FACTORS AFFECTING STRATEGY IMPLEMENTATION IN

THE PUBLIC SECTOR.

A CASE STUDY OF KIAMBU COUNTY.

BY

DICKSON MUKUA MUCHIRI

UNITED STATES INTERNATIONAL UNIVERSITY - AFRICA

SPRING 2020

FACTORS AFFECTING STRATEGY IMPLEMENTATION IN

THE PUBLIC SECTOR.

A CASE STUDY OF KIAMBU COUNTY.

BY

DICKSON MUKUA MUCHIRI

A Project Report Submitted to Chandaria School of Business in

Partial Fulfillment of the Requirement for the

Degree of Masters in Business Administration (MBA).

UNITED STATES INTERNATIONAL UNIVERSITY - AFRICA

SPRING 2020

ii

STUDENT’S DECLARATION

I, the undersigned, declare that this is my original work and has not been submitted to any other

college, institution or university other than the United States International University in Nairobi

for academic credit.

Signed: ________________________ Date: __________________

Muchiri Dickson Mukua (ID No 656953)

This project has been presented for examination with my approval as the appointed supervisor.

Signed: ________________________

Fred O. Newa

Date: _____________________

Signed: _______________________ Date: ____________________

Dean, Chandaria School of Business

iii

COPY RIGHT

Muchiri Dickson Mukua © 2019

All rights reserved. This report may not be copied, replaced, recorded or transmitted by any

electronic or mechanical means without the consent of the copyright owner.

iv

ABSTRACT

The purpose of this study was to determine the factors affecting effective strategy implementation

in county governments in Kenya with a focus on Kiambu County Government. The research

questions that guide this research are; what is the effect of employee training on strategy

implementation of County Governments in Kenya?, what is the effect of organizational structure

on strategy implementation of County Governments in Kenya? and what is the effect of

organizational culture on strategy implementation of County Governments in Kenya?

The study used descriptive research design. Stratified proportionate random sampling technique

was used to get the sample size of 120 from the population of 170 County public officers. The

study used primary data collected by use of questionnaires. A pilot study was conducted by pre-

testing the questionnaires on five County public officers who were not participating in the main

study. The pre-test was to ensure the validity and reliability of the questionnaire. The Statistical

package for Social Sciences (SPSS) was used to analyze both descriptive and inferential data.

Coding of data was used to avoid errors and omissions of the questionnaires. Descriptive statistics

used include measures of central tendencies (mean), measures of dispersion (standard deviation)

while inferential statistics was analyzed for correlation and regression. The findings were

presented using tables and figures.

The study results indicated that employee training, organizational structure and organizational

culture affect strategy implementation in the public sector. The study established that there existed

a positive relationship between employee training and strategy implementation. Other factors of

employee training that affected strategy implementation are employee competencies; knowledge,

skills and abilities, employees understanding of their role in the organization strategy, employee’s

understanding the organization direction and employee’s ability to plan on implementing strategic

initiatives. The study found out that employee training had an aggregate mean of 3.14, aggregate

standard deviation of 1.242 and R=0.709 P<0.01 indicating a strong relationship which was

statistically significant as at 95% confidence level.

The study established that there existed a positive relationship between organizational structure

and strategy implementation. Other factors of organizational structure that affected strategy

implementation are organizational systems and processes, organizational flexibility, coordination

and teamwork in the organization, freedom to make independent decisions, degree of

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centralization and decentralization and communication practices. The study found out that

organizational structure had an aggregate mean of 3.40, aggregate standard deviation of 1.239 and

R=0.675 P<0.01 indicating a strong relationship which was statistically significant as at 95%

confidence level.

Finally, the study established that there existed a positive relationship between organizational

culture and strategy implementation. Other factors of organizational culture that affected strategy

implementation are ethics and moral principles that govern a person’s behavior, norms which

could either be written or unwritten rules that guide code of conduct, beliefs, customs and traditions

of people in the organization. The study found out that organizational culture had an aggregate

mean of 3.37, aggregate standard deviation of 1.182 and R=0.620 P<0.01 indicating a strong

relationship which was statistically significant as at 95% confidence level.

This research concluded that employees equipped with developed knowledge, skills and attitudes

play a crucial role in achievement of organizations strategic plans. Employee performance at the

organization is enhanced through training and development. The study also concludes that

employee training is vital to an organization and should be enhanced in all organizations so as to

achieve strategy implementation. The study concludes that strategy implementation was impeded

by rigidity of the County structure which lacks in giving employees freedom to make decisions.

The county organizational structure did not enhance flexibility which is critical to strategy

implementation thus a hinderance. The study further found out that delegation of tasks was not

effectively practiced and bottom up communication was a rare practice thus contributing to

underperformance in strategy implementation and of the County in general. Finally, the study

concludes that when the organization is open to cultural diversity that provides diverse views in

strategy formulation and implementation, employees are empowered and involved in the strategy

implementation process. Leaders in the organization need to lead by example in order to guide

employees to attainment of organizational goals.

This study recommends that the public sector needs to develop training and development program

as it enhances employee performance by equipping them with the right skills and capabilities to

drive through the strategy implementation process. The study recommends the public sector needs

to align its organizational structure to what its strategy is calling for in order to enhance flexibility,

effectiveness of communication, delegation of tasks and duties which is critical to strategy

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implementation. Finally, the study recommends the public sector needs to strongly reinforce

organizational culture as it influences employee ethics, norms, behavior, customs and traditions at

work in order to improve overall performance which is critical to strategy implementation. It is

important for organizational culture to be open to cultural diversity as it provides diverse views in

strategy formulation and implementation.

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ACKNOWLEDGEMENT

I wish to express my sincere gratitude to my supervisor, Fred O. Newa for his invaluable input,

encouragement and enthusiastic support. His wise comments and thoughtful feedback

strengthened my ideas. Special thanks to my parents, siblings and friends for their constant

encouragements, wisdom, support and strong belief in education.

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DEDICATION

To my heavenly Father for His sufficient grace.

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TABLE OF CONTENTS

STUDENT’S DECLARATION ................................................................................................... ii

COPY RIGHT .............................................................................................................................. iii

ABSTRACT .................................................................................................................................. iv

ACKNOWLEDGEMENT .......................................................................................................... vii

DEDICATION............................................................................................................................ viii

LIST OF TABLES ...................................................................................................................... xii

LIST OF FIGURES ................................................................................................................... xiii

ABBREVIATIONS .................................................................................................................... xiv

CHAPTER ONE ........................................................................................................................... 1

1.0 INTRODUCTION................................................................................................................... 1

1.1 Background of the Study .......................................................................................................... 1

1.2 Statement of the Problem .......................................................................................................... 5

1.3 Purpose of Study ....................................................................................................................... 6

1.4 Research Questions ................................................................................................................... 6

1.5 Importance of Study .................................................................................................................. 7

1.6 Scope of the Study .................................................................................................................... 8

1.7 Definition of Terms................................................................................................................... 8

1.8 Chapter Summary ..................................................................................................................... 9

CHAPTER TWO ........................................................................................................................ 10

2.0 LITERATURE REVIEW .................................................................................................... 10

2.1 Introduction ............................................................................................................................. 10

2.2 Effect of Employee Training on Strategy Implementation ..................................................... 10

2.3 Effect of Organizational Structure on strategy implementation ............................................. 14

x

2.4 Effect of Organizational Culture on strategy implementation ................................................ 21

2.5 Chapter Summary ................................................................................................................... 25

CHAPTER THREE .................................................................................................................... 26

3.0 RESEARCH METHODOLOGY ........................................................................................ 26

3.1 Introduction ............................................................................................................................. 26

3.2 Research Design...................................................................................................................... 26

3.3 Population and Sampling Design ............................................................................................ 27

3.4 Data Collection Methods ........................................................................................................ 30

3.5 Research Procedures ............................................................................................................... 30

3.6 Data Analysis Methods ........................................................................................................... 31

3.7 Chapter Summary ................................................................................................................... 32

CHAPTER FOUR ....................................................................................................................... 33

4.0 RESULTS AND FINDINGS ................................................................................................ 33

4.1 Introduction ............................................................................................................................. 33

4.2 Demographic Data .................................................................................................................. 34

4.3 Effect of Employee Training on Strategy Implementation ..................................................... 41

4.4 Effect of Organizational Structure on Strategy Implementation ............................................ 45

4.5 Effect of Organizational Culture on Strategy Implementation ............................................... 49

4.6 Chapter Summary ................................................................................................................... 53

CHAPTER FIVE ........................................................................................................................ 54

5.0 DISCUSSION, CONCLUSSION AND RECOMMENDATIONS ................................... 54

5.1 Introduction ........................................................................................................................... 54

5.2 Summary ................................................................................................................................ 54

5.3 Discussion............................................................................................................................... 55

5.4 Conclusion ............................................................................................................................. 61

xi

5.5 Recommendations ................................................................................................................. 61

REFERENCES ............................................................................................................................ 64

APPENDICES ............................................................................................................................. 77

APPENDIX I: USIU RESEARCH APPROVAL LETTER .................................................... 77

APPENDIX II: NACOSTI RESEARCH LICENSE ............................................................... 78

APPENDIX III: COVER LETTER .......................................................................................... 80

APPENDIX IV: RESEARCH QUESTIONNAIRE ................................................................. 81

xii

LIST OF TABLES

Table 3. 1: Sample Size ................................................................................................................ 29

Table 3. 2 : Sample Size Distribution ........................................................................................... 29

Table 4. 1: Reliability Analysis .................................................................................................... 34

Table 4. 2 : Strategy Implementation ............................................................................................ 41

Table 4. 3 : Employee Training .................................................................................................... 42

Table 4. 4: Correlation between Employee Training and Strategy Implementation .................... 43

Table 4. 5: Model Summary on Employee Training .................................................................... 43

Table 4. 6: ANOVA on Employee Training ................................................................................. 44

Table 4. 7: Coefficient on Employee Training ............................................................................. 44

Table 4. 8 : Organizational Structure ............................................................................................ 46

Table 4. 9: Correlation between Organizational Structure and Strategy Implementation ............ 47

Table 4. 10: Model Summary on Organizational Structure .......................................................... 47

Table 4. 11: ANOVA on Organizational Structure ...................................................................... 48

Table 4. 12: Coefficient Analysis on Organizational Structure .................................................... 48

Table 4. 13: Organizational Culture.............................................................................................. 50

Table 4. 14: Correlation between Organizational Culture and Strategy Implementation ............. 51

Table 4. 15: Model Summary on Organizational Culture............................................................. 51

Table 4. 16: ANOVA on Organizational Culture ......................................................................... 52

Table 4. 17: Coefficient Analysis on Organizational Culture ....................................................... 52

xiii

LIST OF FIGURES

Figure 4. 1: Response Rate ........................................................................................................... 33

Figure 4. 2: Respondents Gender .................................................................................................. 34

Figure 4. 3: Respondents Age ....................................................................................................... 35

Figure 4. 4: Respondents Level of Education ............................................................................... 36

Figure 4. 5: Years of service at the county ................................................................................... 37

Figure 4. 6: Terms of employment ............................................................................................... 37

Figure 4. 7: Participation in strategy formulation ......................................................................... 38

Figure 4. 8: Participation in strategy implementation ................................................................... 39

Figure 4. 9: Experience on strategy implementation .................................................................... 39

xiv

ABBREVIATIONS

CECM County Executive Committee Member

CO Chief Officer

CPSB County Public Service Board

CoS Chief of Staff

CS County Secretary

KSA Knowledge, Skills and Abilities

NACOSTI National Commission for Science, Technology and Innovation

SPSS Statistical Package for Social Sciences

1

CHAPTER ONE

1.0 INTRODUCTION

1.1 Background of the Study

World class organizations around the world are driven by successful implementation of strategies

and formulated plans (Odongo & Owuor, 2015). Across a large range of organizations, strategic

management has been embraced by organizations all over the world in pursuing of achievement,

efficiency and effectiveness that ultimately lead to competitive advantage over competitor

organizations (Raduan, Jegak, Haslinda & Alimin, 2015). According to Andrews, Boyne, Law,

and Walker, (2011) globalization has led to the need of public organizations to enhance their

service performance in a bid to stay competitive. The governments have responded to this by

developing policies that are concerned with formulating and implementing strategies pertain to

service delivery.

Organizations on average deliver only about 63% of the financial segment pledges by their

strategies (Mankins & Steele, 2005). Many companies have little to show for the effort of strategy

development despite the energy and time that goes into it. Mankins and Steele, (2005) tried to give

an aggregate of relative contributions of various factors to the performance gap. Approximately

5.2% is lost because of poor communication; 7.5% of the value is lost owing to having the right

resources available at the right time; 4.5% is lost due to poor action planning and lastly 4.1% to

unclear liabilities. Performances are infrequently tracked alongside long-term plans where

expectations rarely meet forecasts because much value is lost in the translation (Kahnemen, Slovic

& Tversky, 1992)

Majority of the global companies operating in advanced countries such as United States, China,

Germany and Russia have achieved their strategic objectives by successfully implementing their

strategies. Strategic ideas unless implemented prove to be of no value to an organization and

strategy implementation is the most critical element of the strategy management process. To

achieve successful strategy implementation, it relies on the skill of working through others,

organizing and motivating (Thompson & Strickland, 2012). Strategy implementation is more

challenging than strategy formulation, and it is widely accepted to be a phase in the strategic

management process with a high rate of failure. The potential of strategy implementation being a

2

critical determinant for public service delivery has been under-researched yet competition in public

service delivery continuously stiffens.

