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Effects of Team Building Activities as a Strategic Issue on Employee Retention: A Case Study of Safaricom Limited
No full textA Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA)The purpose of this study was to examine the effects of team building activities as a strategic issue on job retention at Safaricom. This study intends to assess the Research Questions: Does Team Building Activities Foster Job Retention at Safaricom? Does the Team Building Activities Improve Performance and Productivity of Individuals? and Is Job Retention a Competitive Strategy used in Safaricom?
The population of the study constituted all 4,500 employees of Safaricom Company Limited, which has offices spread across six counties within Kenyan borders. Stratified sampling was used to pick employees from the ten existing divisions in Safaricom, after which the sample size formula was used to determine the size of the sample of 138 subjects for a cross sectional survey out of which 109 responded giving a response rate of 79%. Data analysis was done using SPSS and Excel tools to produce descriptive and correlation statistics.
The findings based on the first research question established that most of the respondents agreed that they believe lack of alignment within a team impacts the outcome of a task or a project and that teamwork is a valued aspect at Safaricom. Team building activities made the respondents feel like a ‘part of the family’ and enjoy participating in the team building activities. However, respondents were not sure whether team building activities influenced positive talk outside of the workplace (increased their commitment to the organization), results also showed that team members are held accountable for the decisions they make, and improved communication with others because of team building activities was observed. The respondents however disagreed that evaluation of the teamwork results ignored their share of efforts and that they were motivated at work because of the team building activities.
The findings based on the second research question revealed that most respondents agreed that they were motivated to set goals that will assist them in their workplace performance, whenever they do tasks individually they believe a better result would be achieved through team work , learn more about the overall company goals and objectives during a team building activity, compared with before the team building activities, their level of trust and confidence in their colleagues increased, felt that they better understand their colleagues because of team building activities whereas respondents were however not sure on whether they felt re-energized after a team building activity, team building activities was beneficial to the organization, they prefer to do their work assignments/projects individually and they felt the workplace environment is more fun to work in as a result of the team building activities.
The findings based on the third research question revealed that most of the respondents agreed that most of the respondents agreed that there is a link between the organization’s strategy and individual objectives, work is challenging, stimulating and rewarding and that the organization offers job security however respondents were uncertain whether to recommend Safaricom to family and friends as a great place to work, Safaricom senior leadership are good role models and value employees’ unique talents and knowledge, and changes that are likely to affect them or how they do their work is communicated clearly.
The study recommended Safaricom to reevaluate its team building strategy and motivate employees to work because of the team building activities, create a good alignment between department hence encourage team work. Ensure that team members are held accountable for the decisions they make and make employees feel more committed in the organization, offer team building activities that will motivate employees work together and exchange ideas, implement and resolve solutions to problems in the workplace and create a work place environment that is fun to work at hence creating job satisfaction and retaining talented employees. Communicate clearly changes that are likely to affect employees or how they do their work, develop job fulfillment and growth strategies that will motivate employees to increase their performance hence achieve a competitive advantage and ensure that employees understand the company’s mission and vision. For further studies, it is recommended that a similar study should be done to reveal other effects of team building activities
The Influence of Corporate Social Responsibility Initiatives on the Success of Organizations - A Case Study of United States International University-Africa.
No full textA Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirements for the Degree of Masters of Business Administration (MBA)This study sought to determine the influence of CSR initiatives on the success of organizations by examining the following specific objectives: (1) to determine the influence of environmental dimension of CSR on organizational success; (2) to determine the influence of social dimension of CSR on organizational success; and (3) to determine the influence of economic dimension of CSR on organizational success. The most critical preoccupation of all managers is ensuring the success of their organisations. CSR is considered a potential source of competitive advantage that can lead to success. The conceptualization and implementation of CSR amongst organisations all over the world remains an endeavour beyond their attainment since it is only secondary to such organisations because there are other pressing concerns. Studies conducted in the relationship between CSR and corporate success have been inconclusive to date.
