Department of Human Resources Development

Permanent URI for this collectionhttp://localhost:4000/handle/20.500.12092/1877

Browse

End date: 2019Subject: search.filters.subject.Firm Performance

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Strategic Choice, Organizational Learning, Top Management Team Processes and Firm Performance: A Critical Literature Review
    (2016-01) Ayuya, Angeline Mukokho; Ombaka, Beatrice
    Organizations are in a constant search for ways of distinguishing themselves from rivals and competitors in a bid to outperform them and secure sustained competitive advantage. It has been argued that organizations that will truly excel in the future will be those that discover how to tap people’s commitment and develop the capacity to learn at all levels in an organization. The advantage maybe seen as resting in the strategic choices that these organizations make including the choice to engage in organizational learning and to ultimately transform into learning organizations. Strategists (TMTs) within a strategic group must share commonalities in determining strategic direction of their firms and in nurturing and deploying resources to realize chosen strategies. It is explicit that organizational outcomes including organizational culture, organizational learning and performance are a function of the strategic choices that organizations make. These strategic choices have been termed by population ecologists as response strategies to environmental opportunities and threats. Other researchers have taken the stance that strategic choices are constrained by the environment in the environment dependence and determinacy framework. It has been separately argued and determined that strategic choices are to a great extent influenced by leadership, goal agreement, the level of cohesion and the collective vision of TMTs. These TMT processes have a bearing on organizational learning and consequently performance. Various conceptual linkage shave been identified between the variables of the study. However, these linkages have neither been concretized nor integrated. This paper seeks to verify the conceptual linkages between the variables and to develop a conceptual framework for interrogating the joint influence of Organizational Learning (OL) and TMT processes on the relationship between strategic choices and firm performance.
  • Thumbnail Image
    Item
    Strategic Human Resources and Firm Performance: Perspectives from Small and Medium Manufacturing Enterprises in Kenya.
    (2019) Ombaka, Beatrice Elesani; Muturi, Moses Murimi;
    This study sought to determine the influence of human resources on performance of small and medium manufacturing enterprises in Kenya. The study was anchored on the Resource Based View (RBV) theory of the firm. Positivistic research philosophy was adopted in the study. The study used descriptive research design to establish the relationship between the study variables. The population for the study comprised of the 350 small and medium manufacturing enterprises registered by the Kenya Association of Manufacturers (KAM) where a sample of 183 participants was chosen using stratified sampling method. Data analysis was conducted using descriptive statistics and regression analysis. The study established that human resources have a significant influence on performance of small and medium manufacturing enterprises in Kenya. Of the constructs used to measure human resources, decision making skills and personnel expertise had a significant influence on performance while level of commitment and loyalty of employees were not significant. Further, decision making skills had a higher influence on performance followed by personnel expertise. Consequently, the study recommended that the management of small and medium manufacturing enterprises should focus on having adequate personnel with the required expertise and have sufficient decision-making skills as this will impact on their performance. The findings of this study significantly contribute to the existing pool of knowledge regarding the concept of strategic human resources and its implications on organizational performance especially among small and medium manufacturing firms. The findings of the study are of significance to the management of small and medium manufacturing enterprises, Kenya Association of Manufacturers as well as the government of Kenya both at the national and county levels. Scholars and other researchers would also find the outcomes of this study relevant as reference material to advance in their research.
©Karatina University