money services charges between different networks.
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    HUMAN RESOURCE PLANNING AND BUDGETING PROCESS IN GOVERNMENT HEALTH INSTITUTIONS IN KENYA: A CASE STUDY OF MAGUTINI LEVEL FOUR HOSPITAL
    (management university of africa, 2024-07) NANCY KATHURE MBAKA
    Human resource planning is a crucial component of HRM that many businesses use to make sure the best employees are hired for the proper positions with the correct skills and knowledge. In terms of efficiency, service delivery, and product quality, this is particularly true. Budget discrepancies persistently persist during the implementation. Planning for human resources typically reflects the effectiveness of a certain institution's performance, which depends on it. To determine the human resource planning and budgeting processes in government health institutions in Kenya, Magutini Level Four Hospital was study focus. The study examined recruitment, employee retention, staff training, and employee benefits in the budgeting process at Magutini Level Four Hospital. The study's major anchor theory was goal-setting theory, which is backed by institutional and human capital theory. The study's foundation was a positivist research paradigm that used a study design that was descriptive. The researcher intended to reach 750 respondents; however, secondary data was employed in the literature study, and 260 respondents were chosen as the sample size by the use of stratified random sampling and administered questionnaires. Findings were examined using descriptive statistics (standard deviation, percentages, and frequencies), and the data were shown using tables. To show how the study variables related to one another, inferential statistics were used. The Pearson correlation can assist in determining the direction and strength of the relationship between the variables. A 2-tailed test was used for the correlation analysis with a 5% significance level. The results demonstrated a strong connection between the budgeting process and human resource planning. The budgeting process and employee benefits had a moderate association according to the results of the regression analysis, indicating a significant relationship. Regression analysis revealed a strong association between the characteristics identified by the research and recruiting additional staff in the budgeting process. Regression analysis showed a substantial correlation and a link between training, development, and performance. Employee retention and the budgeting process were significantly correlated and linked. According to the study's conclusion, factors such as staff recruitment, employee retention, training and development, and employee benefits affect the budgeting process. When all variables are considered, including the budgeting process, these factors can account for more than 61% of the variation in the budgeting process. The research study makes the following suggestions for enhancements to the management and board of directors of the Magutini Level 4 Hospital: The administration of Magutini Level 4 Hospital has to invest in its people. Training and development expenditures are crucial for building human capital, and top management must support this by providing the required funds. HRM initiatives are important in this, but they won't be able to flourish if top management of the company doesn't actively support them. The study's conclusions suggest that the company's executives should provide adequate funding for HRD and the budgeting procedure. Periodic cost estimates are required for every job in the plan in order to make sure that funds are used as efficiently as feasible. The research suggests that management look for further support for technical methods in executing strategies by providing chances for advancement to their staff and having clearly defined career routes for them to preserve the cohesion of efforts to assist strategy execution. Further investigation of the planning and budgeting procedures for human resources in Kenyan state enterprises is warranted in light of the study's results, recommendations, and conclusion. This additional research should aim to confirm the results of the current investigation and provide new data to support the current conclusions.