The study used the descriptive research design. The population consisted of 100 staff members of USIU-Africa comprising of 10 members of the top management, 20 line managers and 70 ordinary workers. This population was then sampled using the non-probability sampling, specifically, the judgement sampling technique. The study used self-administered questionnaires. Secondary data was collected from USIU publications. This study performed descriptive data analysis in order to arrange it into systematic form which included measures of central tendency as well as measures of relationship-coefficient of correlation, and rank-correlation coefficient. In addition, the researcher employed inferential statistics such as Chi-square test, t-test, as well as Analysis of Variance (ANOVA). Statistical package for social sciences (SPSS) version 20 was used to synthesize the various relationships amongst the variables through linear and multiple regression analysis.
For the influence of environmental dimension of CSR on organizational success, it was established that the R square value of the model was 0.124 indicating that 12.4 % of the organisational success is influenced by the environmental aspects of CSR. For the influence of social dimension of CSR on organizational success, it was established that the R square value of the model was 0.110 indicating that 11% of the organisational success is influenced by the social dimension of CSR. For the economic dimension of CSR on organizational success a mean score of 4.53 was realized which was the highest mean of all the aspects of economic CSR. The study, therefore, concludes that, these factors are important to organisations in terms of their influence on the implementation of CSR but their congruence with organisational success has yet to be backed by the study. It further concludes that CSR definitely reflects the cultural dimensions of the area where the organisation is operating, and it also concludes that there is a connection between economic CSR and financial performance. The study recommends that organizations should endeavour to develop appropriate stakeholder engagement in the implementation of environmental CSR. Organisations should also incorporate policies which honour relational contracts especially with suppliers since this can ensure that they attain optimal success. Further Studies should be conducted on non-governmental institutions so as to provide more variety in the CSR research paradigm
Factors Affecting The Viability Of Women In Entrepreneurship: Implications for Nigeria’s Oil Dependency
No full textA Thesis Submitted to the School of Humanities and Social Sciences in Partial Fulfillment of the Requirements for the award of Masters of Arts Degree in International RelationsThe main objective of the study was to investigate the factors affecting the viability of women in entrepreneurship as a result of Nigeria’s oil dependency. The study’s specific objectives were to investigate the rise of oil dependency in Nigeria and to determine the factors that led Nigerian women to self-employment, the extent to which women entrepreneurs can make an economic impact and used as a tool for liberate women financially and also how factors such as entrepreneurial training and skill development and government policy affect the success of women’s enterprises in the Nigerian context. The study targeted a population of women entrepreneurs in the Port Harcourt, Rivers State region, and used a stratified random sampling technique to draw a sample of 40 women entrepreneurs and 10 key informants. The study adopted a descriptive research design and used questionnaires to collect data from the respondents and in-depth interviews for the key informants. SPSS and Microsoft Excel were used to analyze the data collected and the findings presented in tables and charts. The findings point to a satisfactory state of affairs with regards to the presence of women entrepreneurs in various strategic sectors. The study also found that training and skill development are crucial in building the capacity of women entrepreneurs to start and sustain a successful enterprise and also for a sustainable livelihood. The study concluded there is need for governmental policies in place, to clearly define the roles of the government, NGOs and protect women in business. The study recommends that the Nigerian government puts in place policies to support women entrepreneurs; that NGOs re-evaluate their intervention measures to cater to the practical and strategic needs of women in local communities, strengthen existing institutions to be more involved in the process, awareness building and improve training and skill development approaches
Why Has The Resolution Of The Rwanda Civil War (Genocide) Been More Stable/ Enduring Than The Burundian Case?
No full textA Thesis Submitted to the School of Humanities and Social Sciences at the United States International University- Africa in Partial Fulfillment of the requirements for the Award of a Degree of Masters of Arts in International Relations (Peace and Conflict)Burundi and Rwanda, located in East-Central Africa, are two countries that have a lot in common. The most devastating similarity is that the two countries have both experienced violent civil wars resulting from the escalation of tensions between their main ethnic groups, the Tutsi and the Hutu. In the aftermath of the Rwandan genocide of 1994 and the Arusha agreement that ended the conflict in Burundi, the two countries initiated a series of processes aimed at establishing persistent peace. However, the two countries have become increasingly dissimilar with regard to the effectiveness of the conflict resolution processes to precipitate stability. Rwanda has been relatively stable and while Burundi experiences a lot of instability. This has raised questions about the effectiveness of the conflict resolution process adopted by either of the two countries.