It is also key to identify appropriate resources and competences to support strategy, in addition

allocate resources appropriately and control performance (Johnson & Scholes, 2007). Buuni et al.,

(2015) say that most organizations fall short in implementing their strategic plans for a couple of

reasons: 95% of a typical workforce doesn’t understand the organization strategy and this derails

their expected performance, 86% of business owners and managers spend less than one hour per

month discussing strategy, 75% of organizations do not link employee incentives to strategy and

60% of organizations do not link strategy to budgeting. Therefore, the organization requires

responsive systems and structure, trained and motivated managers to ensure organizational optimal

performance (Macmillan & Tampoe, 2010).

Today’s global competitive environment is sophisticated, dynamic and largely uncertain. To deal

with this uncertain level of change, a lot of thinking has gone into the issue of how strategies are

best crafted. Strategy implementation involves organization of the firm’s resources and motivation

of the staff to achieve goals and objectives. The environmental conditions facing many firms have

changed rapidly. Strategic management is about managing the future, whereby effective strategy

formulation is pivotal as it directs the focus and actions of an organization. This is so, even in cases

where actual implemented strategy can be very distant from what was initially intended, planned

or thought (Olson, Zanetti & Cunningham, 2005)

Strategic management comprises various theories that support efficient and effective strategy

implementation practices in the current business world today; which is faced with unique hurdles

caused by rapidly changing environment and diversity (Haynes & Murkhjee, 2001). Profit

maximizing and competition theory are the key elements that propel any organization as they

ensure competitive advantage. The strategy of an organization consists of the business initiatives

and approaches it undertakes to attract customers and fulfill their wants to withstand competitive

pressures and to enhance its market position (Arthur, Strickland & Gamble, 2008). Firms also

develop strategies to enable them capture strategic initiatives and maintain a competitive edge in

the market (Porter, 2004).

Organizations after strategic planning set out on the implementation process. Successful strategy

implementation is the actualization of the crafted strategy. Despite the challenges faced at the

3

implementation stage, it needs consideration of the human resource requirements, resources to be

used, structure, systems and other variables (Charles & Gareth, 2007). Strategy is implemented

through organizational design in which an organization selects a combination of control systems

and organizational structure that lets it develop a sustainable competitive advantage (Pearcea &

Robinson, 2001)

Strategy implementation has been a major predicament in today’s organizations. This is because

there are very many mixed factors that influence the realization of strategy implementation which

range from people who implement or communicate the strategy to the mechanisms in place to be

controlled and coordinated (Yang, Guohui & Eppler, 2008). Strategy implementation process can

vary from various organizations, dependent mostly on internal factors ranging from structures,

systems, strategies, culture, staff, management style among others (Hill & Jones, 2010).

More studies in Kenya on strategy implementation indicate that the internal and external factors

that influence strategy in organizations include leadership, style of management, resources,

customs, culture, systems, structure, organizational politics as well as information communication

technology. Manyarkiy, (2006), Ngumo, (2006) and Obare (2006) attested in their studies those

aspects such as lack of dedication from leadership, scarcity of resources, meager organizational

framework, poor communication and contradictory interests of individuals and that of the

organization influence strategy implementation.

The concept of organizational performance is connected to the ideas of effectiveness and efficiency

(Kaplan & Norton, 2006). Performance is a measure of an organizations financial outcomes or

financial condition resulting from management decisions and carried out by organization

members. The level of the performance reflects the operations, financing and strategic decisions

(Fening, 2012).

This study views organizational performance in terms of effectiveness. Mia and Clarke, (1999)

asserted that effectiveness is the extent to which a unit is successful in achieving its planned target

or stated objectives. Any effective plan must therefore contain clear verifiable performance

indicators and spell out an effective monitoring and evaluation framework. Performance refers to

how effectively an organization is implementing and appropriate strategy (Otley, 1999). As the

public sector comes under pressure from both internal and external sources to demonstrate

betterment in its performance (McAdam, Hazlett & Casey, 2005).

4

Various National and local/municipal governments and other government departments are taking

an interest in performance measurement and reporting to enhance performance and increase

accountability (Barry, 2000). Behn, (2003) asserts that managers of public organizations must

ensure that the employees are doing the appropriate things and that the line and staff managers are

doing the necessary things to improve performance by determining the budgeting priorities. In

today’s fast changing, dynamic workplace and globalized economy, development of

organizational performance is associated with the development of personal skills, knowledge,

experience and performance (Covey, 2004). Therefore, high performing organizations actively

identify important performance indicators and measure their progress against established goals and

objectives for those indicators as a way of measuring their effectiveness.

According to Lehner, (2004) non-financial performance is by assessing the activities that an

organization sees as key to the achievement of its strategic objectives. Typical non-financial

measures include; measure that relates to employees, customer relationships, quality, operations,

cycle-time and the organization’s supply chain or its pipeline. In public organizations measure of

performance include; quality of service delivery, effective and efficient internal processes that are

customer oriented, conducive working environment and achievement of value for money in regard

to the utilization of public funds for the general good.

Kenyans have started living with the administrative reforms as power shifts from the central

government to the 47 counties (GoK, 2010) following March 4th 2013 general elections. The new

constitution introduced a devolved system of government where many national government

services were delegated to the assigned forty-seven county governments. These forty-seven county

governments were created based on Kenya’s 1992 district framework (KPMGA, 2014). According

to the constitution, the two levels of governments are interdependent and undertake their relations

through consultation and cooperation.

Kiambu County is one of the 47 counties under the constitution of Kenya. It is located in the central

region and has a population of 2,417,735 million as per the 2019 census (KNBS, 2019). Its

headquarters is in Kiambu Town and the largest town is Thika. It comprises of two arms of

government, that is, County Assembly and County executive. The County Assembly has the

responsibility of enacting laws and acting as oversight authority on the County executive whereas

the County Executive is charged with the responsibility of implementing laws for administration

5

of the County (GoK, 2010). County Governments develop strategic plans that are expected to

guide their operations for a five-year period. The County Government Act (GoK, 2012) specifies

critical plans that each County is expected to develop and these are; County Integrated

Development Plan (CIDP), County Spatial Plans, County Sectoral Plans, County Performance

Management Plans and County Urban Areas and Cities Plans. These plans are interrelated as they

deal with various aspects of development and the annual budgets are to be based on these approved

plans. These plans form the basis for the development of a strategic plan for the County

Government of Kiambu.

1.2 Statement of the Problem

Public sector entities globally face strategy implementation challenges due to bureaucracy, high

competition from the private sector, limited capacity technologically and human resource,

corruption and poor strategic management (Mwangi, 2015). Wooldridge and Floyd, (2010)

stressed that the strategy implementation could be more challenging than thinking up a good

strategy. Until a strategy is implemented in an organization, it has little effect on its performance

(Mintzberg, 2007). A strategic plan that is not implemented and kept in a cabinet is a great source

of employee negativity (Healthfield, 2008). According to Horton, (2006) for successful

implementation of strategic plans, organizations need to effectively handle the critical sets of

relationships that generally do impact the successful implementation.

The public sector is faced by numerous challenges in its attempt to achieve its mission from both

internal and external factors. The substandard perception that the public sector receives is

considered by most to be as a result of the varied challenges the sector faces in trying to implement

its strategies in a bid to serve the greater public good. The question that lingers in the mind of

public sector managers and its stakeholders is what challenges are public sector entities facing in

strategy implementation and how can these challenges be overcome. Mintzberg, (2014) believes

that the strategic planning models of the 1960’s and the 1970’s ultimately failed because they did

not distinguish between strategic planning and strategic thinking.

Rajasekar, (2014) found out that effective service delivery in organizations in not achieved despite

having robust strategy formulation processes mainly because they lack the processes in

implementing the strategies. Successful Strategy implementation is key for any organization’s

6

survival. Hussey, (2013) observed that while 80% of firms have the right strategies, only 14%

managed to implement them appropriately. Organizations need to strike a balance between

conceptualization of strategies and their implementation. This is because an appropriately crafted

strategy is meaningless if it is not implemented and, in the end, may be a waste of time and

resources.

The real issues in County Governments in Kenya are: misappropriation of funds by using

subterfuge to access public funds for work not done, inequitable distribution of resources, political

wrangles and inability to implement key projects stipulated in strategic plans. Majority (92%) of

the County governments in Kenya are experiencing declining performance due to issues of strategy

implementation (Birisha, 2017). According to a Transparency International report (2015), it is due

to lack of proper mechanisms of implementing the developed strategies that County Governments

in Kenya are continuing to register low levels of strategy implementation. Although Kiambu

County Government has been implementing their strategies, its performance is still wanting.

Many scholars have conducted studies aiming at establishing the link between strategy

implementation and firm performance however, local studies did not focus on implementation and

performance of state corporations or government owned entities (Mbaka & Mugambi, 2014).

Therefore, it is clear that there are critical factors affecting strategy implementation in County

Governments in Kenya and it is on this backdrops that this study sought to assess them to fill the

knowledge gaps.

1.3 Purpose of Study

The purpose of this study was to assess critical factors affecting strategy implementation of County

Government in Kenya. A case study of Kiambu County Government

1.4 Research Questions

The study is sought to answer the following research questions:

1.4.1 What is the effect of employee training on strategy implementation of Kiambu County

Government?

1.4.2 What is the effect of organizational structure on strategy implementation of Kiambu County

Government?

7

1.4.3 What is the effect of organizational culture on strategy implementation of Kiambu County

Government?

1.5 Importance of Study

The research will be beneficial to various stakeholders as enumerated below: -

1.5.1 County Government of Kiambu

The research findings of this study will be of great help to the management of Kiambu County

Government in understanding issues that affect their strategy implementation. The findings will

enable them improve working conditions thus coming up with appropriate motivation approaches

to influence employees to perform effectively and also get to appreciate the role of organizational

culture and structure on enhancing strategy implementation.

1.5.2 County Governments

The research study will enable County Governments to develop insights on the issues that affect

strategy implementation and strive to reduce the challenges in order to implement their developed

strategies.

1.5.3 National Government

The findings of the study will enable the National Government comprehend the predicaments

experienced by County Governments when implementing projects and ensure that proper policies

are crafted and implemented to control funds allocated for development projects.

1.5.4 Policy makers

The policy makers in devolved institutions in Kenya and beyond will gain immensely in setting

the public sector policy on strategic management and particularly making strategies work. More

so, agencies such as the Council of Governors and Ministry of Devolution and Planning when

formulating policies relating to county planning and execution will be informed by the findings of

this study.

8

1.5.5 Academia and research

Scholars and researchers in the field of strategic management will use the findings of the study to

enrich existing literature on strategy implementation and organization performance. Further, the

findings will enable academicians to identify research gaps and replicate the study in other sectors.

1.6 Scope of the Study

The study will be on County Governments in Kenya with focus on the critical factors affecting

strategy implementation and performance of County Governments in Kenya. The specific context

of interest is Kiambu County Government. Its target population consists of 120 staff members

comprising of County leaders in the Executive arm of the County. The study is intended to be

carried out in a period of six months commencing September 2019. The study targeted the

management staffs at the County Governments and this was because these were the most

convenient staffs conversant with the information to sought on the subject of study but had the

exception of including some general employees.

1.7 Definition of Terms

1.7.1 County Governments

Refers to a political subdivision, which is created within a state for the exercise of duties and

responsibilities granted by constitutional provisions or legislative enactments. It is the lowest level

through which representative government can be practiced (Omari, Kaburi & Sewe, 2011).

1.7.2 Organizational Culture

Organizational culture represents those expectations, norms and goals held in common by

members of a particular group (Deresky, 2008). Ravasi and Schultz (2006) define organizational

culture as a set of shared mental assumptions which guide explanation and action in organizations

through the definition of appropriate behavior for different situations.

1.7.3 Organizational Structure

Wolf (2002) defines organizational structure is the architecture of business competence,

leadership, talent, functional relationships and arrangement. Organizational structure is a system

that is used to define a hierarchy within an organization that identifies each job, its function and

9

where it reports to within the organization. This structure enables the organization in obtaining its

goals to allow future growth (Huczynski, Buchanan & Huczynski, 2013)

1.7.4 Strategy Implementation

This is making strategy work that is, effecting the strategies set that show the connecting loop

between formulation and control (Herbiniak, 2016). According to Thompson and Strickland

(2014) strategy implementation is the connecting loop between formulating and control.

1.7.5 Strategy

This is the organizational direction and scope in the long run; which enhances service delivery in

an ever-changing environment through its alignment of both intangible and tangible resources with

the aim of gratifying stakeholder anticipations (Johnson, Scholes & Whittington, 2005).

1.7.6 Training

Training is the systematic and planned effort to develop knowledge, attitudes, abilities and skills

through learning-experiences, to attain effective performance in an activity or range of activities

(Garavan et al., 1995).

1.8 Chapter Summary

This chapter reflects on the background of the study that elaborates strategy implementation

concept, organizational performance and performance of the County Governments in Kenya. The

chapter also covers the statement of the problem that shows there is inadequate research on the

factors that affect strategy implementation and performance of County Government. The purpose

of this study as indicated in this chapter is to assess the factors affecting strategy implementation

and performance in County Governments in Kenya. The chapter also entails the research questions,

importance of the study, scope of the study and definition of terms.

