1,720,983 research outputs found
TRANSFORMATIONAL LEADERSHIP STYLE AND ORGANIZATIONAL COMMITMENT: THE MODERATING EFFECT OF EMPLOYEE PARTCIPATION
No full textThe purpose of the study was to determine the effect of transformational leadership style on organizational commitment as moderated by employee participation in technical institutions in Kenya. The study population was all the 3114 lecturers in the 47 technical institutions in Kenya. A sample of 343 respondents was used. Multistage sampling, stratified sampling and simple random sampling techniques were adopted to get the sample institutions and twenty two gender-based members from each institution to be included in the study. Questionnaires were distributed to the selected respondents within each institution. Data analysis was done by use of descriptive statistics. In addition, binary logistic regression was applied in order to analyze the moderating effect of employee participation on the relationship between transformational leadership style on organizational commitment. Findings showed that transformational leadership style had a significant effect on organizational commitment and its three dimensions. Individually the components of transformational leadership had a significant effect on organizational commitment but not jointly. Idealized influence, individualized consideration and intellectual stimulation were significant predictors of the three dimensions of organizational commitment but not jointly. Inspirational motivation was a significant predictor of affective and normative commitment individually but jointly a significant predictor of the three types of commitment. Employee participation did not moderate the relationship between transformational leadership style and organizational commitment and its dimensions
Moderating Effect of Technology Innovation on the Human Resource Management Practices And Firm Performance: A Study of Manufacturing firms in Kenya
No full textManufacturing in Kenya account for the greatest share of industrial production output characterized by relatively low value addition of 7.5% in 2010 to 2.3% in 2011 and a paltry 25% export volumes with 7% share regional market and stagnant 10% to GDP sine 1960s. However, no improvement from practicing managers. This study therefore sought to determine the moderating effect of technology innovation on the human resource management practices and performance of manufacturing firms. Used a census survey of the 68 medium and large manufacturing firms involved in production and marketing of edible oils, soaps and detergents, beverages or sugar registered in the Kenya Association of Manufacturers directory 2012. Data was collected through self administered questionnaires sent to the Production Manager, Brand Manager, Human Resource Manager, Marketing Manager, or the relevant manager dealing with innovations. The main findings of this study reveals that 82% of the respondents perceived that 41% and 80% of the firm‟s improvement was attributed to technological innovation , 6% indicated that technological improvement had contributed over 80% towards firm improvement while only 4 % felt that the technological improvement had contributed between 20% and 40% of fir
Interractive Control Systems and Strategic Orientation on Competitive Position of Sugar Firms in Western Kenya
No full textDespite strategic management advocating for the use of strategic control practices to improve the
implementation of strategic plans and competitive position, establishing the strategic control-performance
relationship has been problematic, suggesting failure by researchers to consider contingent variables. This
study used data, collected during the period November 2008 to May 2009 from 109 senior managers in a
census survey of 45 firms in the sugar value-chain in western Kenya, to examine the moderating effect of
strategic orientation on the relationship between belief control and competitive position. Descriptive statistics,
bi-variate regression analysis and moderated regression analysis were used to analyze data. The findings
revealed moderate prevalence of Interactive control mean 2.86, std dev 0.83. The most prevalent strategic
orientation was the reactor (60%), followed by defender (24%); prospectors (9%) and analyzers (7%). All the
four levers were positively and significantly related to competitive position (interactive β = 0.393, p < 0.01).