The purpose of the study is to compare and contrast the conflict resolution processes in Rwanda and Burundi with an aim to conceptualize why the former has been more stable than the latter. Therefore, the study seeks to answer three fundamental questions, namely; What contextual issues in Rwanda and Burundi conflicts influenced the conflict resolution process in either country? How was the conflict resolution processes in Rwanda and Burundi different? Why has conflict resolution in Rwanda been more stable than that in Burundi
Critical Success Factors for the Strategic Implementation of Donor Funded Projects: A Survey of the British Council Connecting Classrooms Programme
No full textA Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA)The general objective of the study was to determine the critical success factors for the strategic implementation of donor funded projects with reference to the British Council connecting classrooms programme. More specifically, the study sought to determine the effect of the parallel approach on the strategic implementation of donor funded projects; examine the effect of the phased approach on the strategic implementation of donor funded projects; assess the effect of the big bang approach on the strategic implementation of donor funded projects; and to establish the effect of the pilot implementation on the strategic implementation of donor funded projects.
The study took a descriptive research design. The target population comprised the 132 British Council Connecting Classrooms Programme across the 17 countries in sub-Saharan Africa in which the programme is being implemented. The determined sample size was 99 projects randomly selected proportionately across the 17 countries. The study was interested in both primary data. Both descriptive and inferential statistics were conducted in data analysis. Descriptive statistics involved computation of frequencies, percentages, and standard deviation and cross tabulations. Inferential statistics then involved both correlation and linear multiple regression analyses.
Findings indicate that the Parallel approach has a significant and positive effect on Strategic implementation. A majority of respondents was found to highly agree that that the parallel approach greatly improves the likelihood of success in times of unforeseeable uncertainty as the existing projects as a backup; allows managers to adapt the project to changes in customers’ or beneficiaries’ needs; allows for alterations and a possible consideration of methods, which had been discarded at the beginning of the project; and offers flexibility, by the possibility to delay choices until enough information is available.
It was also found that the Pilot approach has a significant and positive effect on Strategic implementation. A majority of respondents highly agrees that pilot implementation is an opportunity to gauge a project’s target beneficiaries’ reaction to the program; helps an institution make better decisions about how to allocate time and resources; can highlight any adjustments to an institution’s evaluation plan; and helps determine whether minor adaptations to the program are appropriate and/or necessary.
The Phased approach has a significant and positive effect on Strategic implementation. A majority of respondents highly agrees that the phased approach allows lessons learned in early phases to be incorporated in the systems installed in later phases; allows for alignment of management and staff capabili¬ties to the new project; helps overcome resistance to change; allows for proper resource planning for implementation; and allows for implementation with limited budgets.
The Big bang approach also has a significant and positive effect on Strategic implementation. A majority of respondents for instance highly agrees that the big bang approach is adequate when quick delivery of the new system is critical; is adequate when the existing system is so poor that it must be replaced as soon as possible; enables an immediate change to processes across affected departments hence no time wastage; and focuses the organization for an intense and relatively shorter period of time than if the project were phased.
The study concludes that the four project implementation approaches are strategic, and all have a positive and significant effect on strategic implementation. This can be attributed to the finding that in in times of unforeseeable uncertainty, the parallel approach greatly improves the likelihood of success. The phased approach also affords the project management an opportunity to align their respective capabili¬ties to the new project hence optimal resource utilization. The big bang approach is strategic in the event of time constraints and when immediate change is called for. The pilot approach presents the project team a strategic opportunity to determine resource requirements for the full scale project implementation.
The study recommends that the four project implementation approaches are strategic, and all have a positive and significant effect on strategic implementation. Pilot implementation was however found to have the highest impact on the strategic implementation of the various project areas
Effects of Social Responsibility Initiatives on Performance of Safaricom Kenya Limited
No full textJournal ArticleThe aim of the study was to find out the effect of CSR initiatives on Safaricom. The research questions that were addressed in this study were; what is the effect of CSR initiatives on sales? What is the effect of CSR initiatives on market share? What is the effect of CSR initiatives on brand? A survey to investigate and come up with the answers to the research question was conducted at Safaricom limited using descriptive design. A sample of 75 respondents was used to conduct the survey at Safaricom limited where structured questionnaires were issued to the selected sample using stratified sampling technique. The data was entered and analysed using SPSS statistical tool to
generate correlation figures as well as frequencies and percentages. The information was further presented using figures and tables and related with the literature review.
