IJMLS Volume 6 Issue I

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    MANAGEMENT DEVELOPMENT PROGRAMMES AND EMPLOYEE PERFORMANCE IN THE MINISTRY OF LABOUR AND SOCIAL PROTECTION IN KENYA
    (management university of africa, 2025-11) Sabastian Mugo; Mr. Brown Kitur
    The purpose of this study was to investigate the influence of Management Development Programmed on employee performance in the Ministry of Labor and Social Protection in Kenya. The study was guided by four specific objectives: to determine the effect of team building, conflict management, coaching, and succession planning on employee performance within the Ministry. The research was significant to government agencies, policymakers, investors, and human resource practitioners as it provided insights into how management development initiatives enhance workforce efficiency, employee satisfaction, and institutional effectiveness. The study was anchored on Human Capital Theory, Transformational Leadership Theory, and Goal-Setting Theory. A descriptive research design was adopted, targeting a population of 200 employees drawn from the Ministry of Labor and Social Protection. Stratified random sampling was used to select 100 respondents. Data were collected using structured questionnaires, while a pilot study involving 10 participants from a similar government institution was conducted to test the reliability and validity of the instrument. Data were analyzed using the Statistical Package for the Social Sciences (SPSS Version 28). Descriptive statistics such as frequencies, means, and percentages were used, while inferential statistics including correlation and regression analysis were employed to establish relationships between variables. The findings were presented using tables, figures, and graphs, and ethical principles such as confidentiality, informed consent, and voluntary participation were strictly observed. The findings revealed that management development programmed had a significant positive influence on employee performance in the Ministry. Team building was found to enhance collaboration, communication, and morale, leading to higher levels of productivity and commitment. Effective conflict management practices contributed to improved teamwork, reduced workplace tension, and higher efficiency. Coaching enhanced employee confidence, decision-making ability, and job satisfaction, while succession planning ensured leadership continuity, employee motivation, and organizational stability. The study concluded that management development programmed are crucial for improving employee performance and achieving institutional goals. It recommended that the Ministry should invest consistently in structured team- International Journal of Management and Leadership Studies, 2026 Volume 6 Issue 1 644building initiatives, establish continuous conflict management training, strengthen coaching and mentorship programmers, and institutionalize succession planning to ensure leadership continuity and organizational resilience. The study further suggested that future research should examine the long-term effects of management development programmed across different government ministries and incorporate qualitative approaches to provide deeper insights into employee perceptions and behavioral hangs.
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    STRATEGIC MANAGEMENT PRACTICES AND PERFORMANCE OF STATE CORPORATIONS IN KENYA. A CASE STUDY OF KENYA PLANT HEALTH INSPECTORATE SERVICES
    (management university of africa, 2025-11) Benson Utali; Mr. Brown Kitur
    The study explored the effect of strategic management practices and performance of state corporations in Kenya. The study was guided by the following specific objectives: to find out the effect of strategic goal setting on performance at KEPHIS, to determine the effect of resource allocation on performance at KEPHIS, to find out the effect of technology adoption on performance at KEPHIS, a n d to assess the effect of monitoring and evaluation on performance at KEPHIS. The study focused on the Kenya Plant Health Inspectorate Service (KEPHIS), a state corporation mandated to regulate the quality of agricultural inputs and produce in Kenya, and sought to address challenges in service delivery, operational efficiency, and financial stability through strategic management practices. The main objective of the study was to analyze the role of strategic management practices in improving organizational performance at KEPHIS,while the specific objectives were to assess the effect of strategic goal setting, resource allocation, technological adoption, and monitoring and evaluation frameworks on performance. The study was limited to KEPHIS employees, targeting a population of160 and a sample size of 114 respondents. It adopted descriptive research design and was anchored on the Resource-Based View (RBV) Theory, Technology Acceptance Model (TAM) Theory, and Balanced Scorecard (BSC) Theory. Data were collected through questionnaires and analyzed using descriptive statistics, with results presented in tables. The findings revealed that well-defined strategic goals, transparent resource allocation, effective technological integration, and strong monitoring and evaluation systems significantly enhanced organizational efficiency, accountability, and service delivery. The study recommends that state corporations strengthen strategic goalsetting processes, promote transparent resource utilization, invest in modern technology and employee capacity building, and establish robust monitoring and evaluation frameworks to foster accountability and continuous improvement. In addition, the study recommends that future research should explore the relationship between strategic management practices and organizational culture, as well as the role of leadership and innovation in enhancing performance within state corporations.