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    ANTECEDENTS OF ETHICAL ISSUES IN POLICE RECRUITMENT IN KENYA: A CASE OF THE EMBAKASI POLICE TRAINING INSTITUTE
    (management university of africa, 2024-09) JULIET O. NYANGÁI
    The ethical issues surrounding police hiring in Kenya have raised concerns, primarily in regard to openness, equity, and following of the set hiring protocols. The integrity of the recruiting process has been weakened by a number of complaints directed against the Kenya Police Service, including claims of partiality, corruption, and a lack of accountability. These moral dilemmas impact public confidence in law enforcement agencies in addition to making it more difficult to choose competent applicants in a fair and reasonable manner. Although recruiting and selection procedures, procedural guidelines, and a legislative framework aimed at maintaining ethical standards are in place, it is still unclear how successful these systems are. Using the Embakasi Training Institute as a case study, this paper examines the causes of ethical problems in police recruitment. The specific objectives of the study were to evaluate the effects of the indirect procedural guidelines on ethical issues in police recruitment in Kenya, to determine the effect of recruitment and selection policies on ethical issues in police recruitment in Kenya, to investigate the effect of recruitment strategies on ethical issues in police recruitment in Kenya and to examine the effect of the legal framework on ethical issues in recruitment at the Kenya police service. The study was based on three theories, which are the Attribution Theory Institutional theory and Implicit Personality theory. This study was anchored on Institutional theory as the key theory because of its emphasis on the deeper and more resilient aspects of social structure. The researcher used descriptive research design. The study's target population was 200 police officers and staff involved in the recruitment process at Embakasi Police Training institute. The sample size was 100 staff of Embakasi Police Training. Data was collected using structured questionnaires which were distributed to the sampled respondents at Embakasi Police Training institute. The questionnaires were collected within one month. The collected data was analyzed using descriptive and inferential statistics with help of SPSS. The findings were then presented using tables and charts. From the analysis of the filled questionnaires, it was found that there is adherence to recruitment policy and code of ethics during recruitment at the Kenya Police Service as such indirect procedural guidelines influence ethical police recruitment at the Kenya Police force in Embakasi. The study also found that recruitment strategies put in place by the Kenya Police force affect the ethical police recruitment in Kenya. The study then concluded that indirect procedural guidelines, recruitment and selection policies, recruitment strategies and legal framework all significantly affect ethical recruitment at the Embakasi Police Training Institute. From the study it is recommended that recruiting agencies should put in place procedural guidelines, recruitment and selection policies and strategies to enhance ethics in recruitment. The findings of this study will be beneficial to policy makers, academicians and researchers. The findings will also be of benefit to the recruitment practice in public and private organizations. The findings will inform policymakers on the need for policy changes and implementation of ethical recruitment practices in the police service.
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    LEADERSHIP COMMITMENT AND INCLUSIVITY CULTURE IN STATE CORPORATIONS IN KENYA: A CASE STUDY OF KENYA REVENUE AUTHORITY HEADQUARTERS
    (management university of africa, 2024-11) CAROLINE N MUNIALO
    The primary objective of this study was to examine the relationship between leadership commitment and an inclusivity culture within the Kenya Revenue Authority (KRA). Specifically, the study evaluated the effects of leadership vision, leadership policies, resource allocation, and leadership accountability on the development of an inclusivity culture at KRA. The research explored the intersection of leadership and organizational performance, integrating key theories such as Transformational Leadership Theory, Resource-Based View (RBV) Theory, Accountability Theory, and Social Identity Theory. Transformational Leadership Theory served as the anchor theory, emphasizing how leaders inspire and motivate employees toward higher performance levels and organizational change. The study targeted all 1,320 employees working at Times Tower, employing stratified random sampling to select 132 respondents for participation. Primary data were collected using questionnaires that contained both open and closed ended questions, while secondary data were gathered from journals, books, and reports. Data analysis was performed using descriptive statistics, including regression analysis and standard deviations, alongside thematic analysis to identify and interpret patterns related to leadership commitment and inclusivity culture. The study found that leadership vision had a significant positive impact on inclusivity culture at KRA (β = 0.315, p = 0.000), with a mean score of 3.85 for leadership commitment to inclusivity, though the empowerment of underrepresented groups was lower at 3.65. Leadership policies also contributed positively (β = 0.245, p = 0.001), with a mean score of 3.85 for anti discrimination measures, although diversity training programs scored lower at 3.60. Resource allocation showed the smallest impact (β = 0.185, p = 0.020), with mean scores of 3.40 for funding adequacy and 3.45 for the hiring of diversity officers, indicating resource constraints. Leadership accountability was positively linked to inclusivity (β = 0.208, p = 0.004), with mean scores of 3.80 for inclusivity targets, 3.50 for performance evaluations incorporating inclusivity, and 3.70 for transparency in inclusivity. It can be concluded that leadership vision is a key driver of inclusivity but requires continuous effort to translate into actionable outcomes. It can also be concluded that diversity policies at KRA foster equality but need consistent enforcement to address challenges effectively. Additionally, it can be concluded that insufficient resource allocation limits the impact of diversity and empowerment initiatives. Furthermore, accountability mechanisms ensure leaders prioritize diversity efforts but require measurable and regular reporting for sustained impact. Finally, it can be concluded that progress in inclusivity culture at KRA depends on sustained engagement, equal opportunities, and collaboration. The study recommends that leaders actively promote inclusivity as a core value and set specific diversity goals to inspire broader participation. The study also recommends that KRA update inclusivity policies regularly, mandate employee training, and establish a task force to oversee compliance. Moreover, the study recommends that KRA increase funding for diversity programs, hire dedicated diversity officers, and invest in mentorship initiatives. Lastly, the study recommends embedding inclusivity metrics into leader evaluations and publishing regular progress reports to foster transparency and align accountability with organizational goals.