Chapter two provides the literature review regarding the area of study on the three research

questions that the study sought to answer. Chapter three covers the research methodology

comprising of research design, population, sampling design, data collection methods, research

procedures and data analysis methods. Chapter four covers the results and findings while chapter

five covers the discussions, conclusions and recommendations.

10

CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

This chapter reviewed the existing literature which is relevant to strategy implementation and

performance. The literature embraces related studies conducted elsewhere and their arguments and

findings advanced by other scholars on the issue under scrutiny in this research. It explores the

effect of employee training, organizational structure and culture.

2.2 Effect of Employee Training on Strategy Implementation

2.2.1 Employee Training

Training has been defined differently by different authors. It is “a systematic acquisition and

development of the knowledge, skills, and attitudes required by employees to adequately perform

a task or job or to improve performance in the job environment” (Tharenou, Saks & Moore, 2007).

Another concept opines that training primarily focuses on teaching organizational members on

how to perform their current jobs and helping them acquire the knowledge and skills they need to

be effective performers (Jones, George & Hill, 2000).

Other scholars view training as, “a planned process to modify attitude, knowledge or skill behavior

through learning experience to achieve effective performance in any activity or range of activities”

(Beardwell & Holden, 2001). Its purpose is to develop the abilities of the individual and to satisfy

the current and future needs of the organization.

Training not only develops the capabilities of the employee but sharpen their creativity and

thinking ability in order to take better decision in time and in more productive manner (David,

2006). Moreover, it also helps employees to deal with the customer in an effective manner and

respond to their complaints in timely manner (Hollenbeck, Derue & Guzzo, 2004).

A number of authors identify the purpose of training as being to develop capacities of employees

and by extension represents an investment in human resources (Ulrich & Lake, 1990). Smith

(2010), opines that training motivates employee and make them more innovative and productive.

Smith asserts further that the reasons why training makes sense include, well trained employees

need less supervision with free management for other tasks, are more capable and willing to

assume more control over their jobs and employees are more capable to answer questions from

customers which enhances customer loyalty. Furthermore, employees who understand their job,

11

are more satisfied, complain less and more motivated and hence improve management-employee

relationships.

Dependent on a number of considerations, organizations are suited to a particular type of employee

training. The job description, skill gap to be filled, the challenges faced by the employee in

performing his/her job and the employee present qualification. The avenues that can be used in

implementing training fall broadly into two categories namely: on-the job and off-the job

techniques, notwithstanding that some of the training techniques cut across (Kempton, 1995).

2.2.2.1 On-the-Job Training

Adamu (2008) opines that on-the-job training method imparts knowledge of the job by working

under an experienced worker. The trainer or the experienced worker teaches and guides the trainee

on specific techniques and methods of doing the job. In some cases, the trainee is expected to learn

by watching the master. The trainee is learning while working at the same time, although the

trainee’s output will not be substantial. The procedure at most times is by trial and error thus

usually unsystematic. Baum and Devine (2007) asserted on job training is time saving and cost

effective thus it is better for the organizations to give their employees. Besides, it helps their

employees learn practically on how to get the job done.

2.2.2.2 Off-the-Job Training

Off-the job training is a process of acquiring knowledge and skills at a different location from the

employee office. It includes lectures, group discussion, reading, individual tutorials, workshops

and training courses (Kempton, 1995). It gives consent individuals to go to a different location and

leave their primary place of work. Its advantage includes analyzing past behaviors, the trainee’s

ability to concentrate and reflect on what has been successful and what has not (Okanya, 2008).

This kind of training offers an opportunity to bestow skills and knowledge that can be learnt or

practiced in a safe and conducive atmosphere.

2.2.2 Strategy Implementation in Public Organizations

With increase in competition in the global environment, organizations can only remain relevant by

thinking strategically. This has not only affected the private sector but also the public sector

organizations (Poister & Streib, 2005; Akinyele & Fasogbon, 2007; Plant, 2009). For attainment

of an organization’s objectives, strategies have to be crafted and put into action as planned (Yabs,

2007; Pearce & Robinson, 2008).

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Strategy implementation is the actualization of strategy and what the organization does

(Hakonsson et al, 2012). The successful implementation of strategic decision is widely thought to

be key to the attainment of a firm’s goals and objectives (Elbana et al, 2014). This pertains as much

to public sector organizations as to those in private sector. Only when plans of the topmost

management team are carried out effectively and in full, is it possible to attribute organizational

outcomes to the decisions made by management and to feel some assurance that public

organizations are the masters of their own destiny (Elbanna & Child, 2007).

Notwithstanding the fact that aspects of strategic planning are common to all types of

organizations, the application of the planning processes needs to be carefully tailored to the public

sector environment when applied by public service organizations (Bryson, 2011). Particularly,

management in public organizations have to build in considerations of needs and perspectives of

those stakeholders with whom they must team up and collaborate in order to achieve the

organizations objectives.

According to Floyd and Wooldridge (1997), it is essential that managers actively participate in

strategic planning to ensure strategic decisions work and as such managerial involvement in

planning is likely to mediate the linkage between formulation of strategy and the implementation

success. Formal strategic planning could potentially enable public service organizations to better

manage the support from stakeholders that is needed to achieve strategic objectives. This is

especially important in the public sector since the context in which public organizations operate

has a massive leverage on organizational behavior and outcomes (O’Toole & Meier, 2015). In

particular, the ways in which public organizations respond to cooperate and collaborate with the

diverse actors who have a stake in the process of strategy implementation (Osborne, 2006)

Despite extensive awareness of the cardinal role that strategy implementation success plays in

determining organizational achievements amongst public management theorists, there remain

limited studies that actually examine antecedents of successful strategy implementation in public

service organizations (Bryson, 2010).

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2.2.3 Employee training and Strategy Implementation

In strategy implementation, a comprehensive training and development program aids to deliberate

on the necessary knowledge, skills and attitudes that assist to achieve organizational goals and also

create competitive advantage (Peteraf, 2013). Niazi (2011), indicates that training and

development contributes quality work and to increased productivity in any organization.

Development reduces absenteeism and staff turnover rate hence help in improving motivation

among the employees. To stay ahead of any competitor organization, organizations must

incorporate innovation and reinvention which is feasible if training encompasses a wide range of

learning actions. Training should then become part of the organizations-wide strategy and it should

also be yoked to business goals and organizational performance.

Obonyo and Arasa, (2012) added that, inadequacy of employee training by organizations led to

66% of them facing hurdles to achieve their targets. For organizations to be successful in strategy

implementation, they require to integrate appropriate training in the system. Well trained

employees are able to adjust swiftly to changes with lesser resistance due to the fact that they will

have wide understanding of the business environment. Employees at all levels in the organization

require to understand the organization’s strategy including their own contribution and the need to

continuously improve their job performance (Becker & Huselid, 2010)

To make training of government employees useful, it should be systematically implemented and

appropriately planned (Rao & Nair, 1990). This influences the capacity local government

employees have on the ability to attain the desired goals and objectives particularly in performance

driven programs, plans, projects and activities. Human resource is recognized as a critical resource

for success in strategy implementation. In order to sustain performance of the government, it is

important to optimize the contribution of employees towards achievement of the aims and goals

of the local government (Gronroos, 2000)

Training increases the performance of local government workers in many countries across the

globe. The alignment of local government employee performance and development efforts enables

them to achieve governments mission, goals and objectives. Training improves their ability to

achieve their personal and organizational goals and setting expectations for working objectives

and competencies. It also enables the government to develop a better understanding of its

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employee’s professional goals, strengths and development needs enabling employees take

personal responsibility and accountability for their professionalism, acquiring or enhancing the

skill they need to stay in their current roles (Armstrong, 2006)

A study by Obi-Anike and Ekwe (2014), assessed impact of training and development on

organizational effectiveness in public sector in Enugu-Nigeria. The study revealed that effective

training is an investment in the human resources of an organization with both immediate and long-

range returns. Never the less this study differs with this study for it put much effort on elating

training and organizational effectiveness while the current study will consider effect of employee

training on strategy implementation.

Bhartiya (2014), investigated the impact of training on employee performance in selected public

sector organizations in India. The study revealed that training is important if an organization wants

to be gainful. Despite the positive results the study came out with, still this does not answer the

pertinent questions like what factors need to be considered for training to bring forth the positive

outcomes.

A study carried out by Mbaka and Mugambi (2014), on factors that influence strategy

implementation in the Kenya water sector found out that the employees in the public sector lack

the skills, capabilities and enthusiasm to drive the process of strategy implementation. There also

exists an information gap between the strategy formulators and the staff. Their study further upheld

that there is a correlation between employee training and strategy implementation among

organizations. Employability skills are typically considered essential qualifications for many job

positions and hence have become necessary for an individual’s employment success at just about

any level within a business environment.

2.3 Effect of Organizational Structure on strategy implementation

2.3.1 Organizational Structure

Organizational structure presents how people interact with each other, how communication flows

and how power relationships are defined reflecting on the value-based choice made by a company

and how job tasks are formally divided, grouped and coordinated (Munyoroku, 2012). It is referred

to as the roles, responsibilities and lines of reporting in an organization (Johnson, Kevan &

Richard, 2006). It can critically influence the sources of an organizations advantage in terms of

15

knowledge management. If the organizations structure does not match with company strategy, it

may prove disastrous in its implementation.

The relationships between an organization’s departments or different units and different strategy

levels altogether affects the results of strategy implementation (Hunger & Wheelen, 2007).

Pretorious and Schurink (2007), studies done in South Africa local authorities revealed that there

was lack of clear functional distinction between services to be offered by district and local

municipalities. The study also opined that structural difficulties in the separation of powers amidst

politicians and administrators affected service delivery and strategy implementation. In Kenya

studies by Odhiambo (2005), also concluded that the structure of local authorities had resulted in

conflicts between the legislative and executive arms of those entities resulting in weakened

organizational performance occasioned by slackened service delivery.

According to Musyoka (2011), organic organizations take into consideration the ideas of the

employees, opening the doors to teamwork among employees instead of competition or a feeling

of powerlessness. The use of organic organizations is thought to provide incentive to employees

to co-operate and perform to the best of their abilities. There is an intrinsic association between

strategy formulation and structure of the organization. The structures facilitate how the process

and relationships work, thus affecting strategy implementation process. Organizational structure

and strategy have to be linked for the success of the any firm. The firm’s strategies need to be

aligned to its structure. There is a relationship between organizational structure and leadership in

any successful strategy implementation process.

Organizations facing a dynamic and uncertain environment may have to develop or maintain an

organic organizational structure, whereas companies operating in a stable environment may benefit

from developing or maintaining a mechanistic organizational structure. The reason for this is that

organic structures can distribute and process information and knowledge faster within the

organization, which thus results in an escalated ability to handle or react to changes in the

environment (Odhiambo, 2006).

Organizational structure provides the structural alternatives as divisional, matrix, multinational

and innovative structures. There are seven basic structural types mentioned by Johnson et al.,

(2006) namely: functional, multidivisional, matrix, transnational, holding company, team-based

and project-based structures. Functional structure which is based on the activities of the

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organization such as finance and accounting, production, marketing, human resources and research

and development. Multidivisional structure which is based on products, services or geographical

areas. Holding company structure which consists of shareholdings in a variety of separate business

operations. Matrix structure which is a combination of structures which take the form of products

and geographical divisions or functional and divisional structures operating together (Johnson et

al., 2006).

2.3.2 Dimension of Centralization and Decentralization

Organizational structure indicates an enduring configuration of tasks and activities (Skivington &

Daft, 1991). A most studied dimension is centralization and refers to “the extent to which decision-

making power is concentrated at the top levels of the organization” (Caruana et al.,1998). Despite

a minority of studies that demonstrate a positive impact of high centralization on organizational

effectiveness (Ruekert et al., 1985), most of the scholars have concurred that a decentralized

organizational structure is conducive to organizational effectiveness (Burns & Stalker, 1961;

Dewar & Werbel, 1979; Floyd & Wooldridge, 1992; Rapert & Wren, 1998; Schminke et al., 2000).

It is found that a decentralized structure encourages communication (Burns and Stalker, 1961) and

increases employee satisfaction and motivation (Dewar and Werbel, 1979), because in less

centralized environments, free flow of lateral and vertical communication is encouraged, experts

on the subject had greater say in decision-making than the designated authority (Burns and Stalker,

1961), and responsiveness to market conditions is enhanced (Schminke et al., 2000).

2.3.3 Organizational Structures

The structure of an organization is about the distribution of power and authority across a hierarchy.

Organizations have hierarchical forms such as functional, channel, customer business unit,

geographical, hybrid structure and matrix structure (Galbraith, 2014). Organizational structure is

the framework of the relations on jobs, systems, operating process, people and groups making

efforts to achieve the goals (Mintzberg, 1972). Organizational structure should facilitate decision

making, proper reaction to environment and conflict resolution between the units (Arabi, 2007).

2.3.3.1 Functional Organizational Structures

In functional organizational structure, employees are grouped according to the organizational

purpose (Johnston & Marshall, 2016). Every group or sub group is intended to attain a particular

purpose in meeting the organizations overall objectives and goals. The organization is comprised

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of various departments such as finance, human resource, administration and many others. This

functional structure is possibly the most common model in numerous organizations. It groups and

divides the staff and employees based on their specific administrative functions (Maguire, 2013).

