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The Impact of Neo-Colonialism on Coffee Trading Activities in Kenya
No full textA Thesis Report Submitted to the School of Humanities and Social Sciences in Partial Fulfillment of the Requirements for the Award of Master of Arts Degree in International RelationsThe general objective of this study was to determine how different aspects of Neo-colonialism has hindered growth of the coffee industry in Kenya( 1980-2008).The study sought Neo-colonialism effects on the coffee value chain specifically marketing, financing and production. This thesis investigated how the International Monetary Fund (IMF) sponsored liberalization programs destabilized the coffee sector in Kenya and brought to light the unseen forces in coffee value chain disadvantaging the Kenyan farmer. The study adopted the Dependency and World System theories while a conceptual framework assessed the interdependence between Neo-colonial and the key variables: production, marketing and financing.
On Coffee production the study found that the producers are faced with meeting quality challenges, high production costs, technology challenges and global market volatility highly favored to developed nations. On coffee marketing, the study found that multinationals coffee firms controlled the market through domestic brokers/agents who pursue their interests leaving farmers vulnerable to unbalanced economic practices. In terms of coffee financing the study found that the liberalization policies crippled the coffee industry by promoting unfair trade practices. By financing cooperatives at a vulnerable stage when the coffee prices were at record low resulted in indebtedness of coffee farmers, weakened cooperative institutions and loss of livelihood means.
The study concluded that in order for the Kenyan coffee sector to break free from foreign influences and generate sustainable rates of growth by improving the quality of governance and developing a credible set of institutions to support and execute market-friendly economic policies
Effect of Performance Appraisal on Organizational Performance: A Case Study of KPMG Kenya
No full textA Research Project Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirements for the Degree of Masters in Business Administration (MBA)The purpose of the survey was to investigate the extent of performance appraisals in measuring performance of an organization. The study will be guided by the following research questions; how does the objective- based appraisal influence organizational performance? What is the effect of 360 degree appraisal on organizational performance? And how does the numerical rating scale influence organizational performance.
A descriptive research was used and the research used questionnaires to collect data. The target population was 50 respondents from KPMG. 50 questionnaires were distributed and only 42 were filled and returned. Data was analyzed using both descriptive and inferential statistics by using SPSS and the results were presented in figures and tables.
Staff agreed to a large extent that objectives set to achieve organisational goals are clearly understood and also to a large extent, objectives set are aligned to organisational goals. It was also revealed that the performance appraisal system also helps identify the strengths and weaknesses of the employee. The respondents also agreed that evidence of performance is well documented and available for reference if needed. A regression analysis done between variables of objective based appraisal on organizational performance revealed that 91.6% of the variation in performance was caused by variations in objective based appraisal.
From the findings, respondents agreed that objective based appraisals contribute to organizational performance. Majority agree that 360-degree feedback is objective and that 360 degrees review are aligned to achievement of organisational goals. It was also agreed that areas of improvement identified in a 360 degrees evaluation are applied for self-development only and not to assign ratings. A regression analysis was done and it was revealed that 89.4% of the variation in performance was caused by variations in 360 degrees Appraisal.
It was established that the performance manager is impartial when assigning ratings. Staff also agreed to a small extent that the numerical rating scale is fairly assigned. It was agreed to a large extent that performance ratings contribute to a motivation to achieve organisation goals and job satisfaction, respondents agreed that accurate and specific feedback is received from the performance manager on past performance and that the consequences for receiving each numerical rating are clear. A regression analysis was done and the findings
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revealed that 87.8% of the variation in performance was caused by variations in numerical rating.
The study concluded that at KPMG objectives set to achieve organisational goals are clearly understood and such objectives are aligned to organisational goals and involves employee participation in the process of setting objectives.Objective based appraisal greatly affect performance although employee getting involved in the process of setting objectives does not impact on organization performance. It was also concluded that there is a lack of clear understanding about differentiation of the numerical scale 1-5. At KPMG numerical ratings has offered an atmosphere to motivate high achievers and also acts as a motivation for improvement of performance for a member of staff. Numerical rating affect organizational performance. The members who take part in 360 feedbacks are representative of the organisational stakeholders and the firm has an existing mechanism of capturing and storing evidence for future use. 360 degrees has a great impact on organizational performance.
The study recommended that KPMG needs to continue reviewing goals to reflect the dynamic business environment. There is a need proper documentation to ensure area of reference if needed. KPMG should ensure objectivity of 360 degree feedback and the reviews need to be better aligned to the firm achievement of its goals. While using 360 identifies areas of evaluation, they should ensure that required follow up is done and the mechanism of capturing and storing evidence for future should be fully understood by all. KPMG has to ensure performance manager continue impartiality when assigning ratings and while performance ratings contribute to a motivation to achieve organisation goals and job satisfaction staff need to be encouraged that other factors also come into place when analysing the firm’s performance
Job transfer best way to deal with unreliable boss
No full textA Newspaper article by Scott Bellows, an Assistant Professor in the Chandaria School of Business at USIU-AfricaEver hold a job in an industry that you love? The clients might adore you while you can utilise your creative discretion and you see a real future for your career. However, despite all the positives about the job, there remains one glaring overarching problem. You work with an unpredictable boss.