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    PRINCIPLES OF SERVANT LEADERSHIP STYLE AND PROJECT PERFORMANCE IN FAITH- BASED ORGANIZATIONS. A CASE OF AFRICA INLAND CHURCHES IN NAIROBI, KENYA
    (management university of africa, 2024-11) ELIJAH MUSYOKA MUSAU
    Despite the potential benefits of servant leadership, AIC churches in Nairobi struggle with project performance due to inadequate staff empowerment, poor communication, unclear goal setting, and inconsistent leader commitment. This study aimed at investigating the effect of servant leadership principles on project performance in these faith-based organizations. The specific objectives were to assess the effects of staff empowerment, leadership communication, goal setting, and resource provision on project performance in AIC churches in Nairobi. The research was anchored on the theory of servant leadership The theory was introduced by Robert K. Greenleaf in 1977 and it emphasizes the leader's role as a servant to others, prioritizing the needs of followers and enabling their growth and development. A cross-sectional survey design was employed .The target population was 945 members of the Local Church Councils across 135 AIC churches in Nairobi, Kenya. Stratified random sampling was employed. Yamane's (1967) formula was used to determine the sample size, ensuring a confidence level of 95% and a margin of error of 5%. This resulted in a sample size of 280 respondents. Quantitative data was analyzed using descriptive statistics such as means, standard deviations, frequencies, and percentages .Qualitative data obtained from open-ended questions underwent content analysis to identify recurring themes and patterns. The analysis indicated that staff empowerment significantly enhances project performance, with a mean score of 2.72 for autonomy in decision-making, suggesting a need for improved independence among employees. Skill development programs scored high at 4.76, indicating their effectiveness in enhancing project outcomes, while a mean score of 4.45 for commitment to responsibilities highlights the positive correlation between empowerment and dedication. Leadership communication is also critical, evidenced by a mean of 4.98 for clear communication of vision, which fosters alignment; however, feedback mechanisms received a low mean of 1.67, indicating a gap that needs addressing. Goal setting was found to positively correlate with performance, with a mean of 3.91 for goal clarity and 4.44 for effective tracking, reinforcing the necessity for clear and aligned objectives. Resource provision, however, scored poorly, with means of 1.42 for resource sufficiency and 1.40 for timeliness, underscoring dissatisfaction among staff and highlighting the need for improved allocation processes. The conclusion drawn from this analysis emphasize that staff empowerment, clear leadership communication, effective goal-setting practices, and adequate resource provision are crucial for optimizing project performance. Based on the findings, it was recommended that organizations should need to enhance staff empowerment programs and leadership communication strategies. Strengthening goal-setting practices by ensuring that goals are clear and consistently tracked will help maintain team focus. Finally, ensuring adequate and timely resource provision through improved planning and allocation processes is critical for project success. For further research, it is suggested to explore how technology, such as project management software or digital communication platforms, influences staff empowerment and overall project success. Additionally, future studies could investigate how different organizational cultures affect the relationship between leadership communication, goal-setting practices, and project performance, identifying specific cultural factors that may support or hinder effective communication and goal alignment in diverse work environments.
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    BOARD OF DIRECTOR ORIENTATION AND PERFORMANCE OF STATE CORPORATIONS IN KENYA : A SURVEY OF SELECTED STATE CORPORATIONS IN THE ENERGY SECTOR.