In such a case, managers or supervisors from each department report to one head for example the

vice president or director who is responsible for controlling all the organizational units within the

entire firm. The benefit of this structural type is that the expertise separates the functions and on

the flip side, the main challenge is when some different functional units turn into silos or become

autonomous and start working independently and fail to support the other groups members within

the administration assuming that every area of operations should consider its own roles and

responsibility (Galbraith, 2014).

However, this functional type of organizational structure has some weaknesses that can hamper

the organization from realizing exemplary results (Baligh, 2014). One of the major shortcomings

is poor communication and coordination among the various departments. For example, the

organization’s boundaries can restrict communication and coordination such that it becomes a

challenge for the various departments to work in sync (Puranam, Alexy, & Reitzig, 2014).

Furthermore, management control is not tranquil with this type of organizational structure as each

department tends to work towards showing their own superiority or dominance and hence,

management cannot control them easily.

2.3.3.2 Matrix Organizational Structures

According to Guadalupe, Li and Wulf, (2013) This is an organizational structure where there are

multiple of managers to report to. It implies that organizational employees are accountable to more

than one supervisor. It is quite complex but it highly aids in the achievement of definitive goal

which is attaining higher productivity and efficiency. The structure is often used in organizations

that have various diversified product lines and services. This structure makes the organization

more flexible as well breaks the day to day monotony (Goetsch & Davis, 2014). The advantage of

matrix organizational structure is that the workers or rather the employees have responsibilities for

both their departments and also the organizational projects and developments. Galbraith (2014),

argues that a challenge is results when different manages give employees different directions. The

varying leadership position can pose a challenge in implementing of the set goals and objectives

(Maguire, 2013). The employees get confused on whose orders or instruction to adhere to.

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Consequently, competition for power and office politics between the unit and divisional leaders

will arise.

This structure combines both divisional and functional structure characteristics. This structure is

also widely used in large organizations such as the multinational companies and corporations (Lee,

Kozlenkova, & Palmatier, 2015). With this Matrix structure, employees or workers are grouped in

various teams according to the organizational purpose where every group focuses on the

achievement of an explicit purpose in meeting the overall objective and goal and, at the same time,

roles and responsibilities are allocated to different individuals depending on their experience and

expertise levels.

2.3.3.3 Divisional Organizational Structures

Lin, (2014) identified the structure as more often than not made up of a number of parallel teams

which focus on a single service or product line. This specific type of organizational structure is

mostly used in large companies. This structure ensures objectives and goals are to be met more

specifically and rapidly. It curtails both delays and lack of satisfactions that arise from

overwhelmed responsibilities. With this structure, obligations and responsibilities are allocated to

different entities depending on their level of experience and expertise. Work or management

functions are allocated or assigned to various groups of people and hence, making it easy to track

all the activities regardless of the organizational size (Hoffmann, 2013).

It is also noted that management in such organizations is not easy and it is quite a challenge to

meet the needs of all individuals such as customers, employees, and other stakeholders or

interested parties (Crane & Matten, 2016). Rishipal (2014) states that though divisional structured

organizations focus on autonomous division, they may not always imply decentralized decision

making. Thus, they often spark intra-unit infighting and generates 'cow-boy mentality Therefore,

this divisional structure enables such organizations to ensure suitable management.

However, it is also paramount to note that this divisional organizational structure poses some

challenges in communication within an organization given that the various teams may not be

working cohesively together. For instance, employees can be divided into various categories,

which make it hard for them to work as one team, and hence, making it an uphill task to attain the

set goals and objectives (McDonald & Wilson, 2016). In addition, managing the various units or

19

groups is very costly as compared to dealing with the whole firm as one. With this organizational

structure, the firm may be compelled to employ more individuals than they should have. For

instance, each of the groups must have an assigned a leader. With this structure, the various

departments may engage in competition and most probably breed office politics and infighting

(Iqbal & Hashmi, 2015). More so, each department may want to show how hardworking or

superior they are. Such competition may result in failure of some o many departments and hence,

affecting the overall organization’s performance and ability to attain the set goals.

2.3.3.4 Vertical Organizational Structures

This structure defines a chain of authority that trickles down from the headquarters to the lowest

level business units or the lowest level employee, through a sequence of intermediate layers that

implements the management’s directives at a more disaggregated level (Cokins, 2017). This is a

categorized organizational structure where the supervisors or managers transmit instructions and

any other information from the top to bottom of a firm (Ashkenas, Ulrich, Jick, & Kerr, 2015).

This structure is characterized by nominal communication or flow of feedback from side to side

or from bottom up (Atalay, Hortaçsu & Syverson, 2014).

Any functional business ought to have its structure in an organized manner to ensure efficient and

effective operations with the aim of realizing the set goals and objectives in the organization. The

organizational charts in organizations guarantees that the functions of a business align with the

objectives. This means that the organizational structures will unmistakably demonstrate the status

of the business together with the values that it upholds in the industry or sector it operates in (Byars,

2014). Therefore, before engaging in any long term or short-term business deal with an

organization or getting into a new contract in an organization, it is always important to comprehend

their organizational structure, which assists one to have an actual picture of such an organization.

In summary, it is attestable that organizational structure identifies how the roles, powers, duties,

and controls are synchronized within the various levels of management. This will entirely depend

on the organization’s strategies and objectives that the organization envisaged to use in delivering

the anticipated results (Ahmadi et al., 2012).

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2.3.4 Organizational Structure and Strategy Implementation

Alfred (2014), suggests that in strategy-structure studies, the organizational structure is influenced

by its strategies. Structure follows strategy. To distinguish strategy and structure, setting long and

short-term goals, finding the path to obtain goals and allocating resources are the strategy

components and the formation of these elements to implementing strategies are called structure.

Strategy implementing is a process in which all planning and budgeting activities, policies and

procedures follows the defined strategy (Arabi, 2012)

Organization structure is the backbone to the organizations formal reporting relationship,

procedures, controls, authority and decision-making processes (Ireland, Hoskisson & Hitt, 2011).

Strategy and structure have a reciprocal relationship, meaning as much as strategy influences

structure so as structure will also influence the strategy. When a tight fit between strategy and

structure is absent, the organizations performance will experience administrative and resource

allocation problems and thus conflicting priorities regarding strategy implementation tasks.

Yambwa (2014), explored the reasons for shortcomings on implement strategic plans in the

Ministry of Regional and Local Government, Housing and Rural Development, Namibia and

revealed that organizational culture and strategy that were not aligned to strategy were among the

significant factors affecting the strategic plan implementation in the Namibia’s Ministry.

A study by Nyakeriga (2014), examined the factors that influenced implementation of strategic

plans in newly established public universities in Kenya. The researcher found out that human

resource management practices, administrative systems, organizational structure, organizational

leadership, organizational culture and effective communication and consensus influenced strategic

plan implementation in newly established public universities in Kenya.

Kirui (2013) on his study on the significant factors that influenced the overall push of the former

local authorities in Kenya to their pre-determined strategic goals found out that organizational

financial resources, leadership, culture, and structure all affected the implementation of strategic

plans in Kenya’s former local authorities. Specifically, the organizational structures of the local

authorities influenced the implementation of strategic plans in the forms of decentralization of

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authority, task allocation, hierarchical length, span of control, employee co-ordination and

integration and structural flexibility.

2.4 Effect of Organizational Culture on strategy implementation

2.4.1 Organizational Cultures

Organizational culture is everything that people have, think, and do as members of their society

(Ferraro, 1998). It is the basic criteria of social behavior and integrated action. Organizational

cultures represent the character of an organization, which directs its employees’ day-to-day

working relationships and guides them on how to behave and communicate within the

organization, as well as guiding how the company hierarchy is built (Ribiere & Sitar, 2003). Every

individual is unique and is equipped with different characteristics and behavioral styles. This is

also true for business organizations, which have unique cultures that influence the organizational

operations (Chang & Lee, 2007). Both old and new organizational features are fundamental to

forming and articulating the organizational culture of an organization (Langfield-Smith, 1995).

Organizational culture comprises acknowledged practices, rules and principles of conduct based

on certain circumstances that are general rationales and beliefs (Bailey, 1995). Quinn (1988) used

two dimensions in a competing values framework to investigate organizational cultures: one

dimension reflects the extent to which an organization has a control orientation; the other reflects

the extent to which an organization is focused on its external or internal functions. They entail

clan, market, adhocracy, and hierarchy. Clan culture produces a warm and friendly workplace

where people can freely share knowledge, market culture produces a workplace with hard-driving

competitiveness; a results-oriented organization led by tough and demanding leaders who are hard

drivers, producers, and competitors adhocracy culture produces an entrepreneurial, dynamic and

creative workplace which encourages individual initiative and provides freedom for people who

are willing to stick their necks out and to take risks, and lastly hierarchy culture produces a

workplace with formalized and structured procedures which govern what people do.

Organizational culture and performance are tightly connected to a certain group of people who

have been working together for a considerable period of time (Linn, 2008). It is the most critical

factor that shapes behavior. Hooijberg and Petrock (1993) stated that culture contributes to support

self-managing work teams and improved performance. Robinson et al. (2005) indicated that

learning culture and knowledge management strategies are crucial to enhancing corporate

22

performance for an enterprise to keep being innovative in its products, processes and technologies.

Jones et al. (2006) showed that organizational culture can be considered as a knowledge resource

because it allows the members to acquire, create, share and manage knowledge within a context.

Most leaders are cautious that performance comes from interdependent behavior like knowledge

sharing, cooperation and mutual assistance. Krefting and Frost (1985), proposed that

organizational culture helps create a competitive advantage by determining the boundaries, which

facilitates individual interaction, and/or by defining the scope of information processing to relevant

levels. The role of organizational culture is strongly associated with a firm’s competitive

performance.

2.4.2 Mission and Vision

The mission of an organization is the reason for existence (Hughes, 2005). Mission is the most

cultural trait that an organization should focus on (Nazir & Mushtaq, 2008). Muthoni (2012),

opines that organizations should embrace mission and purpose for the organization and allow

employees to design their own work activities in line the mission. Leaders give general direction

hence play the role of coaches, but also encourage individual decision-making to determine the

operating details to execute the plan.

For organizations to become successful, they must have a clear sense of purpose that gives them a

long-term direction (Mobley, Wang & Fang, 2005). This trait enables organizations to be able to

evaluate if they have foreseeable danger with shortsightedness in their strategy or are well

equipped with strategic actions for the future. The vision, strategic direction and intent and the

goals and objectives of an organization are entailed in the mission trait. Organizations evaluate if

they have shared view of a desired future state and if the vision is understood and shared by all in

the organization under the vision trait. Strategic intent involves organizations evaluating whether

they are able to make a mark in the industry. A clear strategic intent in an organization conveys

the organization purpose and makes it clear how everyone can contribute. Goals & Objectives are

linked to the mission, vision and strategy to adequately give all employees in an organization a

chance to draw a reference of their work.

2.4.3 Flexibility and Adaptability

Jung-Chi & Chi-Hung (2008) stated that change is more probable in flexible organizations and

make a setting that remains open to invention as well as communication. This presents an

23

illustration that rightfully receives cultural multiplicity and helps to elucidate strategy

implementation. Organizational culture can serve many functions such as aid in creation of a set

of general standards or rules in an organization that staff should follow and unifying the

organization’s members. (Heide, Grønhaug & Johannessen, 2012).

2.4.4 Alignment of Culture

Successful organizations 86%, see culture aligned to strategy as highly significant against less

successful ones 55%. This shows that organizations culture and values are not seen as prerequisites

given by successful organizations, but rather as factors to be managed in line with the firm’s

predetermined strategy, rather than the other way around (Brenes, 2008).

According to Akan et al., (2016) Culture is said to align with strategy implementation when an

organization is capable of functioning efficiently in the universal market. Culture lets leaders

within an organization to work both separately and as a team so as to develop strategic plans within

the organization. These may consist of creating new joint ventures and re-instituting previous ones

to go on distributing the finest possible goods and services to a universal market.

2.4.5 Organizational Culture and Strategy Implementation

Organizational culture refers to shared beliefs, values and norms in organizations (Aanya, 2015).

It sets the foundation for strategy within an organization and for strategy to be implemented

successfully it must align to organizational culture. Organizations must establish initiatives and

goals within an organization to support and establish an organization culture that embraces the

organizations strategy over time. Further, it has been identified as the ideologies, philosophies,

assumptions, values, attitudes, expectations, beliefs and norms (Chimanzi & Morgan, 2015).

Additionally, the human invention that creates solidarity and meaning and inspires commitment

and productivity (Heide, Gronhaug & Johannessen, 2012). All types of organizational culture have

significant relationship with the strategy implementation process but the extent of influence varies

from the most effective to the least effective (Ahamadi et al., 2012).

Culture as a strategy implementation imperative should follow strategy unless strategy is in line

with the existing culture. Strategy implementation becomes easier if the planned strategy is in line

with the existing culture (Siciliano & Hess, 2009). However, if it is incompatible with the new

strategy, culture changing activities will have to be undertaken (Pearce & Robinson, 2008).

24

According to Pearce and Robinson (2008) and Hunger and Wheelen (2007), communication can

be used to manage organization culture during strategy implementation. This can be through

newsletters, speeches, encouraging dissemination of stories and legends about core values and

institutionalizing practices that systematically reinforces desired values and beliefs. Culture can

also be reinforced through aligning it with formal and informal recognition, monetary rewards or

other incentives (Ikavalko & Aaltonen, 2001; Nelson & Quick, 2009)

Musyoka (2011) observed that the internal factors that were the major hindrances of strategy

implementation in organizations were employee skill, leadership, communication, resource

allocation and employee culture. The study further argues that top management was directly

responsible in setting the customs, norms and traditions that should guide the behavior of workers

in the organization. The implementation of a strategy is highly important for the project as it

ensures an even change management and system rollout.