The study investigated the Effect of CSR in Sales, from the study, it was established that there is the effect of CSR initiatives on the sales of Safaricom Limited. It was found out that as a result of CSR initiatives, there has been an increase in the levels of sales, increase in capital employed, increase in profitability as a result of an increase in sales and increase in return on investment. In addition, the research found a relationship between CSR initiatives and Sales increase. As such, it can be said that CSR initiatives have an effect on Sales at Safaricom. It was recommended that Safaricom limited should continue implementing the CSR initiatives as they were found to have more benefits. Such continued implementation would ensure that the company continues to enjoy the benefit of good brand reputation, increased sales revenues and larger size of market share. Nonetheless, even as the sales levels increases, Safaricom must ensure that the product quality is high so as to meet the customer needs efficiently even as the sales values increases as a result of CSR initiatives. Future researchers can investigate
the impacts of CSR initiatives on competitive advantage. In this case, the study would look at how CSR initiatives have helped the company under investigation achieve a competitive edge over its competitors through the increase of sales.
Again, the study investigated the Effect of CSR Initiatives on Market Share. The study established that there is the effect of CSR initiatives on the market share of Safaricom Limited. It was found out that as a result of CSR initiatives, the has been increase in the market share, increase in return on investment as a result of increase in market share, increases in customer preference for Safaricom products compared to the competitors and enjoy economies of scale as a result of a bigger market share than competitors. In addition, the research found a relationship between CSR initiatives and market share increase. As such, it can be said that CSR initiatives have an effect on market share
at Safaricom. It was recommended that Safaricom limited should continue implementing the CSR initiatives as they were found to have more benefits. Such continued implementation would ensure that the company continues to enjoy the benefit of good brand reputation, increased sales revenues and larger size of market share. In addition, Safaricom limited should identify the aspects of market share which CSR affects, i.e. the market value or volume so that they are able to know what products to offer to these markets that have increased as a result of CSR initiatives. In future, researchers can focus on investigating the specific aspects of CSR initiatives and how they influence the specific aspects of market share, i.e. the market volume and market value and how each aspect interrelate.
Finally, the research investigated the Effect of CSR Initiatives on Brand. The study found out that there is the effect of CSR initiatives on the on Safaricom Limited brand. It was found out that as a result of CSR initiatives, the brand has become more reputable, brand growth has brought about increase in financial performance, earning customer loyalty and create a brand reputation in an honest and reliable manner.
In addition, the research found a relationship between CSR initiatives and market share increase. As such, it can be said that CSR initiatives have an effect on Safaricom Limited Brand. It was recommended that Safaricom limited should continue implementing the CSR initiatives as they were found to have more benefits. Such continued implementation would ensure that the company continues to enjoy the benefit of good brand reputation, increased sales revenues and larger size of market share. In addition, Safaricom in future would need to consult the recipients of CSR initiatives so as to enhance their services to them. This is because it is easy for competitors to copy the
initiatives and render the same services which would make the CSR initiatives by Safaricom a routine. However, if they do market research, they would offer services that the recipients want at that specific moment making it hard for the competitors to copy. This way, they can continually gain a competitive edge through brand reputation. In future, researchers can look at CSR initiatives relating to customers and corporate governance through CSR reporting and its impact on the organisational brand. The study can either be conducted at Safaricom limited or another company practising CSR initiatives
Effect of Human Resource Policies on Employees Performance: A Case Study of Co-Operative Bank Kenya
No full textJournal ArticleThe purpose of this study was to examine the effect of human resource policies on employees’ performance in the banking sector with a specific reference to the Co operative bank of Kenya. Descriptive research design was employed in the study.