The results of this study suggest that urgent measures are required by the firms in the study to design
interractive control systems to cope with the changing business environment. The study contributes to
validation and upgrade of the existing belief control theory. For managers, the study sheds light on the design
and use of belief controls and also for public sector managers in guiding the strategic change. It is
recommended that future studies focus on the specific firms in sugar value chain and adopt longitudinal casestudy
designs to establish causal relationships among variables
Diagnostic Control Systems and Overall Firm Performance of Sugar Firms in Western Kenya
No full textDiagnostic control systems are the backbone of traditional management control, designed to ensure predictable goal achievement. Unfortunately, managers typically pay little attention to these feedback systems to improve the implementation of strategic plans and organizational performance. Further, establishing the strategic control performance relationship has been problematic, suggesting failure by researchers to consider contingent variables. This study used data, collected during the period November 2008 to May 2009 from 109 senior managers in a census survey of 45 firms in the sugar value-chain in western Kenya, to examine the relationship between diagnostic control systems and overall firm performance. Descriptive statistics and bi-variate regression analysis were used to analyze data. The findings revealed diagnostic control systems positively and significantly related to overall firm performance (β = 0.358, p < 0.01). The results of this study suggest that urgent measures are required by the firms in the study to design diagnostic control systems to cope with the changing business environment. The study contributes to validation and upgrade of the existing strategic control theory. For managers, the study sheds light on the design and use of diagnostic control systems and also for public sector managers in guiding the strategic change. It is recommended that future studies focus on the specific firms in sugar value chain and adopt longitudinal case-study designs to establish causal relationships
among variables
ANALYSIS OF QUALITY MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE OF PRIVATE HEALTHCARE FACILITIES IN NAIROBI COUNTY, KENYA
No full textThe health sector contributes 2.5% of the GDP in Kenya. Private healthcare facilities control 43% of the health sector in Kenya. Private healthcare sector has a significant market share, approximately 50% in Sub – Saharan Africa. In Kenya, it contributes 22% of all health services. Despite the sector’s contribution, its annual growth rate continues declining from 5.2%, 3.5% and 2.3% in 2008, 2009 and 2010 respectively. Healthcare is different from other industries and because of the complexity of the provider- patient relationship, the asymmetry of knowledge and patient vulnerability, proponents of value need to focus on quality. The study adopted correlational survey research design. The population was 52 chief operation managers of 52 private health facilities accredited by NHIF in Nairobi. Pilot results (N=10) revealed 51-item instrument reliability ranged between α=0.700 and α=0.867. Further, results revealed that only three dimensions of quality management practices namely: ICT (β = 0.266, p = 0.001); process management (β = 0.329, p = 0.007) and top management support (β = 0.192, p = 0.037) had positive significant effect on organizational performance. The study concluded that quality management practices (Information Communication Technology, Process Management, Top Management Support) were significant predictors of organizational performance; quality management practices is a critical antecedent of organizational performance in private healthcare facilities in Nairobi. Quality management practices (β=0.162, p=0.000) has a positive effect on organizational performance. Recommendations were that facilities should continue enhancing and instituting effective quality management practices as these efforts improve organizational performance. The study provided a quality management framework that will aid healthcare policy makers in strengthening the relationship between quality of care and organizational performance
The Effect Of Employer Perception On Employment Opportunities For People Living With Disabilities: Case Of Selected Universities In Kenya
No full textIn Kenya besides many organizations lobbying for the increased employment of PLWDs, amplified by the constitution that at least 5% elective positions must be spared for (PLWDs) there is less employment opportunities. For example the entire cabinet and parastatal secretaries of about twenty six people only one is disabled. The empirical review has pointed out that employer perception views people living with disabilities as costly, and disturbing. The objective of the study was to investigate the effect of employer perception on employment opportunities for PLWDs. The population was PLWDs in selected Universities in Kenya and associations of Disabled people in Kenya. Sample size was employees living with Disabilities and members of the association of disabled in Murang’a County. The findings were presented in tabular form. Descriptive as well as inferential statistics were used to analyze the findings. The findings showed that Disabled people are unemployed due to negative employer perception towards employees. The study recommended that negative employer perception must be changed in order the employment of those with disabilities to be enhanced
Human Resource Management Practices and Firm Effectiveness of Consumer Goods Manufacturing Firms In Kenya