Selecting the right employees to participate in the implementation process and motivating them

ensures its success. Perceptions and attitudes employees have towards their organizations can

facilitate strategy implementation in the changing business environment. Further, strategy

enforcers are motivated to ensure successful implementation of the strategies when top

management responds to employee challenges. Organizational culture moderately influences

performance of organizations (Onyango, 2012).

Strategy implementation in any organization is determined by mental beliefs of workers (Mbaka

& Mugambi, 2014). Employees should have shared vision that fosters objectives addressing the

acute actions needed for adopting strategies and attaining long-term goals. Lack of team work and

communication between top level managers and lower level employees resulted to 71% failure of

strategy implementation by state corporations. Top management plays a critical role in developing

supportive systems that ensure strategy implementation.

Nyariki (2012), in his study on challenges of strategy implementation at the University of Nairobi

identified culture as a component of strategy implementation pointing that the university has put

in place measures to recruit and train staff consistently in all operational areas to build capacity as

well as the right culture. The study also established that the University of Nairobi adopts a formal

strategic planning process which involves members of the management team, while other staff

members are represented by respective trade unions.

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2.5 Chapter Summary

This chapter reviews literature on the factors that affect strategy implementation and performance

based on the three research questions namely; the effect of employee training on strategy

implementation of County Governments in Kenya, the effect of organizational structure on

strategy implementation of County Governments in Kenya and the effect of organizational culture

on strategy implementation of County Governments in Kenya. The literature reviewed on the

specific factors under each sub heading in details and offered in-depth knowledge on the subject

areas. The next chapter outlines the framework of the overall research methodology which will be

used to carry out the study. It will outline the study research design, followed by population and

sampling design, data collection methods, research procedures and data analysis, methods. Chapter

four covers the results and findings while chapter five covers the discussions, conclusions and

recommendations.

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CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 Introduction

This chapter outlines the framework of the overall research methodology which was used to carry

out the study. The chapter begins by presenting the study research design, followed by population

and sampling design, data collection methods, research procedures, data analysis methods and the

chapter summary.

3.2 Research Design

A research design is defined as an arrangement of conditions for collection and analysis of data in

a manner that aimed to combine relevance to the research purpose with economy in procedures,

(Fisher, 2010). Copper and Schindler (2014), defined research design as the roadmap or blue print

that guides a researcher in conducting a study. There are different types of research designs;

descriptive design which deals with case studies, naturalistic observations, and surveys; correlation

design which deals with case control and observatory studies; experimental design which deals

with experiments with random assignments and finally semi-experimental that deals with field

experiment or quasi experiments. The descriptive study method was adopted since it helps to

explore and describe the relationship between variables in their natural setting without

manipulating them. The descriptive study method was also selected for it enabled the researcher

to carry out a survey without changing or influencing the study environment. According to Copper

and Schindler (2014), the definitive goal of a descriptive research is to describe study population

and findings with respect to environments.

Descriptive study is aimed at obtaining information that can be analyzed, patterns extracted and

comparison made for the purpose of clarification and provision basis for making decisions. Both

qualitative and quantitative are obtained for comparison purposes. Guest (2012), acknowledged

that descriptive research design is crucial when the intent is gaining broader understanding of the

context of the research and processes being enacted. Moreover, it facilitates the ability to generate

answers to the questions of why, where, what and how.

27

3.3 Population and Sampling Design

3.3.1 Population

Sekaran and Bougie (2016), define the target population as a well-defined collection of individuals

or objects known to have similar characteristics. Cox and Hassard (2010), define a study

population as the elements or units or individuals that form the subject that a researcher would like

to draw inferences. The target population used in this study comprised of 120 participants who are

County leaders in the Executive arm of the County.

3.3.2 Sampling Design

Saunders et al. (2009), defines sampling design as the procedure or process or technique that is

used by a researcher to pick a sub group from a population to participate in the study. Mugenda

and Mugenda (2003), additionally defines a sampling design as the framework of guide that helps

determine how study samples will be determined from a study population. A sample size depends

on factors such as the number of variables in the study, type of research design, method of data

analysis and the size of the population. Kothari (2010), suggests that the sample should neither be

too large nor too small. In instances where the population is too large, the researcher needs to select

individuals to represent the larger group. The primary purpose of sampling is to obtain information

about an entire population by examining only a part of it with the assumption that the sample data

convey the population parameters. The sampling design comprises of the sampling frame,

sampling technique and sample size.

3.3.2.1 Sampling Frame

Saunders, Lewis and Thorn (2012), define a sample frame as a group of homogeneous elements,

or heterogeneous elements from which a sample of a study is drawn. A sampling frame comprises

of the list of elements from which the sample is drawn from and is closely connected to the

population (Cooper & Schindler, 2014). They also pointed out that a sampling frame should be a

complete and correct list of the members of the population. The sampling frame for this study were

the Kiambu County Government officials who are in leadership/management positions. They

include Governor, Deputy Governor, Chief of Staff (CoS), County Secretary (CS), County Public

Service Board Members (CPSB), County Executive Committee Members (CECM), Chief Officers

(CO), Directors and Administrators, that is, sub county and ward level.

28

3.3.2.2 Sampling Technique

The study will adopt stratified random sampling to select sample size from the population. This

technique was chosen because it attempts to restrict the possible samples to those which are

considered less extreme by ensuring that all parts of the population are represented in the sample

in order to increase the efficiency. Ngechu (2004), underscores the importance of selecting a

representative sample. Stratified proportionate random sampling technique produce estimates of

overall population parameters with more accuracy. It also ensures a more representative sample is

derived from a relatively homogeneous population. The strata in this study will be the different

cadres of county public officers and from each stratum a sample of pre-specified size is drawn

independently. Deming (1990), highlighted that stratification aims to reduce standard error by

providing some control over variance.

3.3.2.3 Sample Size

According to Saunders et al. (2012), sample size is defined as the number of respondents that a

researcher uses to collect data that represents the entire population. A good sample size should be

a representation of the population and does not necessarily have some proportional relationship to

the size of the population from which it is drawn. The sample size of this study are the County

public officers in Kiambu County Government.

The study population sample will be arrived at based on Yamane’s formula (Yamane, 1967).

n = N

1+N (e)2

Where:

n = sample size

N = population size

1 = constant

e2 = estimated standard error, which is 5% for 95% confidence level.

29

n = 172

1+172 (0.05)2 = 120

Therefore, by using the formula above with a margin of error of 5% at a 95% confidence level, the

calculation from a population of 172 County public officers yields a sample size of 120.

Table 3. 1: Sample Size

Population Calculation Sample size

170 172

1 + 172 (0.05)2

120

Table 3. 2 : Sample Size Distribution

Designation Target Population Sample Size

Governor 1 1

Deputy Governor 1 1

Chief of Staff 1 1

County Secretary 1 1

County Public Service Board 6 3

County Executive Committee

Members

10 5

Chief Officers 10 5

Directors 70 45

Subcounty Administrators 12 7

Ward Administrators 60 48

Total 172 120

30

3.4 Data Collection Methods

This study utilizes primary data which was collected via use of questionnaire. The questionnaire

was considered appropriate because they provided the opportunity to capture respondents’

opinions in a structured manner and in written form for future reference. Questionnaire as an

instrument of research usually give the respondents sufficient time to provide well though replies

within the questionnaire items and enables large samples to be covered in a short time (Creswell,

2013).

The questionnaire is divided into five subsections. The first sub section is the general information

which comprises the age, gender, work experience and their highest level of education. The second

subsection is on the dependent variable of the study which is Strategy implementation. The other

three sub sections entail the three independent variables of the study which are employee training,

organizational structure and organizational culture.

3.5 Research Procedures

Permission to conduct this research was granted in stages: initially by the research supervisor,

followed by the Dean Chandaria School of Business. In compliance with the Science and

Technology Act, Cap 250 of the Laws of Kenya, a research permit was obtained from the national

Commission for Science, Technology and Innovation (NACOSTI).

A pilot study was conducted by pre-testing the questionnaires on five County public officers who

did not participate in the main study. The pre-test was to ensure the validity and reliability of the

questionnaire. A letter of introduction was sought from United States International University -

Africa and delivered to the Kiambu County offices in seeking the authorization to carry out the

study. The questionnaire was administered to 5 County public service officers through drop and

pick later method. In ensuring high response rate, reminders through follow up calls was done to

respondents. Important to note is that ethical issues of confidentiality and privacy were emphasized

on the introductory letter guaranteeing the organization and the respondents that the research was

purely academic.

Respondents of the study were required to answer using Likert scale type of measurement with

five factors. A five-point Likert scale was employed as it has been most recommended by the

researchers that it would reduce the frustration level of patient respondents and increase response

31

rate and response quality (Sachdev & Verma, 2004).

Results from pre-test were used to determine the study tool reliability by using Cronbach Alpha.

According to Cox and Hassard (2010), for a study to be reliable, it has to have an alpha value

above 0.7. The comments from the pre-test will be used to rephrase questions to ensure their clarity

and also to have them more articulate and concise.

3.6 Data Analysis Methods

Data analysis is defined as the process of summarizing raw data into meaningful themes by use of

statistical tools (Cox & Hassard, 2010). The Statistical package for Social Sciences (SPSS) was

used to analyze both descriptive and inferential data. Coding of data was used to avoid errors and

omissions of the questionnaires. Descriptive statistics were analyzed for mean and standard

deviations while inferential statistics were analyzed for correlation to identify relationships and

regression to identify the type of relationships. This involved partial correlation which us a

measure of association between two variables, while controlling or adjusting the effect of one or

more additional variables (Partial Correlation – Statistics Solutions, 2019). The multiple

regressions analysis test was also used. The findings were presented using tables and figures.

The regression equation used is represented as follows:

P= βо+β1ET+β2OS+β3OC + ε

Where;

P = strategy implementation

Β1 to β3 = regression coefficients,

ET = Employee Training

OS = Organization Structure

OC = Organization of Culture

ε is the error term that accounts for the variability in strategy implementation of Kiambu County

Government that cannot be explained by the linear effect of the predictor variables.

32

3.7 Chapter Summary

This chapter discusses the research methods and procedures that were used in carrying out the

study. It contains research design, population, sampling design, data collection methods, research

procedures and data analysis methods. The descriptive research was adopted as the study research

design. The total population under study will include 120 Kiambu County public officers and the

sampling frame was based on the whole population by conducting stratified random sampling. A

pilot test was conducted to examine the completeness and clarity of the questionnaire and data was

analyzed using SPSS. The study findings and results are presented in chapter four followed by

summary, discussion, conclusion and recommendation in chapter five.

33

CHAPTER FOUR

4.0 RESULTS AND FINDINGS

4.1 Introduction

The results and findings of this study are presented in this chapter. The findings on respondent’s

demographic data is presented first, followed by effect of employee training on strategy

implementation, effect of organizational structure on strategy implementation and finally effect of

organizational culture on strategy implementation is discussed. A chapter summary is also

provided at the end of this chapter.

4.1.1 Response Rate

This research has a sample size of 120 respondents. Out of the 120 questionnaires issued, 90 of

them were received back which is equivalent to a 75% response rate. Saunders et al., (2012) notes

that a response rate above 50% is good for a study.

Figure 4. 1: Response Rate

4.1.2 Reliability Analysis

A pilot test was carried out to find out how reliable the questionnaire administration tool was. For

a study to be considered reliable, it must give a Crochbach Alpha value higher than 0.7. A

25%

75%

Used Questionnaires Void Questionnaires

34

reliability analysis revealed that the study instrument was reliable with Cronbach’s alpha being

above 0.7 as indicated in the table 4.1

Table 4. 1: Reliability Analysis

Variables No of Items Alpha Value

Strategy implementation 7 0.797

Employee training 6 0.865

Organizational structure 7 0.834

Organizational culture 8 0.764

4.2 Demographic Data

The demographic data in this section presented gender of the respondents, respondent’s age,

respondent’s level of education, respondent’s years of service at the county, respondent’s terms of

employment, respondent’s participation in strategy formulation, respondent’s participation in

strategy implementation and respondent’s experience on strategy implementation.

4.2.1 Respondents Gender

The findings of this study show that 65% of the respondents were male and 35% were female as

highlighted in the figure 4.1

Figure 4. 2: Respondents Gender

35

4.2.2 Respondents Age

The findings of this study show that 40% of the respondents were aged between 21-30 years;

followed by 25% both aged 31-40 years and 41-50 years and finally 10% of the respondents aged

below 20 years as summarized in the figure 4.2.

Figure 4. 3: Respondents Age

4.2.3 Respondents Level of Education

Respondents of the study were asked to indicate their educational level and 50% had master’s

level, 45% had bachelor level and 5% had doctorate level as illustrated by figure 4.3.

36

Figure 4. 4: Respondents Level of Education

4.2.4 Years of service at the county

Respondents were asked to indicate the number of years they had served at the county and 40%

had spent 0-5 years, 35% had spent 6-10 years, 15% had spent 11-15 years and finally 10% had

over 21years as indicated by figure 4.4.

