Effect of Management Commitment on Performance: A Case of County Governments in the Central Region, Kenya - Organizational Strategy Formulation, Implementation and Restructuring Models

##plugins.themes.academic_pro.article.sidebar##

Published Apr 20, 2022
https://doi.org/10.71064/spu.amjr.1.1.133
Download
pdf
Statistic
2022: Special Issue:African Multidisciplinary Journal of Research

##plugins.themes.academic_pro.article.main##

Charity Wangui
St. Paul's University
Julius Kahuthia
St. Paul's University
John Muhoho
St. Paul's University

Abstract

Most organization’s aim is to realize and uphold great performance. In order to achieve superior performance, organizations have enhanced strategy implementation process and concentrated efforts on strategy implementation imperatives. County governments in Kenya have fallen below expected performance due to challenges like high personnel emoluments, under-performance in own source revenue collection, low absorption of development allocation, high levels of pending bills, and weak budgetary controls. Management commitment is a strategy implementation imperative that could help in resolving these challenges and therefore this study sought to establish the effect of management commitment in addressing the county government performance. Descriptive and explanatory research design were adopted. Structured electronic questionnaire was sent to 252 respondents in the five counties in central region of Kenya. Descriptive and inferential statistics were used for analysis and overall model tested at 95 % confidence level. Results showed that management commitment has positive significant effect on the county government performance in the central region with a beta coefficient of 0.228 and p value of 0.000. Management commitment had an aggregate mean of 3.92 with a standard deviation of 0.740. Strategic Objectives had the highest mean of 4.12 the results indicated that top level personnel in the County have established quality policies and objectives with a mean of 4.16. Strategic direction and direct communication had almost the same means: 3.85 and 3.84 respectively. The summary shows that top level personnel in the Counties gave energy and loyalty to guiding implementation process towards attaining the County’s vision with a mean of 3.9. This study contributes to knowledge by providing a conceptual framework for the relationship between management commitment and county government performance, it makes contribution to policy by showing areas to emphasize on for improved performance of the county governments and also, on areas management should enhance in their plans and daily activities that will translate to better performance.


Keywords: Strategy Implementation, County Government Performance, Management Commitment

##plugins.themes.academic_pro.article.details##

How to Cite
Wangui, C., Kahuthia, J., & Muhoho, J. (2022). Effect of Management Commitment on Performance: A Case of County Governments in the Central Region, Kenya - Organizational Strategy Formulation, Implementation and Restructuring Models. African Multidisciplinary Journal of Research, 1(1), 270–283. https://doi.org/10.71064/spu.amjr.1.1.133

References

  1. Altunifik, R., Coskun R., Bayraktaroglu & Yiblirim E. (2004) sample size requirement for testing and estimating coefficients alpha. Journal of Educational and behavioural statistics .27(4),335-340.
  2. Babakus, E., Yavas, U. and Karatepe, O.M. (2008) The Effects of Job Demands, Job Resources and Intrinsic Motivation on Emotional Exhaustion and Turnover Intentions A Study in the Turkish Hotel Industry. International Journal of Hospitality & Tourism Administration, 9, 384-404.
  3. Basalamah, M. S. I. (2017). The Influence of Motivation, Competence and Individual Characteristics on Performance Clerk (The Study) in the City of Makassar. International Journal of Scientific & Technology Research, 6(12), 148-153.
  4. Bell, E. & Bryman, A. (2017). The Ethics of Management Research: An Exploratory Content Analysis. British Journal of Management. 18. 63 - 77.
  5. Chua, Y. P. (2011). Kaedah dan Statistik Penyelidikan: Kaedah Penyelidikan.
  6. Cooper, D. R., & Schindler, P. S. (2018). Business Research Methods. The McGraw Hill Companies.
  7. Crittenden, V. L., & Crittenden, W. F. (2008). Building a Capable Organization: The Eight Levers of Strategy Implementation. Business Horizons, 51, 301-309.
  8. Finch, C. & Omolo, A. (2015). "Building Public Participation in Kenya’s Devolved Government," World Bank Other Operational Studies 21663, The World Bank
  9. Gujarati (2015): Guide for Vedic Astrology (Volume 2) (Gujarati Edition) (Gujarati) Management, 16 (7).61-68
  10. Hantiro, S. & Maina, R. (2020). Strategy Implementation and Performance of Tana River County Government, Kenya. Journal of Strategic Management, 4, 16-34.
  11. Hrebiniak, L. (2016) Making strategy work: Overcoming the obstacles to effective execution,
  12. Ivey Business Journal, March – April
  13. Kobia, M. & Mohammed, N. (2016): The Kenya Experience with performance contracting, a paper presented during the 28th AAPAM Annual Roundtable Conference, Arusha, 4th
  14. – 6th December.
  15. Kothari, C. R., & Garg, G. (2014). Research Methodology: Methods and Techniques. New Delhi: New Age International Publishers.
  16. Levenson, A. R., Van der Stede, W. A., & Cohen, S. G. (2006). Measuring the Relationship Between Managerial Competencies and Performance. Journal of Management, 32(3), 360–380.
  17. Malina. M. A., & Selto, F. H. (2015) Behavioural-Economic Nudges and Performance Measurement Models. Journal of Management Accounting Research: Spring 27, (1), 27-45.
  18. Mbaka, R. M. & Mugambi, Dr. F. (2018). Factors affecting successful strategy implementation in the water sector in Kenya.” IOSR Journal of Business and Management, 16 (7).61-68
  19. Mugenda, A. & Mugenda, O. (2009). Research Methods: Quantitative and Qualitative Approaches. Acts Press. Nairobi, Kenya.
  20. Muthondu, J. W. & Gakobo, J. (2018). Effect of Leadership Commitment on Employee Performance in County Government in Kenya: A Case of Nairobi City County. International Journal of Contemporary Aspects in Strategic Management (IJCASM), 2(1), 173- 186.
  21. Mutua, F.R. (2019). Strategic Management: Concepts and cases. Upper Saddle River, NJ: Prentice Hall.
  22. Onwuegbuzie, A. J., & Leech, N. L. (2016). Linking research questions to mixed methods data analysis procedures. The qualitative report, 11(3), 474-498.
  23. Pangewa, M. (2015). The Influence of the Organizational Culture toward the Performance of Local Governance. Mediterranean Journal of Social Sciences, 6(6 S4), 307.
  24. Pinto, L., Lein, A., & Mahoque, R. et al. (2018). A cross-sectional exploratory study of knowledge, attitudes, and practices of emergency health care providers in the assessment of child maltreatment in Maputo, Mozambique. BMC Emerg Med 18, 11.
  25. Polonsky,N. & Waller, D. Sage Press, 2015. 422. Designing and Implementing a Research Project: A Business Students Guide, 2nd edition.
  26. Pryor, Robert & Bright, Jim. (2003). The Chaos Theory of Careers. Australian journal of Career Development. 48. 10.1177/103841620301200304.
  27. Syaifullah, M. (2017). The Influence of Top Management Commitment and Organizational Culture on Implementation of Management Accounting Information System A Study at People's Credit Banks (BPR) In Pontianak City, Indonesia. International Journal of Economics, Commerce and Management, United Kingdom 5(12), 460-482
  28. Tilo, S. (2010). Data fitting and uncertainty: a practical introduction to weighted least squares and beyond. Vieweg, Teubner, Wiesbaden
  29. Wester, K. L., & Borders, L. D. (2014). Research competencies in counselling: A Delphi study. Journal of Counselling& Development, 92, 447-458.
  30. World Bank (WB) (2016). Kenya Economic Update. Retrieved from http://openknowledge.worldbank.org/bistream/handle.