One day he or she seems pleased with your work, but the next day they exhibit moody or unhappy behaviour in reaction literally to the same outputs you did that pleased them just the day before. He or she may shift opinions unexplainedly or delay crucial decisions. Even salary payments become unreliable. Perhaps you work in such an environment even right now.
Humans crave reliability. We strongly desire the ability to predict salient components of our lives. We want to feel loved and know that the other person will remain with us and continually be there for us.
Inasmuch, humans form long-term bonds with family, friends, and romantic partners. We also yearn for reliability in our source of economic survival
War, Conflict, and Its Impact in the Greater Horn of Africa: A Case Study of South Sudan
No full textA Report Submitted to the School of Humanities and Social Sciences at the United States International University-Africa in Partial Fulfillment of the Requirement for the Award of Degree of Masters of Arts in International RelationsLess than two years after independence, December 2013, violent conflict broke out in South Sudan that affected civilians who encountered sexual violence, destruction of property, death and displacement creating social and economic challenges in the country. This is devastating for a nation that is less than two years old and fought vehemently to become independent from the south and was expected was growth and development and not internal war and conflict. Most importantly, it would be adequate to address and comprehend the causes and impact of the conflict in Africa’s newest kid South Sudan.
This thesis focuses on issues surrounding South Sudan conflict from the implementation of the comprehensive peace agreement in 2005 to the sharing of power between the government led by SPLM leader Salva Kirr and the opposition leader Riek Machar. The underlying issues are delicate and intrinsic that require the international community to comprehensively address the challenges and obstacles that continue to create violence which mainly affect the vulnerable in the society i.e. children and women
How companies can foster innovation
No full textA Newspaper article by Scott Bellows, an Assistant Professor in the Chandaria School of Business at USIU-AfricaInnovation….innovation….innovation….innovation. Companies crave it. Customers demand it. Managers push it. All the while employees must deliver it. The term represents the business buzzword of the era.
While innovation has become a stalwart necessity of modern business, very few firms consistently harness creativity and deliver innovative solutions repeatedly. In innovation, time matters. We think of champions of innovation as Google, Safaricom, and Tesla who race time to put better products in front of consumers before others.
On the other hand, many of those who succeeded initially in beating others to market, later fell apart.
Blackberry developed the modern smart phone before anyone else. However, then Research in Motion could not sustain the momentum and Apple then Samsung took over global dominance with time. Yahoo Mail also fell short of sustaining innovation following initial success
Is your MBA giving big return on investment?
No full textA Newspaper article by Scott Bellows, an Assistant Professor in the Chandaria School of Business at USIU-AfricaMany Master of Business Administration degrees can positively alter the trajectory of a learner’s life. The MBA degree stands as the bulwark executive training for discovering scientific methods for management. On the flip side, some MBA programmes prove about as worthless as learning about good governance from former Zimbabwe president Robert Mugabe.
Lower-end programmes prove wasteful by charging tuition fees but providing limited to negative value. In the absence of quality faculty, your MBA could literally teach you methods and techniques for managers that science has proved wrong. Examples of bad incorrect teaching in MBA programmes in Kenya include: performance reviews are helpful, monetary rewards unilaterally increase employee performance and hiring minority groups hurts team performance.
Inasmuch, not all MBA programmes give the same benefit to students. Kenyans apply in their thousands for MBA programmes throughout the country each year. A smaller number looks beyond our borders. Among the 268 Kenyan citizens who took MBA admissions exam in 2016, the infamous GMAT, Kenyans scored an average of 463 while Ugandans, Tanzanians, and DR Congolese scored lower (452, 434, and 353 respectively) and Americans, Japanese, and Chileans higher (547, 552, and 585 respectively).
Despite the insatiable demand for graduate programmes, research shows that most MBA degrees do not return a positive return on investment for alumni
CTW - 8 June 2018
No full textA Campus Weekly Magazine by the Marketing and Communications Department of USIU- Afric
The Impact of Fairtrade Practices in Kenya: A Case Study of Vegpro (K) Ltd, Longonot Farm in Naivasha
No full textA Research Project submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA)The study sought to evaluate the impact of FT practices on flower farmers in Longonot Farm in Naivasha, Kenya. The study sought to answer the following research questions: What is the impact of FT on producer network? What is the impact of FT on flower prices? What is the impact of FT on biodiversity?
The study employed descriptive survey design to evaluate the impact of FT on Fairtrade flower plantations in Kenya. The target population in this study was flower farmers at Vegpro (K) Group Ltd, Longonot Farm in Naivasha, Kenya. Primary data was collected using questionnaires and interview guide. Stratified, simple random, and purposive sampling methods were used in selecting the respondents. Both qualitative and quantitative approaches were used in analyzing data.
The study revealed that the FT premiums have been adequately utilized since there is indication of changes that have occurred in the community. The findings also showed that FT premiums have been used in the construction schools, roads and hospitals in the community. Through the supporting community hospitals, the findings show that child morbidity/mortality in the community has been minimized. The working conditions of flower farmers have improved due to Fairtrade practices. The study revealed that flower farmers have access to credit to purchase plots as well as acquire household assets. The education level of the families of the flower farmers has as well improved due to participation in the Fairtrade program.