37

Figure 4. 5: Years of service at the county

4.2.5 Terms of employment

When respondents were asked to indicate their terms of employment 85% indicated permanent

and pensionable, 10% on contract and 5% on secondment as illustrated by figure 4.5.

Figure 4. 6: Terms of employment

38

4.2.6 Participation in strategy formulation

Respondents were asked if they have participated in strategy formulation while at the county and

60% indicated sometime, 25% indicated very often and 15% indicted rarely as summarized by the

figure 4.6.

Figure 4. 7: Participation in strategy formulation

4.2.7 Participation in strategy implementation

The study findings of this research on respondent’s participation in strategy implementation

indicated that 45% sometimes, 40% very often, 10% always and 5% never as summarized by figure

4.7

39

Figure 4. 8: Participation in strategy implementation

4.2.7.1 Experience on strategy implementation

The study findings regarding the respondent’s experience on strategy implementation indicated

that 70% had average experience, 15% above average, 10% excellent and finally 5% below

average as indicated in the figure 4.8.

Figure 4. 9: Experience on strategy implementation

40

4.2.8 Strategy Implementation

Respondents were asked to indicate their opinion on nature of strategy implementation in the

organization and from Table 4.2, the respondents both had the highest mean of 3.15 indicating that

strategy implementation at the organization was successful and information for strategy

implementation was available and they had standard deviation of 0.745 and 1.089 respectively.

This was followed by the organizations ability to respond and adapt to new changes during strategy

implementation process with a mean score of 2.75 and standard deviation of 1.020. Thirdly was

the organizations ability to achieve strategy objectives with a mean score of 2.65 and standard

deviation of 1.089. Fourthly was availability of resources such as finances and personnel for

strategy implementation being adequately provided with a mean score of 2.55 and standard

deviation of 0.945. It is followed by effectiveness of communication in the organization with a

mean score of 2.50 and standard deviation of 0.950. Lastly, motivation for strategy implementation

in the organization with a mean score of 2.40 and standard deviation of 1.142. The aggregate scores

approximate to a score of 2.74 on the five-point Likert scale adopted by the study. This implies

that respondents fairly agreed with items on strategy implementation as depicted in the structured

questionnaire. The aggregate standard deviation is small with an average of 0.997 of the

respondent’s responses closely clustered around the aggregate score of 2.74.

41

Table 4. 2 : Strategy Implementation

Statement N

Min. Max. Mean

Std.

Dev.

Is strategy implementation at the organization

successful

90 1.00 5.00 3.15 .745

Resources such as finances and personnel for strategy

implementation are adequately provided

90 1.00 5.00 2.55 .945

The organization responds and adapts to new changes

in the strategy implementation process

90 1.00 5.00 2.75 1.020

Are the organizations strategy objectives achieved 90 1.00 5.00 2.65 1.089

Communication for strategy implementation in the

organization is effective

90 1.00 5.00 2.50 .950

Is there motivation for strategy implementation in the

organization

90 1.00 5.00 2.4 1.142

Information for strategy implementation is available 90 1.00 5.00 3.15 1.089

Aggregate 2.74 0.997

4.3 Effect of Employee Training on Strategy Implementation

The first research question aimed at determining the effect of employee training on strategy

implementation. Respondents were asked to indicate their opinion and from the table 4.3, training

and development was the greatest factor in determining strategy implementation the highest means

score of 3.90 and standard deviation of 1.294. This is followed by employees understanding their

roles in the organization strategy with a means score of 3.40 and standard deviation of 1.095.

Thirdly is employees having the ability to plan on strategic initiatives with a means score of 3.15

and standard deviation of 1.226. Fourthly is employees especially of lower level understanding the

organization strategy with a means score of 3.10 and standard deviation of 1.410. This is followed

by employees understanding the organization direction with a means score of 2.90 and standard

deviation of 1.334. Lastly if employees are provided with relevant training during strategy

implementation with a means score of 2.40 and standard deviation of 1.095. The aggregate scores

approximate to a score of 3.14 on the five-point Likert scale adopted by the study. This implies

that averagely respondents agreed with items on employee training affecting strategy

42

implementation as depicted in the structured questionnaire. The aggregate standard deviation is

small with an average of 1.242 of the respondent’s responses closely clustered around the

aggregate score of 3.14.

Table 4. 3 : Employee Training

Statement N

Min. Max. Mean

Std.

Dev.

Employees are provided with relevant training

during strategy implementation

90 1.00 5.00 2.40 1.095

Employees have the ability to plan on how to

implement strategic initiatives

90 1.00 5.00 3.15 1.226

Training and development enhance employee

performance at the organization

90 1.00 5.00 3.90 1.294

Employees understand their roles in the

organization strategy

90 1.00 5.00 3.40 1.095

Employees especially at lower level understand the

organization strategy

90 1.00 5.00 3.10 1.410

Employees understand why the organization is

going this direction

90 1.00 5.00 2.90 1.334

Aggregate 3.14 1.242

4.3.1 Correlation Analysis between Employee Training and Strategy Implementation

The study conducted a correlation analysis between employee training and strategy

implementation to examine the significance of employee training on strategy implementation. The

results in table 4.4 shows that there existed a positive and significant correlation between employee

training and strategy implementation (r=0.709, p<0.01).

43

Table 4. 4: Correlation between Employee Training and Strategy Implementation

Strategy

Implementation

Employee

Training

Strategy

Implementation

Pearson Correlation

Sig. (2-tailed)

1

Employee Training Pearson Correlation

Sig. (2-tailed)

.709**

.000

1

**. Correlation is significant at the 0.01 level (2-tailed)

4.3.2 Regression Analysis on Employee Training

Table 4.5 provides the study’s regression model summary for employee training and strategy

implementation. The table shows that the adjusted R square for employee training was 0.847 which

infers that employee training influenced strategy implementation by 84.7%. This means that

employee training explained 84.7% of changes observed in strategy implementation.

Table 4. 5: Model Summary on Employee Training

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .709ª .422 .847 .513

a. Predictors: (Constant), Employee Training.

4.3.2.1 ANOVA on Employee Training

Table 4.6 shows the ANOVA between employee training and strategy implementation. the

resulting F-value of 13.144 df (1, 89) < 0.15 and this specifies that the regression analysis model

was appropriate for this study results. The table indicates that there existed a statistical and

significant variance between employee training and strategy implementation.

44

Table 4. 6: ANOVA on Employee Training

ANOVAᵇ

Model Sum of Squares df Mean Square F Sig.

1 Regression

Residual

Total

.721

9.535

10.256

1

89

90

.721

.043

13.144 .015ª

a. Predictors: (Constant), Employee Training

b. Dependent Variable: Strategy Implementation

4.3.2.2 Coefficient Analysis on Employee Training

The table 4.7 provides the regression coefficients between employee training and strategy

implementation, and this would be projected as indicated:

Strategy Implementation = 1.647 + 0.865 Employee Training + ɛ

The regression equation suggests that employee training was a significant factor in the firm’s

strategy implementation as demonstrated by the p-value of < 0.01. this therefore designates that

there was a positive and significant relationship between employee training and strategy

implementation, and that a single unit increase in employee training would result in a 86.5%

increase in the organizations strategy implementation.

Table 4. 7: Coefficient on Employee Training

Coefficientsª

Model

Unstandardized

Coefficients

Standardized

Coefficients

t

Sig. B Std. Error Beta

1 Constant

Pricing Strategy

1.647

.865

.590

.183

.709

1.096

3.625

.000

.001

a. Dependent Variable: Strategy Implementation

Strategy Implementation = 1.647 + 0.865 Employee Training + ɛ

45

4.4 Effect of Organizational Structure on Strategy Implementation

The next research question aimed at determining the effect of organizational structure on strategy

implementation. Respondents were asked to indicate their opinion and from the table 4.4, degree

of centralization and decentralization was the greatest factor with a mean of 4.15 and standard

deviation of 0.988. Second came in both organizational structure enhancing coordination and team

work and structure in the organization facilitating communication among workers during strategy

implementation with both having mean of 3.50 and standard deviation of 1.277. Thirdly, both

administrative system in the organization and opportunity to make independent decisions by

employees with a mean of 3.25 and standard deviation of 1.070 and 1.293 respectively. In fourth

came flexibility of the organization structure with a mean of 3.10 and standard deviation of 1.333.

Lastly, open communication between employees and management with a mean of 3.05 and

standard deviation of 1.432. The aggregate scores approximate to a score of 3.40 on the five-point

Likert scale adopted by the study. This implies that averagely respondents agreed with items on

strategy implementation as depicted in the structured questionnaire. The aggregate standard

deviation is small with an average of 1.239 of the respondent’s responses closely clustered around

the aggregate score of 3.40.

46

Table 4. 8 : Organizational Structure

Statement N

Min. Max. Mean

Std.

Dev.

The organization structure enhances coordination

and team work during strategy implementation

90 1.00 5.00 3.50 1.277

The structure of the organization facilitates

communication among workers during strategy

implementation

90 1.00 5.00 3.50 1.277

The structure of the organization is flexible during

strategy implementation

90 1.00 5.00 3.10 1.333

The administrative system in your organization

facilitates strategy execution

90 1.00 5.00 3.25 1.070

The structure of the organization gives employees an

opportunity to make independent decisions during

strategy implementation

90 1.00 5.00 3.25 1.293

The degree of centralization and decentralization in

terms of how communication flows determine

effectiveness in implementing strategies

90 1.00 5.00 4.15 .988

There is open communication between employees

and the management of the organization

90 1.00 5.00 3.05 1.432

Aggregate 3.40 1.239

4.4.1 Correlation Analysis between Organizational Structure and Strategy Implementation

The study conducted a correlation analysis between organizational structure and strategy

implementation to examine the significance of organizational structure on strategy

implementation. The results in table 4.4 shows that there existed a positive and significant

correlation between organizational structure and strategy implementation (r=0.675, p<0.01).

47

Table 4. 9: Correlation between Organizational Structure and Strategy Implementation

Strategy

Implementation

Organizational

Structure

Strategy

Implementation

Pearson Correlation

Sig. (2-tailed)

1

Organizational

Structure

Pearson Correlation

Sig. (2-tailed)

. 675**

.000

1

**. Correlation is significant at the 0.01 level (2-tailed)

4.4.2 Regression Analysis on Organizational Structure

Table 4.9 provides the study’s regression model summary for organizational structure and strategy

implementation. The table shows that the adjusted R square for organizational structure was 0.756

which infers that employee training influenced strategy implementation by 75.6%. This means that

organizational structure explained 75.6% of changes observed in strategy implementation.

Table 4. 10: Model Summary on Organizational Structure

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .675ª .401 .756 .714

a. Predictors: (Constant), Organizational Structure.

4.4.2.1 ANOVA on Organizational Structure

Table 4.10 shows the ANOVA between organizational structure and strategy implementation. the

resulting F-value of 10.062 df (1, 89) < 0.15 and this specifies that the regression analysis model

was appropriate for this study results. The table indicates that there existed a statistical and

significant variance between organizational structure and strategy implementation.

48

Table 4. 11: ANOVA on Organizational Structure

ANOVAᵇ

Model Sum of Squares df Mean Square F Sig.

1 Regression

Residual

Total

.687

9.569

10.256

1

89

90

.687

.036

10.062 .015ª

a. Predictors: (Constant), Organizational Structure

b. Dependent Variable: Strategy Implementation

4.4.2.2 Coefficient Analysis on Organizational Structure

The table 4.11 provides the regression coefficients between organizational structure and strategy

implementation, and this would be projected as indicated:

Strategy Implementation = 2.814 + 0.727 Organizational Structure + ɛ

The regression equation suggests that employee training was a significant factor in the firm’s

strategy implementation as demonstrated by the p-value of < 0.01. this therefore designates that

there was a positive and significant relationship between organizational structure and strategy

implementation, and that a single unit increase in organizational structure would result in a

72.7% increase in the organizations strategy implementation.

Table 4. 12: Coefficient Analysis on Organizational Structure

Coefficientsª

Model

Unstandardized

Coefficients

Standardized

Coefficients

t

Sig. B Std. Error Beta

1 Constant

Pricing Strategy

2.814

.727

.661

.189

.675

2.743

1.436

.001

.000

a. Dependent Variable: Strategy Implementation

Strategy Implementation = 2.814 + 0.727 Organizational Structure + ɛ

49

4.5 Effect of Organizational Culture on Strategy Implementation

The last research question aimed at determining the effect of organizational culture on strategy

implementation. Respondents were asked to indicate their opinion and from Table 4.5,

encouraging employees to work together for the common goals and development of the

organization was the greatest factor with a mean of 3.75 and standard deviation of 0.910. This is

followed by the organization being open to cultural diversity with a mean of 3.60 and standard

deviation of 1.314. Thirdly is employees having job security with a mean of 3.50 and standard

deviation of 1.277. Fourthly is employees easily relating and applying to the organizational core

values with a mean of 3.45 and standard deviation of 0.998. In fifth we have management creating

maximum awareness during strategy implementation to all workers with a mean of 3.35 and

standard deviation of 1.137. this is followed by organizational culture being recognized as a

powerful strategic weapon with a mean of 3.30 and standard deviation of 1.490. Lastly, employees

being empowered and involved in strategy implementation process with a mean of 2.90 and

standard deviation of 1.210. The aggregate scores approximate to a score of 3.37 on the five-point

Likert scale adopted by the study. This implies that averagely respondents agreed with items on

strategy implementation as depicted in the structured questionnaire. The aggregate standard

deviation is small with an average of 1.182 of the respondent’s responses closely clustered around

the aggregate score of 3.37.

