The current study sought to establish how change management practices influences performance of hotel in Nairobi County, Kenya. The study specifically aimed at establishing the influence of communication, employee engagement, leadership and resource dedication on performance of the hotel in Nairobi County, Kenya. The theories that anchors the study comprised of Communication Theory, Self-Determination Theory, Path Goal Leadership Theory and Resource Based View Theory. The study employed a descriptive research design and the target population comprised of 44 hotels distributed in Nairobi County with ratings of one to five stars as formulated in Tourism Regulatory Authority Hotel Classifications 2018. A census approach was adopted in the study. Primary data was collected through questionnaires containing close ended questions while a secondary data collection sheet was used to collect secondary data. The data collected was analyzed by employing both inferential analysis and descriptive statistics using MS Excel and SPSS software V22. A pilot study was conducted on 4 randomly selected hotels to assess the validity and reliability of the data collection instrument. The study established that communication, employee engagement, leadership and resources dedication positively and significantly influence performance levels of the hotels as shown by Beta values of 0.298, 0.321, 0.387 and 0.459 respectively. This implies that increase in one unit of each of the variables results to an increase in the performance levels with the respective beta values. The study recommended that there is a need for hotels to enhance their communication practices while implementing changes, to enhance their employee engagement practices while implementing changes, to enhance their leadership practices while implementing changes and to enhance their resources dedication practices while implementing changes since the practices positively influences the performance levels.
The background circumstances presently confronting Micro Financial Institutions are diverse from those of previous periods. They have experienced incredible high-tech fluctuations, economic uncertainty, stiff rivalry, swift societal variations and administrative rules. These variations in the commercial setting decide the accomplishment and effectiveness of Micro Financial Institutions. Statistics reveal that the stiff competition in Kenyan financial industry has seen the involvement of the industry to the gross domestic product in terms of their assets reduce and that the highly volatile financial environment has led to an upsurge in nonrepayment of debts in the financial sector. With the control of the interest rates, the focus of the borrowers has shifted from the Micro Financial Institutions, which charge high interest rates to commercial banks, which charge below fourteen percent. As a result, the Micro Financial Institutions are facing a challenge and to survive, there is a need to adopt competitive tactics. This study wanted to evaluate the effect of competitive strategies on performance of Micro Financial Institutions. Precisely, the study pursued to establish the effect of cost leadership strategy on performance of Micro-Finance Institutions in Kenya following Interest Rate Cap, to determine the effect of differentiation strategy on performance of Micro-Finance Institutions in Kenya following Interest Rate Cap, to examine the effect of focus strategy on performance of Micro-Finance Institutions in Kenya following Interest Rate Cap and to establish the effect of innovation strategy on performance of Micro-Finance Institutions in Kenya following Interest Rate Cap. This study used the Porter's Competitive Advantage Theory, the Resource Based Theory of competitive advantage and Roger's diffusion theory of innovation to explain the relationship between the study variable. The study collected primary data using questionnaires. A descriptive survey design was adopted. The Target population comprised of all the 13 licensed MFIS by the Central Bank of Kenya as at the year 2019. A census was conducted on all the 13 MFIs. The unit of observation was heads of corporate banking, Information Technology, Retail banking, Marketing and strategic unit of each MFI. The total target was therefore 65 respondents. Information assembled was scrutinized by aid of descriptive and inferential statistics ranging from frequencies, percentages, correlation and regression. Statistical Package for Social Sciences version 22 was used for Data Analysis. The study found out the Cost leadership strategy, Differentiation strategy, Focus strategy and Innovation Strategy significantly and positively affected the performance of Microfinance institutions in Kenya. The study recommends that cost leadership strategy is an important strategy embraced by MFIs to enable them survive competition in the market. Secondly, MFIs need to understand how to differentiate their products in the market. Third, MFIs need to focus in a given market and provide ...
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