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    EFFECT OF TECHNICAL CAPACITY AND STAKEHOLDER INVOLVEMENT ON PROJECT IMPLEMENTATION IN MARGINALIZED COUNTIES OF KENYA: A CASE STUDY OF GARISSA COUNTY
    (management university of africa, 2025-11) Suleiman Hussein; Mr. Brown Kitur
    Effective project implementation remains a persistent challenge in Kenya’s marginalized counties, where limited institutional capacity and weak stakeholder engagement often lead to project delays, cost overruns, and incomplete outcomes. This study examined the effect of technical capacity and stakeholder involvement on project implementation in Garissa County, one of Kenya’s least developed regions. The research was guided by the Resource-Based View (RBV) and Stakeholder Theories, which emphasize internal capabilities and participatory governance as key enablers of project success. A descriptive research design was adopted, targeting 250 project stakeholders drawn from various county departments. Using Yamane’s formula, a sample size of 154 respondents was selected through stratified random sampling. Primary data were collected using structured questionnaires, and reliability was confirmed through Cronbach’s Alpha coefficients exceeding 0.80. Data were analyzed using SPSS Version 28, applying both descriptive and inferential statistics, including correlation and multiple regression analysis. The results revealed that both technical capacity (β = 0.247, p < 0.01) and stakeholder involvement (β = 0.209, p = 0.003) had a positive and statistically significant effect on project implementation in Garissa County. The overall model explained 64.1% (R² = 0.641) of the variation in project implementation, confirming the strong predictive power of the selected variables. The study concluded that enhancing technical competencies, providing adequate tools and systems, and promoting participatory stakeholder engagement are critical to improving project efficiency and sustainability in marginalized regions. It recommends that county governments institutionalize continuous capacity-building programs, strengthen stakeholder consultation mechanisms, and integrate participatory monitoring and evaluation frameworks. These measures would enhance accountability, foster ownership, and improve the timely completion and quality of public projects in Kenya’s devolved system.
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    EFFECT OF STRATEGY IMPLEMENTATION AND STRATEGY EVALUATION ON THE FINANCIAL PERFORMANCE OF PROFESSIONAL SERVICE SMES IN KISUMU COUNTY, KENYA
    (management university of africa, 2025-11) Phyllis Aoko Okoth; Mr. Brown Kitur
    Small and Medium Enterprises (SMEs) remain pivotal to Kenya’s economic development through job creation, innovation, and income generation. Despite their importance, professional service SMEs often experience weak financial performance due to poor execution and inadequate monitoring of strategic plans. This study examined the effect of strategy implementation and strategy evaluation on the financial performance of professional service SMEs in Kisumu County, Kenya. Anchored on the Balanced Scorecard Model and the Dynamic Capabilities Theory, the study adopted a descriptive research design targeting 245 professional service SMEs, with a sample of 152 selected through stratified random sampling. Data were collected using structured questionnaires and analyzed through descriptive and inferential statistics using SPSS version 28. Reliability was confirmed with a Cronbach’s Alpha coefficient of 0.83. Regression results indicated that both strategy implementation (β = 0.229, p < 0.01) and strategy evaluation (β = 0.263, p < 0.001) had positive and statistically significant effects on financial performance, jointly explaining 72.4% of the variation in performance (R² = 0.724). The study concludes that consistent implementation and continuous evaluation of strategies enhance profitability, liquidity, and growth. It recommends that SMEs institutionalize structured implementation frameworks with clear performance indicators and feedback mechanisms to ensure strategic alignment and long-term sustainability.