50

Table 4. 13: Organizational Culture

Statement N

Min. Max. Mean

Std.

Dev.

Organizational culture is recognized as a powerful

strategic weapon

90 1.00 5.00 3.30 1.490

Employees are empowered and involved in the

strategy implementation process

90 1.00 5.00 2.90 1.210

Staff embrace change that comes during strategy

implementation

90 1.00 5.00 3.10 1.119

The organization is open to cultural diversity that

provides diverse views in strategy formulation and

implementation

90 1.00 5.00 3.60 1.314

Employees have job security and this reflects on the

services they offer to the clients

90 1.00 5.00 3.50 1.277

Management creates maximum awareness during

strategy implementation to all workers

90 1.00 5.00 3.35 1.137

Employees are encouraged to work together for the

common goals and development of the organization

90 1.00 5.00 3.75 .910

Employees can easily relate and apply the

organizations core values

90 1.00 5.00 3.45 .998

Aggregate 3.37 1.182

4.5.1 Correlation Analysis between Organizational Culture and Strategy Implementation

The study conducted a correlation analysis between organizational culture and strategy

implementation to examine the significance of organizational culture on strategy implementation.

The results in table 4.4 shows that there existed a positive and significant correlation between

organizational culture and strategy implementation (r=0.620, p<0.01).

51

Table 4. 14: Correlation between Organizational Culture and Strategy Implementation

Strategy

Implementation

Organizational

Culture

Strategy

Implementation

Pearson Correlation

Sig. (2-tailed)

1

Organizational

Culture

Pearson Correlation

Sig. (2-tailed)

. 620**

.000

1

**. Correlation is significant at the 0.01 level (2-tailed)

4.5.2 Regression Analysis on Organizational Culture

Table 4.13 provides the study’s regression model summary for organizational culture and strategy

implementation. The table shows that the adjusted R square for organizational culture was 0.702

which infers that employee training influenced strategy implementation by 70.2%. This means that

organizational culture explained 70.2% of changes observed in strategy implementation.

Table 4. 15: Model Summary on Organizational Culture

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .620ª .398 .702 .749

a. Predictors: (Constant), Organizational Culture.

4.5.2.1 ANOVA on Organizational Culture

Table 4.14 shows the ANOVA between organizational culture and strategy implementation. the

resulting F-value of 7.240 df (1, 89) < 0.15 and this specifies that the regression analysis model

was appropriate for this study results. The table indicates that there existed a statistical and

significant variance between organizational culture and strategy implementation.

52

Table 4. 16: ANOVA on Organizational Culture

ANOVAᵇ

Model Sum of Squares df Mean Square F Sig.

1 Regression

Residual

Total

.671

9.585

10.256

1

89

90

.671

.029

7.240 .015ª

a. Predictors: (Constant), Organizational Culture

b. Dependent Variable: Strategy Implementation

4.5.2.2 Coefficient Analysis on Organizational Culture

The table 4.15 provides the regression coefficients between organizational structure and strategy

implementation, and this would be projected as indicated:

Strategy Implementation = 2.814 + 0.681 Organizational Structure + ɛ

The regression equation suggests that employee training was a significant factor in the firm’s

strategy implementation as demonstrated by the p-value of < 0.01. this therefore designates that

there was a positive and significant relationship between organizational culture and strategy

implementation, and that a single unit increase in organizational culture would result in a 68.1%

increase in the organizations strategy implementation.

Table 4. 17: Coefficient Analysis on Organizational Culture

Coefficientsª

Model

Unstandardized

Coefficients

Standardized

Coefficients

t

Sig. B Std. Error Beta

1 Constant

Pricing Strategy

3.397

.681

.721

.205

.620

2.032

1.289

.001

.000

a. Dependent Variable: Strategy Implementation

Strategy Implementation = 3.397 + 0.681 Organizational Culture + ɛ

53

From table 4.33 the output equation of the coefficients is a s follows:

P= βо+β1ET+β2OS+β3OC + ε

Where;

P = strategy implementation

Β1 to β3 = regression coefficients,

ET = Employee Training

OS = Organization Structure

OC = Organization of Culture

In this case, the equation will therefore be as follows:

Y= 1.234+0.686ET+0.653OS+0.638OC

These results indicate that employee training, organizational structure and organizational culture

have a significant positive effect on strategy implementation. This implies that a unit increase in

employee training, organizational structure and organizational culture will lead to 0.686, 0.653

and 0.638 respectively positive influence in strategy implementation.

4.6 Chapter Summary

This chapter has presented the study results and findings. The initial part of the chapter focusses

on indicating the results of the descriptive data analysis which highlighted the demographics of

the respondents. The later section of the chapter examines the correlation analysis for relationships

between the study variables and regression analysis that presents the effect on the dependent

variable as a result of the various independent variables. The next chapter presents the study

discussion, conclusions and recommendations.

54

CHAPTER FIVE

5.0 DISCUSSION, CONCLUSSION AND RECOMMENDATIONS

5.1 Introduction

This chapter gives an overview in regard to the study discussion, conclusions and

recommendations based on the research questions of the study. The summary of the entire study

is presented first, followed by discussion on the effect of employee training on strategy

implementation, followed by the discussion on the effects of organizational structure on strategy

implementation and lastly, a discussion on the effects of organizational culture on strategy

implementation. The study conclusion and recommendations are presented in the same order.

5.2 Summary

The purpose of this research was to investigate the factors affecting strategy Implementation in the

public sector. The research questions for this study were; What is the effect of employee training

on strategy implementation of Kiambu County Government? What is the effect of organizational

structure on strategy implementation of Kiambu County Government? What is the effect of

organizational culture on strategy implementation of Kiambu County Government?

This research adopted a descriptive research design. The population of the study was composed of

172 individuals working in the County Government of Kiambu. Stratified sampling technique was

used to select a sample of 120. A study pilot was conducted to determine the validity and reliability

of the study instrument, which was found to be above 0.7 required threshold. The statistical

Package for Social Sciences (SPSS) version 24 was used to conduct descriptive (frequencies and

percentages) and inferential (correlation, and regression) statistical analysis. Findings were

presented using tables and figures.

The findings on the factors affecting strategy implementation showed that there’s a positive

relationship between employee training and strategy implementation success in the public sector.

The relationship was statistically significant. The findings on the effect of organizational structure

showed there’s a positive relationship between organizational structure and strategy

implementation success in the public sector. The relationship was also found to be statistically

significant. Lastly, the findings on the effect of organizational culture on strategy implementation

55

in the public sector showed that there’s a positive relationship and it affects the success of strategy

implementation in the public sector. The relationship was also found to be statistically significant.

5.3 Discussion

5.3.1 Effect of Employee Training on Strategy Implementation

This study has established an existence of a significant relationship between employee training

and strategy implementation. From this study, it was found that employee training had a positive

effect on strategy implementation. Other factors of employee training that affected strategy

implementation are employee competencies; knowledge, skills and abilities, employees

understanding of their role in the organization strategy, employee’s understanding the organization

direction and employee’s ability to plan on implementing strategic initiatives.

The findings of the study on the effect of employee training on strategy implementation where

most of the employees agreed that employee training plays a crucial role in achievement of the

organization’s strategy implementation, similarly Niazi (2011), found that training and

development is a key human resource management practice that is necessary for organizations

while implementing new strategies. Peteraf (1993), supports the findings by indicating that training

and development focuses on career development expanding individual, group and organizational

effectiveness.

According to Cummins (2015), it is an expensive part of human resource but still an essential

component of any organization where the right people are trained to produce good results.

Employees must be trained to integrate well in their organizations and become productive

employees. Dessler (2006), found out that for an organization to meet the current and future

challenges, training and development assumes a big role of learning actions which involves

training of the employees for their present task and more so, knowledge sharing to improve their

organizations. With this knowledge achieved and competency attained, training should become

part of the organization-wide strategy and should be linked to business goals. In strategy

implementation, a comprehensive training and development program help deliberate on the

necessary knowledge, skills and attitudes that assist to achieve organizational goals and also create

competitive advantage (Peteraf, 2013).

Employees learning and growth enhances their motivation where most agreed in the study. Most

of the respondents concurred that employee’s competences promoted efficient process in strategy

implementation. As opined by Wambui (2010), who expressed that it is important for organizations

56

to direct strategic thinking by having an employee’s skills system. Employee competences

enhances motivation which could be in different terms like social incentives and financial

incentives. The skilled employees give feedback on achievements and failures in strategy

implementation process and majority held that this is an indication that most of the employees in

the organization can make crucial decision on the strategy implementation and are able to give

feedback. Competent employees have clear picture of what they are working towards as they

implement strategies.

Lack of skilled employees lead to poor implementation of strategies where majority of the

respondents agreed. Employee training which entails a program to increase technical skills,

knowledge, efficiency and value creation to undertake a specific job correctly, effectively and

conscientiously helps in development of staff in an organization to meet its goals and objectives,

understand the organization direction and plan on implementing strategic initiatives.

Through motivational leadership aimed at achieving sustained performance through personal

growth, value-based leadership and planning that recognizes human dynamics, that junior

employees are involved in strategy implementation in the organization and that the employees are

well motivated. They turn processes into individual actions, necessary to produce great success in

strategy implementation and that the flexibility of process alignment with strategy speeds up

strategy implementation in the organization.

In this study employee training contributes to enhancing strategy implementation effectiveness by

providing relevant training during strategy implementation, employees understanding the

organization direction towards the organization strategy, ensuring employees have the ability to

plan on how to implement strategic initiatives, improving employee performance at the

organization and employees understanding their roles better towards the organization strategy

hence facilitate strategy execution which contribute to effectiveness in implementing strategies.

This study finding on the relationship between employee training and strategy implementation

showed that the predictor variable had a positive association. There was a strong positive

relationship between employee training and strategy implementation.

5.3.2 Effect of Organizational Structure on Strategy Implementation

This study established that organizational structure significantly affects strategy implementation.

From this study, it was established that organizational structure had a positive effect on strategy

57

implementation. Other factors of organizational structure that affected strategy implementation are

organizational systems and processes, organizational flexibility, coordination and teamwork in the

organization, freedom to make independent decisions, degree of centralization and

decentralization and communication practices.

Hill, Jones and Schilling (2013), stated that most companies are configured in terms of four basic

elements of organizational structure; span of control, centralization, formalization and

departmentalization which if not aligned can cause failure on strategy implementation. Muhando

(2015), stated that the organization structure that will translate in the most effective strategy

implementation must be developed considering the size of the organization, diversity of product

range, rate of change in the environment and the need for information. Organizations must also

monitor and oversee the organizational design process to achieve superior profitability (Hill, Jones

& Schilling, 2013)

These findings are in line with a research study conducted by Pearce and Robinson (2011), on

formality in terms of responsibilities and discretion in decision making for leaders that determine

their effectiveness in implementing strategies. Mechanistic structures in county governments have

high degree of specialization that creates room for experts and the high formalization reduces the

capacity for improvising and creating new competences. The structure is therefore to assist with

routine problems but it is unable to cope with new ideas thereby affecting the implementation of

strategies. Tavitiyaman, Zhang and Qu (2012), found out that formalization is viewed in terms of

flexibility in staff work activities and this determines how the staff will implement the set strategies

therefore the study findings affirmed this previous study.

The study found that open communication between management and employees at the

organization was a critical factor in organizational structure. Through communication, employees

are informed of changes, encouraged and motivated towards strategy implementation in the

organization. Peng and Litteljohn (2001), argued that effective communication is key to effective

strategy implementation. As a result, communication as an effect of organizational structure plays

a key role in training of employees, knowledge dissemination and learning during the process of

strategy implementation. Rapert et al, (2002), affirmed that organizations where employees have

easy access to management through open communication outperform those in a restrictive

communication environment. The findings of this study agree with Tesot (2012), investigations

58

which reported that organizational activities should be well coordinated to support strategy

implementation so as to mitigate occurrences of misdirection. inefficiencies and fragmented

efforts.

Richard (1998), ascertained that coordination of activities in an organization is key to the success

of strategy implementation. Notably was that coordination is a result of structures put in place in

an organization. Barrows (2014), asserted that the power to coordinate activities during strategy

implementation is placed on managers in the organization since they have more authority over

more organizational units and the power to coordinate, integrate and arrange the cooperation of

the units under their supervision becoming an easy process. From this study, it was confirmed that

management coordinate activities through the strategy implementation process.

From the study, it was found out that unexpected and unpredictable changes affect the

organization. Organizations take time to respond and adapt to new changes in the environment.

Barnat (2015), indicated that unpredictable and unexpected changes in organizations are caused

by environmental turbulence. The environmental turbulence exists when changes are unpredictable

and unexpected and the pressure for change at which the organization must be able to respond to

the change is critical. Organizational flexibility entails the organization adapting to size, structure

and feedback of human resources and also resources and expenses needed to achieve

organizational objectives and goals. It plays a key role in ensuring that the organization can get

tasks accomplished despite changes in the organization environment which could either be internal

or external. Organizational flexibility enables organizations to be able to change strategies,

processes, procedures, technologies and culture thus deal with fears and anxieties which leads to

improved strategy implementation.