Fairtrade practices have enabled flower farmers to have stable markets for their flowers. FT has as well ensured that the flower also gets better pricing in comparison to the free market flowers. Additionally, FT has brought about greater development projects in the Farm as well as investments together with greater technological investments. The study further indicated that farmers within the Fairtrade program have access to credit and financing. Women have also been empowered through Fairtrade program.
Findings show that there is improved environmental conservation and preservation in the communities around Longonot Farm. The members of the community have engaged in planting tree through the program. Additionally, there is notable improvement in the water conservation activities as well as soil conservation. Proper as well as safe waste management has also be realized courtesy of FT. It was also found that farmers do not use GMOs. FT has ensured that farmers reduce their carbon footprint. farmers have also resorted to the use of environmentally friendly chemicals.
The study concluded that FT social impact has a significant influence of producer network through provision of bursaries and scholarships, building schools, supporting hospitals and subsiding daycare for the flower farmers. It was further concluded that FT economic impact has enabled farmers to acquire plots, household assets and credit and financing. Environmental impact of FT has promoted soil and water conservation, as well as planting of trees in the community. The study recommends that a similar study be carried out on FT in Kenya
Investigation of Strategic Issues Causing Receivership in Commercial Banks in Kenya: A Case Study of Chase Bank (K) Ltd
No full textA Research Project Report Submitted to the Chandaria School of Business in Partial Fulfilment of the Requirement for the Degree of Masters in Business Administration (MBA).The general objective of the study was to establish the strategic issues causing receivership in Chase Bank (K) Ltd. This study was guided by the following specific objectives: To investigate influence of corporate governance issues that has led Chase Bank (K) Ltd go into receivership. To investigate influence of risk management that has led Chase Bank (K) Ltd go into receivership. To investigate monitoring and compliance issues that has led Chase Bank (K) Ltd go into receivership.
A descriptive research was adopted because the study was aimed at collecting information from respondents on their perceptions in relation to strategic issues causing receivership. The target population for this study were respondents who oversee the strategy implementation process at Chase Bank (K) Ltd. This comprised of Heads of Departments, Managers (considered in the business level of the structure) and Assistant Managers (operational level in the structure) in the 63 Chase Bank (K) Ltd branches where the total population was 142. The study applied stratified random sampling method and guided by the rule of thumb and a quota of 50% was drawn from each strata. Out of the total of 72 questionnaires distributed, 69 were filled and returned giving a response rate of 96%.
The first objective set to establish how corporate governance affected receivership and a majority considered the quality of corporate governance and the disclosure of policies and procedures as low. It was also revealed board expertise and experience and board composition highly affected performance of the Board of Directors. The study also revealed that board remuneration and compensation was critical in board performance. However, respondents felt that having non-chase employees on the board did not affect performance of the Board of Directors.
The second objective set to establish how risk management affected receivership. The study revealed that the risk management procedures and policies were not effective neither does the bank have clear policies of accountability for business processes nor does it have procedures to monitor resultant risk and measure and mitigate operational risk. The findings also established that employees at the bank have the necessary skills to perform work effectively however they were not ethical. Changes and restrictions in the regulatory environment have a significant impact on the bank. The study also established that the bank did not pay attention to changes in economic conditions, carried out portfolio risk management, had robust credit standards for borrowers and counterparties and have strict
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policies on insider lending. On frequency of credit committee meetings majority of the respondents said it was done weekly.
The third objective set to establish how monitoring and compliance affected receivership. The findings revealed that Chase Bank (K) Ltd did not have an effective compliance department. A majority also strongly agreed that audit committee’s expertise and experience influence on the performance of the bank and internal auditors provide value to the bank. However, respondents disagreed that the bank has an active monitoring and risk management system and strongly disagreed that the bank had an effective and independent internal audit function. The findings also established that internal audits were carried out yearly.
The study concluded that corporate governance is vital in ensuring a bank continues as a going concern. Good corporate governance increases stakeholder confidence which facilitates access to capital, increased market share which in turn improves profitability and liquidity. Robust Independent Risk Management units are lacking in the banking system that identify, monitor, measure and manage key risks facing the bank by adopting and following policies and procedures that have been extensively deliberated. Questions have been asked about the value of bank audits, since auditing did not provide a forewarning of the banking crisis. The banking crisis has highlighted weaknesses in the monitoring and compliance process.
Finally, the research recommends that the quality of corporate governance needs to be enhanced. The bank should provide access to information to its shareholders providing stakeholder confidence and transparency. The bank needs to enhance policies and procedures of risk management to improve performance. Having skilled and ethical workers is vital however accountability or responsibility for business processes is necessary. The bank should also adapt to changing regulatory environment which can be a detriment to performance if not adhered to. It also need to enhance its procedures of monitoring position of resultant risk and risk governance in which it can identify, measure and mitigate operational risk. The bank requires an effective and active monitoring and compliance department. Internal audit creates value to the bank in terms of sound corporate governance however it needs to be an independent function which carries out audits regularly