IJMLS Volume IV Issue 3
Permanent URI for this collectionhttps://repository.mua.ac.ke/handle/123456789/1283
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Item INFLUENCE OF STRATEGIC LEADERSHIP PRACTICES ON FINANCIAL PERFORMANCE OF STATE CORPORATIONS A CASE OF KENYA ELECTRICITY TRANSMISSION COMPANY LIMITED.(management university of africa, 2023-11) Jackson Gachara; Prof. Washington OkeyoThe study aims to establish the influence of strategic leadership practices on the financial performance at KETRACO with specific objectives being to examine how strategic planning and organization resources affect financial performance. The findings will be used as a reference point to other researchers in the same field. The study findings will be beneficial to the foundation of future studies and provided a critical examination and the knowledge generated by this study will enable scholars to improve and develop a better understanding of the subject. The study was anchored on adaptive leadership theory and reinforced by trait leadership theory. The study adopted a descriptive research design with a target population of 385 respondents. Stratified proportion sampling was used to select 121 respondents. Questionnaires were used for data collection, and a pilot study was conducted on the questionnaires. Data were analyzed using descriptive statistics and inferential statistics. The study established a strong positive relationship between the variables (r= 0.548, p=0.000), and that strategic planning significantly influences financial performance. The regression analysis revealed a relationship R = 0.302 which showed a moderate correlation and revealed that organization resources and financial performance are significantly connected, the study established a strong positive relationship between the variables (r= 0.302, p=0.004). The study concludes that strategic planning statistically and significantly affects financial performance and that there is a positive relation between organization resources and the variations in financial performance can be explained by other study variables. It is recommended that management should develop and formulate guidelines, governing structure, and strategic plans for effective implementation of organizational goals and objectives. A further study on strategic leadership practices and financial performance in state corporations in Kenya whereby the study should seek to provide more insights.Item TRANSACTIONAL LEADERSHIP STYLE AND EMPLOYEE SATISFACTION IN WATER SERVICE INDUSTRY IN KENYA: CASE OF MALINDI WATER AND SEWERAGE COMPANY(management university of africa, 2023-11) Anderson Kasiwah Furaha; Prof. Washington OkeyoEmployee satisfaction among organizations requires an optimal mix of leadership styles. Managers of firms grapple with the various leadership styles that can suit them organizational employees, so as to satisfy them. Data from water services companies in Kenya indicates a grim picture on the state on employee satisfaction levels. The purpose of this study was to examine transactional leadership and employee satisfaction in the water service industry: a case of Malindi water and Sewerage Company limited. The study objectives were to determine the effect of contingent reward on employee satisfaction in the water service industry; to evaluate the effect of active management by exception on employee satisfaction in the water service industry; to assess the effect of passive management by exception on employee satisfaction in the water service industry. This study was guided by three theories namely the transactional theory of leadership, the fulfilment theory and the discrepancy theory. This study adopted a descriptive research design. The target population was 206 employees of Malindi water and Sewerage Company limited. The sample size of this study was 62 respondents. A questionnaire was used and data was analyzed through SPSS. Findings revealed that; there is a negative and significant relationship between contingent reward and employee satisfaction in Malindi Water and Sewerage Company limited; there is a negative and insignificant influence of management by exception on employee satisfaction in Malindi Water and Sewerage Company limited. There is a positive and insignificant influence of passive management by exception on employee satisfaction in Malindi Water and Sewerage Company limited. Overall, contingent reward, active management by exception and passive management by exception positively and insignificantly affect employee satisfaction in Malindi Water and Sewerage Company limited. This study recommends that the company should be fair in its appraisal and reward scheme. It is a recommendation of this study that managers should concentrate on successes at the workplace. The management of the company should encourage the employees to be proactive in the course of performing their duties. It is a recommendation of this study that accomplishments be recognized, and rewards be instituted.Item EFFECT OF ENVIRONMENTAL SCANNING ON ORGANIZATIONAL PERFORMANCE OF REFERRAL HOSPITALS IN KENYA: A CASE OF KENYATTA NATIONAL HOSPITAL(management university of africa, 2023-11) Patrick Makau King’ola; Prof. Washington OkeyoGlobally, organizations from both public and private sectors have over time recognized the importance of strategic management, which is considered as a tool, which can be employed for purposes of enhancing performance. Environmental scanning is an aspect of strategic management, which focuses on acquiring of relevant information by managers, which relate to activities in the operating environment of organizations for purposes of being well informed in view of action to be taken in the future. The provision of services at KNH has faced numerous difficulties. The difficulties are brought on by inadequate equipment, the presence of outdated equipment, and unfavorable working circumstances. Moreover, there is a shortage of medical personnel, and the present personnel are demoralized. The study recommends an established Environmental Scanning Framework that encompasses various dimensions, including political, economic, social, technological, legal, and environmental factors. Assign a dedicated team within each referral hospital responsible for conducting regular environmental scans and analyzing the findings. Establish a centralized data collection system that gathers relevant information from both internal and external sources, including government agencies, research institutions, and international organizations.Item EFFECT OF STAKEHOLDERS’ PARTICIPATION ON PERFORMANCE OF COUNTY GOVERNMENTS IN KENYA. A CASE OF KITUI COUNTY GOVERNMENT(management university of africa, 2023-11) Joseph Kyavoa; Prof. Washington OkeyoCorporate governance helps the organization in coming up with the structure that assists in formulating objectives, and the ways of accomplishing the set goals and monitoring performance. The performance management in public service sector entails successful management of the policies and plans aimed at achieving the targets and the anticipated benefits. Government officials concentrate more on policy, regulation and operational matters while on the other hand, the public who are the employees ought to be productive in an organization for them to secure and continue in their employment position and lastly other stakeholders have concerns in various societal and environmental issues. Stakeholders are individuals with an interest in a project or who will be impacted by it. Project success and improved decisions result from stakeholder participation. Project sustainability depends on fostering local ownership, which is accomplished through participation. Stakeholder involvement in projects results in a number of benefits. Stakeholders are able to develop their capacities and identify their own projects in the future. In turn, this promotes effectiveness and sustainability. The adoption of a devolved system of government in 2013 gave county governments the chance to improve local service delivery, but to this day, many counties continue to face rising demands from their citizens for the delivery of better services in an equitable and transparent manner. Counties should develop a structured and inclusive stakeholder engagement strategy that identifies key stakeholders, outlines their roles, and establishes communication channels. This strategy should promote meaningful participation, transparency, and collaboration among stakeholders, ultimately contributing to better decision-making and improved county performance.