In this study, organizational structure enhances institutional effectiveness by allowing employees

to participate in decision making, allowing free flow of information, coordination and team work

amongst employees, employee understanding their role, degree of centralization and

decentralization and systems in the organization that facilitate strategy execution which contribute

to effectiveness in implementing strategies. This study finding on the relationship between

organizational structure and strategy implementation showed that the predictor variable had a

positive association. There was a strong positive relationship between organizational structure and

strategy implementation.

59

5.3.3 Effect of Organizational Culture on Strategy Implementation

This study found out that organizational culture had significant influence on strategy

implementation. From this study, it was established that organizational culture had a positive effect

on strategy implementation. Other factors of organizational culture that affected strategy

implementation are ethics and moral principles that govern a person’s behavior, norms which

could either be written or unwritten rules that guide code of conduct, beliefs, customs and traditions

of people in the organization.

The study found out that the organization was open to cultural diversity and this provides diverse

views in strategy formulation and implementation. Aanya (2015), found out that an environment

that is open to production and communication provides a model that welcomes cultural diversity

and assist in the clarification of strategy implementation. Culture within an organization helps

create a set of common norms or rules within an organization that employees follow and unifies

members.

Muthoni (2012), revealed that leaders play the role of coaches in giving general direction but

encourage individual decision making to determine the operating details to execute the plan. This

study found out that leaders in the organization leading by example by guiding the employees to

attainment of the organizations goals was critical. Mobley et al (2005), indicated that for

organizations to become successful, they must have a clear sense of purpose that gives them a

long-term direction. This enables organizations to identify if they are equipped with systematically

defined strategic action plans.

Denison (2009), affirmed that a set of shared values in an organization create the ability of the

organization to reach an agreement on key issues especially employees able to reconcile their

differences in a diplomatic way when problems arise. From the study, it was found out that

employees of the organization have a set of shared values that create norms viewed as unwritten

practices, rules, standards of conduct of people and expectations at the organization. Zahra (2014),

found out that the effectiveness of an organization is strongly correlated with the consistency

culture. This study found out that organizational culture in terms of traditions, norms, ethics and

personal beliefs play a critical role in strategy implementation in developed governments.

This study found that for an organization to function efficiently and effectively and make strategies

work, there has to be a commonly acknowledged set of postulations on the traditions of the

60

organization. Homburg, Krohmer and Workman (2014), found that the key aspects of culture as

joint beliefs, joint values and customs. These joint beliefs and values of members of an

organization are interconnected with the organizations management systems, framework and the

people who come up with the norms thereby affecting execution of strategies.

This study also found out that the organization has a clearly defined mission and vision statement

which aid strategy implementation. It further established that there is a strong alignment to

employee attitudes to organizations objectives. Thompson et al. (2012), found out that strategy

implementation requires a firm to establish annual objectives, motivate employees, device policies

and allocate resources so that formulated strategies can be executed.

Herbiniak (2016), found out that organizations culture seen as the nature of an organizations

internal job climate and individuality as fashioned by its major values, operating principles,

entrenched behaviors, customs, job practices as well as method of operation affects greatly the

implementation of strategies in devolved counties. Thus, the findings of this study support these

previous study as it found out that organizational culture affects strategy implementation in county

governments.

Organizational culture supports strategies that an organization implements and for this to work,

the organization should endeavor to create quality customer service to its external customers.

Richardson (2014), observed that employees should be empowered to take charge and solve

problems and also by assuring them of their job security so as to enhance customer satisfaction.

Mintzberg (1996), states that managers should pay attention to organizational culture especially

during change management when implementing new strategies.

In this study, organizational culture enhances institutional effectiveness by empowering

employees, enabling employees to relate and apply organization core values, being open to diverse

opinion sand views from employees, enabling staff to embrace change during strategy

implementation, encouraging employees to work together for common goals and development of

the organization thus facilitate strategy execution which contribute to effectiveness in

implementing strategies. This study finding on the relationship between organizational culture and

strategy implementation showed that the predictor variable had a positive association. There was

a strong positive relationship between organizational culture and strategy implementation.

61

5.4 Conclusion

5.4.1 Effect of Employee Training on Strategy Implementation

The study concluded that there was a strong relationship between employee training and strategy

implementation which showed that there was a strong positive relationship between employee

training and strategy implementation. This indicated that employees equipped with developed

knowledge, skills and attitudes play a crucial role in achievement of organizations strategic plans.

Employee performance at the organization is enhanced through training and development. The

study also concludes that employee training is vital to an organization and should be enhanced in

all organizations so as to achieve strategy implementation.

5.4.2 Effect of Organizational Structure on Strategy Implementation

The study concludes that organizational structure affects strategy implementation. Strategy

implementation was impeded by rigidity of the County structure which lacks in giving employees

freedom to make decisions. The county organizational structure did not enhance flexibility which

is critical to strategy implementation thus a hinderance. The study further found out that delegation

of tasks was not effectively practiced and bottom up communication was a rare practice thus

contributing to underperformance in strategy implementation and of the County in general.

5.4.3 Effect of Organizational Culture on Strategy Implementation

The study concluded that organizational culture did affect strategy implementation. The study did

identify that commonalities of ideologies among workers norms, ethics, moral principles,

behavior, code of conduct, teamwork, beliefs, customs and traditions of people in the organization

contributed to strategy implementation in terms of employee motivation, stakeholder confidence

and customer satisfaction. The study concludes that when the organization is open to cultural

diversity that provides diverse views in strategy formulation and implementation, employees are

empowered and involved in the strategy implementation process. Finally, the study concludes that

the leaders in the organization need to lead by example in order to guide employees to attainment

of organizational goals.

5.5 Recommendations

Recommendations on this section are based on the three research questions of this study.

62

5.5.1 Recommendation for Improvement

5.5.1.1 Effect of Employee Training on Strategy Implementation

The study recommends the organization to develop training and development program as it

enhances employee performance by equipping them with the right skills and capabilities to drive

through the strategy implementation process. The study further recommends employee

engagement in the organization strategic planning process as it helps in owning up the process and

cooperation in strategy implementation. This is because employees play a crucial role in strategy

implementation and results in enhanced results for the organization thus achievement of the

organizations strategic plans.

5.5.1.2 Effect of Organizational Structure on Strategy Implementation

The study recommends the organization to align its organizational structure to what its strategy is

calling for in order to enhance flexibility, effectiveness of communication, delegation of tasks and

duties which is critical to strategy implementation. Organization leaders should ensure there is

discretion in decision making, clear responsibilities and well-defined levels of authority. It is

recommended that the organization continues to streamline its structure and design as per function

so that the strategy can effectively be implemented.

5.5.1.3 Effect of Organizational Culture on Strategy Implementation

The study recommends the organizational culture to be strongly reinforced as a practice that

influences employee ethics, norms, behavior, customs and traditions at work in order to improve

overall performance which is critical to strategy implementation. The study recommends the

leaders in the organization to lead by example through guiding employees to attainment of the

organization’s goals. This will involve changing the traditions that have been followed for a long

time by public officers that may have resulted to poor implementation of strategies. The study also

recommends organizations to be open to cultural diversity as it provides diverse views in strategy

formulation and implementation. This makes employees empowered and involved in the strategy

implementation process.

5.5.2 Recommendation for Future Research

The objective of this study was to investigate factor affecting strategic planning. The study was

limited only to Kiambu County Government a public entity among the 47 counties in Kenya, where

63

the findings may not reflect the prevailing situation in other public sectors in Kenya. The study

recommends that further studies should be done in other public entities so as to determine the

factors that affect strategy implementation. Comparative studies with other County Governments

should be conducted in order to give a clear understanding of devolved governments and issues to

under-performance of county governments in Kenya.

64

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APPENDICES

APPENDIX I: USIU RESEARCH APPROVAL LETTER

78

APPENDIX II: NACOSTI RESEARCH LICENSE

79

THE SCIENCE, TECHNOLOGY AND INNOVATION ACT, 2013

The Grant of Research Licenses is Guided by the Science, Technology and Innovation (Research

Licensing) Regulations, 2014

CONDITIONS

1. The License is valid for the proposed research, location and specified period

2. The License any rights thereunder are non-transferable

3. The Licensee shall inform the relevant County Director of Education, County

Commissioner and County Governor before commencement of the research

4. Excavation, filming and collection of specimens are subject to further necessary

clearance from relevant Government Agencies

5. The License does not give authority to transfer research materials

6. NACOSTI may monitor and evaluate the licensed research project

7. The Licensee shall submit one hard copy and upload a soft copy of their final report

(thesis) within one of completion of the research

8. NACOSTI reserves the right to modify the conditions of the License including

cancellation without prior notice

National Commission for Science, Technology and Innovation

off Waiyaki Way, Upper Kabete,

P. O. Box 30623, 00100 Nairobi, KENYA

Land line: 020 4007000, 020 2241349, 020 3310571, 020 8001077

Mobile: 0713 788 787 / 0735 404 245

E-mail: dg@nacosti.go.ke / registry@nacosti.go.ke

Website: www.nacosti.go.ke

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APPENDIX III: COVER LETTER

Dickson Mukua,

P.O Box 4624 – 01000.

Thika.

Dear Respondent,

RE: REQUEST FOR YOUR PARTICIPATION IN MY RESEARCH PROPOSAL

My name is Dickson Mukua, currently pursuing a course towards conferment of Masters of

Business Administration (MBA) from United States International University – Africa.

In partial fulfilment of degree requirements, I am required to conduct a research in the area of my

work. My research topic is: “Factors affecting Strategy implementation in the public sector”. Your

participation in this study is voluntary. I will highly appreciate if you would spare few minutes to

fill in all sections of the questionnaire to enable me complete the study.

The findings of this study will solely be used for the purpose of research only. Your identity will

be treated with the utmost confidentiality. No name of the respondent or institution is required.

Your participation in this study will be highly appreciated.

Yours Sincerely,

Dickson Mukua.

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APPENDIX IV: RESEARCH QUESTIONNAIRE

SECTION I – (A)

DEMOGRAPHIC INFORMATION

Kindly answer the questions provided by TICKING (✔) in the box that represents your answer.

1. Gender:

Male ( ) Female ( )

2. Kindly indicate your age:

20-30 years ( ) 31-40 years ( ) 41-50 years ( ) 51-60 years ( ) Above 61 years ( )

3. What is your level of education:

Certificate ( ) Diploma ( ) Bachelors ( ) Masters ( ) Doctorate ( )

4. How long have you served at the County:

0-5 years ( ) 6-10 years ( ) 11-15 years ( ) 16-20 years ( ) Over 21years ( )

5. What is your nature/terms of employment:

Intern ( ) Casual ( ) Contract ( ) Secondment ( ) Permanent and pensionable ( )

6. Have you participated in the formulation of strategy while at the County?

Always ( ) Very Often ( ) Sometimes ( ) Rarely ( ) Never ( )

7. a) Have you participated in the implementation of strategy while at the County?

Always ( ) Very Often ( ) Sometimes ( ) Rarely ( ) Never ( )

b) How was the experience?

Excellent ( ) Above Average ( ) Average ( ) Below Average ( ) Very Poor ( )

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SECTION I – (B)

Strategy Implementation

Kindly tick (✔) the answer that best represents your views

(Strongly Disagree = 1; Disagree = 2; Neutral = 3; Agree = 4; Strongly Agree = 5)

1 2 3 4 5

Is strategy implementation at the organization successful

Resources such as finances and personnel for strategy

implementation are adequately provided

The organization responds and adapts to new changes in the

strategy implementation process

Are the organizations strategy objectives achieved

Communication for strategy implementation in the organization is

effective

Is there motivation for strategy implementation in the organization

Information for strategy implementation is available

SECTION II – Employee Training

Kindly tick (✔) the answer that best represents your views

(Strongly Disagree = 1; Disagree = 2; Neutral = 3; Agree = 4; Strongly Agree = 5)

1 2 3 4 5

Employees are provided with relevant training during strategy

implementation

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Employees have the ability to plan on how to implement strategic

initiatives

Training and development enhance employee performance at the

organization

Employees understand their roles in the organization strategy

Employees especially at lower level understand the organization

strategy

Employees understand why the organization is going this direction

SECTION III – Organizational Structure

Kindly tick (✔) the answer that best represents your views

(Strongly Disagree = 1; Disagree = 2; Neutral = 3; Agree = 4; Strongly Agree = 5)

1 2 3 4 5

The organization structure enhances coordination and team work

during strategy implementation

The structure of the organization facilitates communication among

workers during strategy implementation

The structure of the organization is flexible during strategy

implementation

The administrative system in your organization facilitates strategy

execution

The structure of the organization gives employees an opportunity

to make independent decisions during strategy implementation

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The degree of centralization and decentralization in terms of how

communication flows determine effectiveness in implementing

strategies

There is open communication between employees and the

management of the organization

SECTION IV – Organizational Culture

Kindly tick (✔) the answer that best represents your views

(Strongly Disagree = 1; Disagree = 2; Neutral = 3; Agree = 4; Strongly Agree = 5)

1 2 3 4 5

Organizational culture is recognized as a powerful strategic

weapon

Employees are empowered and involved in the strategy

implementation process

Staff embrace change that comes during strategy implementation

The organization is open to cultural diversity that provides diverse

views in strategy formulation and implementation

Employees have job security and this reflects on the services they

offer to the clients

Management creates maximum awareness during strategy

implementation to all workers

Employees are encouraged to work together for the common goals

and development of the organization

Employees can easily relate and apply the organizations core

values

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Thank you for participation