    (management university of africa, 2024-11) BENSON EMUGET
    This study focused on the Board of director orientation on performance of state corporations in Kenya : A Survey of Selected State Corporations in the Energy sector. The objective of the study was to find out how board composition, board independence, board training and leadership style affect performance of board of directors in Kenya’s state corporation. The scope of the study for the research project was selected state corporations in Kenya and they included: Kenya Power and Lighting Company, Kenya Pipeline Company, Kenya Electricity Generating Company, National Oil Corporation of Kenya and Kenya Civil Aviation Authority. The study was anchored on the Agency theory supported by Transactional Cost theory and Upper Echelon theory. The study adopted a descriptive research design. The unit of analysis was selected state corporations while the unit of observation was board of directors in the mentioned state corporations. The target population for the study was 62 board of directors drawn from state corporations in Kenya and censors’ method was adopted. The key research instrument to be used; a 5-point-likert scale questionnaire which was used to collect primary data. The questionnaire was administered through drop and pick method. The process of data analysis involved data clean up and explanation. Responses in the questionnaires were tabulated, coded and processed by use of a computer Statistical Package for Social Science (SPSS) version 25 programmed to analyze quantifiable data using descriptive and inferential statistics which include Frequency, Mean, Correlation analysis and Regression analysis. This study applied a descriptive research design since it analyzed both quantitative and qualitative data at the same time. The target population was directors of selected Kenya’s energy sector parastatals that consisted of: Kenya Pipeline Company Ltd, Kenya Power and Lighting Company Ltd, KenGen Company Ltd, KETRACO, Geothermal Development Company Ltd and National Oil Corporation, where a simple random sampling was adopted to pick the respondents to engage in the study and a sample size of 62 directors were selected. The study utilized the help of self-administered questionnaires to compile primary data where the questionnaires had both open and closed –ended questions and statements. The research findings and results indicated that the questionnaires were both valid and reliable and could be utilized. Ideally, having all other independent variables constant, a unit increase in level of board leadership style would result to an increase in performance of the board of directors in Kenya’s energy sector parastatals significantly. Several avenues for additional research can be identified. For starters, our research was limited to the effects of determinants of the effectiveness of board of directors in the Kenya’s energy sector parastatal. Future studies should however look at the effectiveness of the board of directors from other sectors as well as from both public and private sectors. More research is needed to investigate on other determinants of effectiveness of the board other than board composition, board size, board independence, board training and development and board leadership style. Hence this study recommends further study to include other attributes that might influence the effectiveness of board of directors in the parastatal sectors.
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    MANAGEMENT DECISION MAKING AND ORGANIZATIONAL PERFORMANCE OF NAIROBI CITY COUNTY, KENYA
    (management university of africa, 2024-11) CAROLYN MARIE KEGEHI NGAYWA
    This study investigated the influence of management decision-making on organizational performance of Nairobi City County. The specific objectives of the study are to examine how decision-making styles, availability of information, organizational structure and organizational culture affect organizational performance at Nairobi City County. The findings will be beneficial not only to the CEOs of Nairobi City County but also to CEOs in other counties. Additionally, the study will provide managers with insights into improving their management decision-making processes and styles. This study is based on three theories: Schein's theory, Open Systems Theory, and Transformational Leadership Theory. Schein's theory serves as the anchor theory. A descriptive research design was employed, as it is effective for describing variables without researcher influence. 180 employees from different organizational departments made up the target population. The population was divided into strata using a stratified random sample design, which increased the accuracy of the sampling procedure. Thirty percent of the target population, or 54 responders, made up the sample. The main instrument for gathering data were questionnaires. Both quantitative and qualitative methodologies was used to analyze the data in light of the study topics. Tables and charts were used to present the data, making it easier to understand the findings. The findings of this study underscore the importance of effective decision-making styles, availability of information, organizational structure, and culture in enhancing organizational performance. The predominance of the democratic decision-making style suggests that involving employees in decision-making fosters a sense of ownership and commitment, leading to improved performance outcomes. The regression theory shows that all four independent variables are significant predictors of organizational performance, with p-values less than 0.05. This indicates that decision-making styles, availability of information, organizational structure, and organizational culture all have a positive impact on organizational performance. The coefficients suggest that organizational culture has the most substantial effect (β = 0.345), followed closely by decision-making styles (β = 0.320). This finding emphasizes the critical role of a supportive culture and effective leadership in driving performance outcomes. In conclusion, the study highlights the positive impact of democratic and coaching decision-making styles on organizational performance in Nairobi City County. These styles promote employee involvement, innovation, and skill development, which are essential for improving efficiency and achieving organizational goals. The findings corroborate the literature, which consistently emphasizes the value of participative leadership in enhancing both employee satisfaction and performance. The study recommended that Nairobi City County should focus on strengthening its organizational culture by fostering shared values and promoting open communication. Leadership at all levels should be trained to theory the organization’s values and vision, ensuring that employees feel connected to the organization’s goals.