The study showed over half of the respondents (52%) agreed that, HR recruitment policy had helped in new role adjustment. In addition, majority of respondents whose data had the highest mean of 2.7, felt the policy had also provided opportunities for development and career progression as a motivation for achievement of targets. It was also established that 72.2% of the respondents agreed that, HR appraisal policy supported employees’ performance. HR compensation policy findings showed majority (85%) agreed that, the policy enhanced an organization’s competitive edge in the labour market. The study concluded that recruitment policy influenced employees’ achievement of set targets and appraisal policy affected employees’ performance.
Recommendation resulting from the study is one, the organization creates more awareness on HR recruitment policy by educating new recruits on the same and follows up to ensure those tasked with orientation of new job roles follow the policy’s guidelines in totality. It further recommended, preset penalties for managers found to be unfair in their assessments. Lastly, the study recommended maintaining of a compensation policy which is transparent and fair to both the new talents and current staff in the organization. Fairness across board tends to build a sense of trust which subsequently inspires employees to work hard and perform well
Effects of Firm Conduct on Performance of Kenya Meeting, Incentives, Conferences and Exhibitions (MICE) Industry
No full textJournal ArticleThe purpose of the study was to investigate the effects of firm conduct on performance of Kenya meeting, incentives, conferences and exhibitions (MICE) industry. The specific objectives are to identifying the challenges and threats in the Kenyan M.I.C.E industry, to analyse the influence of firm conduct on performance, and to identify ways in which M.I.C.E industry in Kenya can be improved. The study targeted 324 but sampled 179 MICE stakeholders. Data was collected using a questionnaire. Descriptive and inferential data analysis techniques were used. Additionally, factor analysis and multiple linear regression models were used. The study found that firm conduct influence performance of the MICE industry in Kenya. The study recommended that government should develop MICE infrastructure, reduce interest rates, stabilise inflation and curb insecurity for the MICE industry to realize its full potential
Effects of Board Diversity on Performance of Non-Governmental Organizations in Nairobi County Kenya
No full textA Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters of Science in Organization Development (MOD)The purpose of the study was to contribute to the NGO governance literature and also to provide NGOs’ management and senior staff with evidence necessary for them to evaluate the effectiveness of their board composition. Using data from the NGOs located in Nairobi County in Kenya, the study measured the effects of board diversity on performance. It focused on the board diversity attributes of age, occupational and professional networks diversities. The overall objective of the study was to determine the effect of board diversity on performance within non-governmental organizations in Nairobi County in Kenya. The specific objectives were; to establish effects of age diversity of board members on NGOs performance; the effects of occupational diversity of board members on NGOs performance and to find out the effects of professional networks diversity of board members on NGOs performance.
The scope of the study covered both local and international NGOs in Nairobi County. The Directory of Development Organizations (2011) identified that 702 NGOs are registered in Nairobi, Kenya. This body of organizations constituted the population of the study. This paper investigated three independent variables (age diversity, occupational diversity and professional networks/connections diversity) against the dependent variable – performance. Performance was reviewed from a resource dependency theory perspective.
The study employed a descriptive research design and adopted questionnaires as its data collection tool. Primary data was collected using questionnaires sent to a sample of 84 respondents. The study made use of descriptive, correlation and regression statistics in analyzing the data that was collected with the aid of Statistical Package for Social Sciences (SPSS20.0). The study variables (age diversity, occupational diversity and professional networks diversity) contributed to the improved organizational performance of the NGOs from the study.
