Department of Human Resources Development
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Item Influence of employer-employee relationships on service quality in the hospitality industry in Nakuru County, Kenya(2020) Mburu, Ben K.; Koome, Peter; Gichuhi, DavidEmployees are the backbone of the hospitality industry, and the people in service are inseparable from the service they provide. This research investigated the influence of employer-employee relationships on service quality in the hospitality industry in Nakuru County, Kenya. Descriptive design was used to gather both quantitative and qualitative data through the use of questionnaires and interview guide as the key informants. The target population was 73 respondents comprising of 55 employees’ operational employees and 18 supervisors at Nuru Palace and the Legacy Hotel in Nakuru County. The findings also reveal that coaching and mentorship as well as mutual trust between employees and their superiors affect service quality positively. The study recommends that hospitality establishments should facilitate more on the job training and provide technical support to their employees. They should also work on establishing trust between the management and the workforce.Item The effect of a company’s innovation orientation culture on employee turnover among selected non-governmental organizations in Samburu(2021) Lentawa, Julius; Gesimba, Paul; Gichuhi, DavidThis paper examines the effect of a company's innovation orientation culture on employee turnover among selected non-governmental organizations in Samburu, Kenya. A stratified random sampling technique was used to select 78 NGOs operating in Samburu County for the analysis, the study population comprised 11 senior management teams, 14 technical teams and 78 junior staff in 24 selected and active NGOs in Samburu. The analysis gathered both qualitative and quantitative data. A structured questionnaire was used to collect quantitative data and an interview guide was used to collect qualitative data. Thematic data analysis was used to interpret qualitative data, which included common terms, phrases, themes, and patterns. Quantitative data were analyzed using descriptive statistics which includes frequencies, means, and standard deviation. Findings Results showed that innovation orientation is positively correlated with employee turnover (r=0.375, P=0.01). This supports Chow et al’s (2001) study which revealed that innovation orientation as part of an organization's culture has a significant effect on employee turnover. This study also discovered that an innovation orientation culture embedded in an NGO's ideology will help to reduce turnover because workers feel valued when their work is recognized for creativity and innovation.Item Effect of team diversity on team cohesion in faith-based organizations: Acase of St. Martin catholic social apostolate in Nyahururu, Kenya(2022) Wanjiku, Daniel Kabiru; Gichuhi, David; Mwaura, Peteream diversity management helps to improve the cohesion of a team and ultimately, organizational development is enhanced. The purpose of this study was to determine the effect of team diversity management on team cohesion at St. Martin Catholic Social Apostolate, Kenya. The study adopted a descriptive research design. The target population for the study was 115 employees at the St. Martin Catholic Social Apostolate in Kenya. Stratified and simple random sampling procedures were used to sample 92 employees. Data was collected using a questionnaire and the collected data was analyzed through the use of the Statistical Package for Social Scientists (SPSS) version 21. Descriptive statistical analysis involved the calculation of percentages and frequencies while inferential statistical analysis involved Pearson correlation in establishing the association of the variables under investigation. and Chi-square tests. Data was presented in the form of tables and charts. Qualitative data were analysed thematically and presented in the form of narratives. The study ensured that ethical considerations were adhered to. The study found a statistically significant relationship between team diversity management and team cohesion (p<0.05). The study concludes that each team member is held accountable for their activities and the decisions they make regarding the team and is included in team activities. The study recommends that the team leaders ensure that all team members are included in all team activities. This can be achieved through creating environments and opportunities that allow the team members to provide their opinions openlyItem Strategic Choice, Organizational Learning, Top Management Team Processes and Firm Performance: A Critical Literature Review(2016-01) Ayuya, Angeline Mukokho; Ombaka, BeatriceOrganizations 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.Item The Influence of External Stakeholders and Expansion Strategies on the Relationship between Organisational Resources and Firm Performance(2013) Mahasi, John; Awino, Z. B.; Pokhariyal, G. P.; Ombaka, BeatriceFor decades, the field of strategic management has focused on the determination of drivers of performance and the causes of variation in performance within and between firms. The frameworks so far identified such as resources, external stakeholders and expansion strategies provide partial explanations to performance. This paper seeks to investigate the drivers and causes of variation in performance from a resource based perspective while considering the joint influence of external stakeholders and expansion strategies. According to the resource based theory, resources are central to a host of organisational actions and