Purpose: The objective of this research is to look into the internal environment elements of the organization that have an impact on strategic choice in the Kenyan cement industry. Methodology: A descriptive research design was used. The target population consisted of six Kenyan cement manufacturing firms. To collect data, a census and a questionnaire were used. The collection tool was piloted prior to the actual study to determine its validity and reliability. The arithmetic standard deviation and mean were utilized to assess central tendency and dispersion. Findings: Research findings are expected to significantly inform cement manufacturing firms and accelerate infrastructural development in Kenya as well as East Africa. Organizational structure was also positively correlated at (r =.368 and P>0.05), indicating a positive relationship, and organizational culture was positively correlated at (r =.358 and P >0.05), indicating a positive (+ve) and significant relationship. At (r) =.597 and P>0.05, managerial leadership styles had the greatest positive influence on strategic choice. The results of the study on organizational resources and strategic choice in Kenyan cement manufacturing firms revealed a moderately positive relationship that was statistically significant (r=.436 and P>0.05). According to the study, organizational structure, culture, managerial leadership style, and resources all have a positive (+ve) and significant effect on strategic choice. Unique contribution to theory, practice and policy (recommendation): The research hopes to inform policy on the strategic importance of supporting and strengthening strategic choices through adapting dynamic organizational structures and implementation policies for Kenyan cement manufacturing and beyond. The study will further enable top management of Kenyan cement manufacturing firms unlock the value of their investment through effective strategic leadership. The study will help improve the management and development of strategic areas of capacity building and improve policies geared towards enhancing the strategic choice.
Purpose: The purpose of this study was to examine agripreneur sustainability strategies and financial performance of SMEs in Uasin Gishu County with a specific interest of small-scale farmers in Uasin Gishu County. Materials and Methods: A descriptive survey research design was adopted in the study. The target population comprised of 1,397 small scale farmers in Uasin-Gishu County. A sample size of 140 respondents was selected using simple random sampling technique. Questionnaire was the key data collection instrument. The collected data was analyzed using quantitative and qualitative approaches of analysis. Statistical Package for Social Services version 21 was used to summarize the quantitative data into frequencies and percentages. The summarized information was presented using figures, tables and pie charts. Results: From the analysis, the following key findings were made: there is a strong positive association between financial performance and innovation (r=.219*), pro-activeness (r=.505), risk taking (.256), and networking (r=.410). The coefficient of determination indicates that 32.7% of variation of financial performance is explained by agripreneurship sustainability strategies such as innovation, pro-activeness, risk-taking and networking. It is concluded that innovation, pro-activeness, risk-taking and networking affect the financial performance of Small scale farmers in Uasin Gishu County. Unique contribution to theory, practice and policy: The study recommends that there is a need for regular training opportunities to be provided to the small scale farmers. Organizations in the agricultural sector and government ministries should focus on training farmers on entrepreneurship as a sustainable course for the business growth. Education policies in the country need to be reviewed to integrate agripreneurship as a course and more resource provided to encourage it among students in learning institutions. There is also a need for agricultural seminars to be organized within the county for the small scale farmers. There is need for further research to be conducted to assess the other factors that may be affecting the financial performance of small scale farmers.
Performance appraisal is a formal management system by which the job performance of an employee is examined and evaluated, with the intent of identifying their strengths and weaknesses for improvement in future. In today’s difficult economic context, one of the main challenges for managers is to execute an effective human capital strategy to increase general performance. The aim of this study was to establish the effect of performance appraisal on service delivery in Huduma Centres in Nairobi County. The specific objectives were to determine the effect of appraisal feedback, performance rewards and appraisal method on service delivery in Huduma Centres in Nairobi County. Appraisal Theory, Performance Feedback Theory and Expectancy Theory informed this study. The study carried was out at 5 Huduma Centers in Nairobi County as they serve the highest number of citizens in the country and also because this is the total number of Huduma Centres within Nairobi County. The study adopted a descriptive approach on the 5 Huduma Centres; Huduma GPO, Huduma City Square, Huduma Eastleigh, Huduma Kibra and Huduma Makadara. The sample size was 250 staff members. The study used quantitative methods and the data collection tool was a questionnaire. The data was then analyzed using descriptive and inferential analysis. The descriptive statistics included the frequencies and the means. The regression of coefficient results show that appraisal feedback and service delivery is positively and significantly related. The results further indicated that performance rewards and service delivery is positively and significantly related. Lastly, results showed that appraisal method and service delivery is positively and significantly related. The study recommends that supervisors should provide regular and timely feedback to staff. The supervisors should ensure that appraisal feedback is free from errors based on personal bias such as stereotyping to have positive effect on staff delivery. The study recommends that rewards systems used should be regularly reviewed with the changing times. Remuneration of the staff should be reviewed according to human resources policy. Keywords: Appraisal feedback, performance rewards, appraisal method & service delivery
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