No full textManufacturing sector is salient to the Kenyan economy, with a total workforce of 13% in the formal sector and 1.4 million labour-force in the informal sector. Despite the significance, its contribution to the regional market is low at 7% export and GDP remains stagnant at 10% since 1960s. This has raised the concerns about Kenyan manufacturing sector’s performance in relation to effectiveness. Previous studies in Kenya have focused on strategic human resource management practices and firm performance. While the HRM practices - firm effectiveness relationship is key to the growth of any sector, no research has been undertaken in consumer goods manufacturing firms in Kenya. The main objective was to establish the HRM practices - Effectiveness relationship in consumer goods manufacturing firms in Kenya. Drawing from Resource Based theory, it was conceptualized that the independent and dependent variables are HRM practices; and firm effectiveness respectively. A cross sectional survey design and population of 65 firms were used. It was a census study with response at 76.9%. The results revealed that there is significant association between HRM practices and firm effectiveness with most significant association being on material incentives and firm effectiveness with R2 of 66.9% (β=.303, p<0.01), indicating that material incentives account for 30.3% of variance in effectiveness. R2 increase was 46.2% (β=.509, p<0.01) implying a unit rise in HR practices enhances firm effectiveness increase with HRM practices by .509. Conclusions are that among the firms, HRM practices predict firm effectiveness. It is recommended that the firms’ efforts should be directed on HRM practices in order to enhance firm effectiveness. Contrary to prior research, this study has revealed that HRM practices, affect firm effectiveness. Other performance indicators and designs may be considered in future
LAISSEZ-FAIRE LEADERSHIP STYLE AND ORGANIZATIONAL COMMITMENT: THE MODERATING EFFECT OF EMPLOYEE PARTICIPATION
No full textThe purpose of this study was to establish the effect of laissez-faire leadership style on organizational commitment as moderated by employee participation in technical institutions in Kenya. The study population was all the 3114 lecturers in the 47 technical institutions in Kenya. Both stratified sampling and simple random sampling techniques were adopted to get the sample institutions and twenty-two gender-based members from each institution to be included in the study. Questionnaires were administered to a sample of 343 respondents with 278 completing and returning the questionnaires. Data analysis was done by use of descriptive statistics and correlation analysis. In addition, multiple regression was applied in order to analyze the effect of laissez-faire leadership style on organizational commitment as moderated by employee participation. The study findings revealed that laissez-faire leadership style had a significant effect on organizational commitment. The findings further showed that there was no moderating effect of employee participation on the relationship between laissez-faire leadership style and organizational commitment and its dimension
The Effect of Identified Social ICT Platforms on Prevalence of Conflicts in Kenya
No full textInformation Communication Technology contributes immensely to the world economy. In Developed countries, ICT innovations are utilized for safety, economic improvement and health while much is yet to be realized in developing countries. Africa has advanced in ICT though not clear on how it enhances the people’s wellbeing apart from positive and negative causes on moral value erosion and wars. This paper sought to establish the influence of identified ICT platforms on conflict prevalence in Kenya. Specifically, the study objectives were to establish the effect of Facebook communication and information flow on conflict prevalence, establish the information flow through WhatsApp on conflict prevalence, determine the influence of Twitter on conflict prevalence and establish the influence of Instagram on conflict prevalence in Kenya. Social exchange and innovation theories were adopted. The population of the study will entail the general public with a sample of 384 respondents sourced through media. Simple random sampling was employed to get the sample respondents. Questionnaires were formulated and sent online through the media and feedback analyzed with the aid of SPSS. Reliability of the instruments was ensured using Cronbach’s reliability technique while validity was checked using content validity methods. The findings revealed a reliability coefficient of 0.83 for the overall instruments implying that it was reliable. Pearson product moment correlation and multiple linear regression models were mingled with descriptive statistics to obtain meaningful associations and ratings. The findings were presented in tables. First, it emerged from the demographic characteristics that most of the respondents, 200(52.6%) were aged 51-60, 171(45.0%) were male and majority of professionals worked in NGOs. The findings revealed that ICT platforms (social media) accounted for an overall significant variance of 72.1% in conflict prevalence. Facebook (β=.333, p<.05), WhatsApp (β=.329, p<.05), Instagram (β=.278, p<.05) and Twitter (β=.225, p<.05) has a significant effect on Conflict prevalence in Kenya. It was concluded that the selected social media ICT platforms contributed significantly to conflict prevalence in Kenya. The findings may be helpful to stakeholders in the ICT, scholars and conflict sector in controlling disruptive innovations and managing conflicts
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