outcomes. Resources determine a firm’s response capabilities and response strategies, growth and expansion strategies and can ultimately be leveraged to secure superior performance. Stakeholder theorists have argued that paying attention to and satisfying stakeholder needs is essential to organisational success. However, the influence of stakeholders on firm performance has seldom been articulated. The effect of expansion strategies such as diversification and internationalization on performance has been investigated. The literature review done and the conceptual model developed establish the moderating effect of external stakeholders and the intervening role of expansion strategies on the relationship between resources and performance. The findings will provide useful insights to managers on factors affecting performance and the manner in which they affect performance. This will help refocus strategic effort towards improved performance of the institutions and contribute to the steadily growing knowledge on the drivers of firm performance and causes of variation in firm performance and could possibly guide future research.Item Organizational Resources, External Environment, Innovation and Firm Performance: A Critical Review of Literature(2014-12) Ombaka, Beatrice Elesani; Michuki, V.; Mahasi, J.Organisational climate (OC) plays an important role in the innovation of an organisation. In addition, innovation has become critical for nations, organisations and individuals in an increasingly complex and challenging world. Yet, very few studies are designed to investigate the causal path of the effect of innovation on organisational performance systematically by examining the influence of organisational climate. The purpose of the study has been to consolidate, synthesize and critique the empirical studies that have examined the relationship between organisational climate, innovation and organisational performance. A systematic literature review approach has been followed to find the appropriate studies on these constructs (organisational climate, innovation and organisational performance) and the building blocks of science (concepts, statement and conceptual framework) have been used as a structure to analyse and report on the findings. After consulting 96 major databases, covering a wide range of fields, only seven articles that investigated the causal path between organisational climate, innovation and organisational performance were identified. The differences and similarities on how concepts were used are presented. These differences become particularly apparent when the tools used to measure these constructs are examined. Studying the articles has also resulted in the development of appropriate and comprehensive typologies concerning the variables. The findings also show that models are typically linear and these are affirmed when subjective, rather than objective, measures are used. This research study alerts researchers and practitioners alike about the importance of clear and shared definitions of constructs. Without that meaningful communication, observation on the topic is impossible. The findings also show that the methods of measurement influence results, which should be considered when interpreting the results.Item Organizational Resources, Innovation and Performance of Insurance Companies in Kenya(University of Nairobi, 2015) Ombaka, Beatrice E.; Machuki, Vincent N.; Awino, Zachary B.; Gituro, WainainaIn spite of a growing body of literature on firm performance, explaining why firms in the same industry and markets differ in their performance remains a fundamental question within strategic management field. While some researchers have attributed these differences to the resources owned and controlled by firms, others have argued that resources alone do not explain the differences in the firms’ performance. This debate still continues, hence providing room for further contributions. Underpinned by the postulations of resource based theory, dynamic capabilities theory and knowledge based theory; this study contributes to the debate. The study advances the proposition that resources influence performance through the intervening effect of innovation. The proposition is empirically tested using both primary and secondary data from 46 Insurance Companies in Kenya. The results reveal that both tangible and intangible resources have a statistically significant direct influence on non-financial performance despite mixed findings as regards to the independent effects of resources on various firm performance indicators. Innovation was found to have a statistically significant intervening influence on the relationship between resources and non-financial performance. The findings offer some support for the anchoring theories as well as partial support to previous similar studies. In spite of the inherent limitations, the study advances the frontiers of knowledge in confirming the anchoring theories while providing ground for policy direction and managerial practice. Key Words: Organizational Resources, Innovation, Firm Performance, Insurance CompaniesItem Exploring Resources and Performance Relationships in Commercial Enterprises: An Empirical Perspective(2015-10-07) Ombaka, Beatrice Elesani; Awino, Zachary Bolo; Machuki, Vincent N.; Wainaina, GituroDespite a growing body of literature on firm performance, explaining why firms in the same industry and markets differ in their performance remains a fundamental question within strategic management field. Researchers have attributed differences in firm performance to resources owned by a firm but the results remain fragmented and no consensus has yet emerged. Therefore, the