Out of the 84 issued questionnaires, 63 questionnaires representing 75% of the total questionnaires distributed were returned fully completed. Out of the 63 respondents, majority (46.9%) were aged between 31 – 42 years, 28.1% were aged between 43 – 55 years and 18.8% were aged 56 years and above. The respondents strongly agreed that the board of their organizations were composed of members with varied networks/connections with a mean of 3.1563 and a standard deviation of 1.13903. Respondents reported that the age diversity of the board members in their organizations was of low extent as shown by a mean of 2.8438 for a low extent and a standard deviation of 0.51490. The respondents agreed to a very great extent indicating that the boards of the studied organizations are composed of members from varied occupations with a mean of 4.4063 with a standard deviation of 0.49899. The correlation results indicated that occupational diversity was the strongest of the 3 variables with a positive correlation of 0.684 with a significance value of 0.015. Professional networks diversity was positively correlated at .578 with a significance value of .001, whereas, age diversity was positively correlated to organization performance at .586 and a significance value of .000. The estimates of the regression coefficients, t-statistics and the p-values for the relationship between age diversity, occupational diversity and professional network diversity against organizational performance resulted in the equation below which shows that all the independent variables had a positive relationship with organizational performance;
Y1 = 3.604 + 4.078 X1 + 2.780 X2 + 4.058X3
In conclusion, regression and correlation analysis showed that indeed there was a relationship between the three variables against the dependent variable, organizational performance. Age diversity, occupational diversity and professional networks diversity explained 66.2% of variations in organizational performance. On the other hand, age diversity showed a significance influence on performance with the coefficient (β1 = 4.078, t = 3.813, p= 0.023<0.05), occupational diversity had a coefficient of (β1 = 2.780, t = 2.185, p = 0.015< 0.05) and professional networks diversity had a coefficient (β1 = 4.058, t = 2.743, p= 0.003 (p<0.05) all showing a positive and significant relationship with organizational performance.
The study recommends the need for the top management of the non-governmental organizations to ensure presence of different professionals within their boards. Board members with diversified networks would facilitate growth of the organization. Also the board of management in any organization should comprise of individuals of diversified ages and there is need for the non-governmental organizations to have different occupations represented in their boards of management
Effect of Orientation Programs on Employee Performance A Case of USIU-Africa
No full textA Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA)The general purpose of this study was to establish the effect of orientation programs on employee performance, a case of United States International University-Africa. The study was guided by three specific objectives: to investigate the methodologies used for orientation program and their link to employee performance, to determine the effect of orientation on employee predominance and their link to employee performance, and finally to identify the factors affecting orientation programs and measures to curb them then their link to employee performance.
The target population of the study was the 270 administration staffs of USIU-AFRICA, Kenya. A descriptive design approach was used in this study. Simple random sampling was used to determine the population sample that was involved in the study. The data collection instrument tool used to obtain primary data was a structured questionnaire. A Pilot test of 10 questionnaires was done to ensure that the questionnaire was reliable. Scale reliability for study variables was determined by computing the overall Cronbach’s alpha reliability coefficient for the items of the independent and dependent variable; the results have shown that the internal consistency was acceptable since all variables were greater than the threshold value of 0.7. Normality test was also done; the normality of data distribution was assessed by examining its skewness and kurtosis. Pearson Correlation and regression analysis were also done to see whether the independent variables were positively and significantly related to Employee Performance; the results have shown thatcorrelation was significant at the 0.01 level (2-tailed) and all independent variables were sharing a variation of 56.1 % of Employee Performance. The data was analyzed using Statistical Package for Social Sciences (SPSS) software. Tables and figures were then used to present the findings.
The findings of this study showed that Methodologies used for orientation program were significantly related to Employee Performance (r = 0.518, p-value=0.000<0.05). Employee predominance was found to be positive and significantly related to Employee Performance (r = 0.454, p-value=0.000<0.05). Factors affecting orientation programs were found to be positive and significantly related to Employee Performance (r = 0.404, p-value=0.000<0.05).
Methodologies used for orientation program were also found to have a positive linearly significant influence on Employee Performance. (β=0.389, p=0.000<0.05). Employee Predominance was also found to have a positive linearly significant influence on Employee Performance. (β=0.205, p=0.016<0.05).
Factors affecting orientation programs were also found to have a positive linearly significant influence on Employee Performance. (β=0.138, p=0.038<0.05). Methodologies used for orientation programs was the most important in influencing Employee Performance (βeta=0.404) followed by Employee Predominance (βeta=0.283) and the least was Factors affecting orientation programs (βeta=0.200).
This study has recommended USIU-AFRICA to emphasize on the issue of mentorship during orientation as it is shown by the findings that employee performance has not been influenced by mentorship. Finally, the study recommended a well and planned orientation to new hires as a way of respecting them as first assets of the organization and to apply their suggestions during orientation when necessary