debate is still open and this study sought to contribute to the debate and address extant gaps. This study investigated the influence of organizational resources on performance of insurance companies in Kenya. The study was based on a survey of 46 insurance companies in Kenya. The study reports that both tangible and intangible resources have a statistically significant influence on non-financial performance of insurance companies in Kenya. However, there were mixed findings as regards the individual influence of resources on various firm performance indicators. Intangible resources evidenced statistically not significant results individually but when combined, they had a statistically significant influence on non-financial performance. The reverse was true for tangible resources. Based on the findings, implications of the study and suggestions for further study are presented.Item Exploring Resources and Performance Relationships in Commercial Enterprises: An Empirical Perspective(2015-10-07) Beatrice E., Ombaka; Awino, Zachary Bolo; Machuki, Vincent N.; Wainaina, GituroDespite a growing body of literature on firm performance, explaining why firms in the same industry and markets differ in their performance remains a fundamental question within strategic management field. Researchers have attributed differences in firm performance to resources owned by a firm but the results remain fragmented and no consensus has yet emerged. Therefore, the debate is still open and this study sought to contribute to the debate and address extant gaps. This study investigated the influence of organizational resources on performance of insurance companies in Kenya. The study was based on a survey of 46 insurance companies in Kenya. The study reports that both tangible and intangible resources have a statistically significant influence on non-financial performance of insurance companies in Kenya. However, there were mixed findings as regards the individual influence of resources on various firm performance indicators. Intangible resources evidenced statistically not significant results individually but when combined, they had a statistically significant influence on non-financial performance. The reverse was true for tangible resources. Based on the findings, implications of the study and suggestions for further study are presented.Item Effectiveness of the Balanced Score Card in Implementation of Corporate Strategy: A case of a Kenyan Insurance Company.(2016-08-01) Ombaka, Beatrice Elesani; Muindi, Florence; Machuki, Vincent N.The Government of Kenya has made substantial investment in the public sector through creation of diverse corporations. However, most public sector firms have not shown the required levels of efficiency and effectiveness that would be required of them. This has necessitated diverse measures such as the Results Based Management System (RBMS) which was initiated by the Government of Kenya in 2005. This management system has been put in place to ensure efficiency and effectiveness in service delivery in public sector organizations. Therefore the Kenya Bureau of Standards (KEBS), like any other public sector organizations, is required to operate under the RBMS of which Performance Contracts (PC) are a key component. The application of the Balanced Score Card (BSC) in the strategy management process has been found to be a useful tool in the clarification of the vision and mission of organizations and the rallying of the organizational members towards its achievement. This study examined the role of the BSC as a strategic implementation tool to enhance efficiency at KEBS. The specific research objectives included the examination of financial perspective, customer perspective, internal business processes perspective, and learning and growth perspective of the BSC on the efficiency at KEBS. The theoretical underpinning of the study was open systems theory and the institutions’ theory. The study was based on the descriptive research design with the target population of 150 management staff at KEBS. The sample size is 109 respondents. The study out the following; that there was a significant relationship between financial perspective of the balanced scorecard and organizational efficiency at KEBS. This was attributed to the availability and sufficiency of resources at both the organizational and departmental levels for KEBS to execute its mandates at those levels on time, and in the required scope hence improving on the organizational efficiency. Secondly, there was a significant relationship between the customer perspective aspect of the BSC and organizational efficiency at KEBS. The customer perspective was important to the organizational efficiency at KEBS through reduction of turnaround timelines in service delivery. There was also a significant relationship between the internal business process perspective of the BSC and organizational efficiency at KEBS. This was attributed to the internal business processes ability to influence customer satisfaction. Lastly, there was a significant and positive relationship between learning and growth perspective aspect of the BSC and organizational efficiency at the organization. This significance was attributed to the ability of KEBS to benchmark and learn on best practices on diverse aspects of its mandates. The study recommends that KEBS should focus on the learning and growth perspective of the balanced scorecard as it had the greatest influence on its organizational efficiency. The study suggests further studies on the examination on other financial perspective metrics of the balanced scorecard and the ways in which it can help in organizational efficiency at KEBS.