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INFLUENCE OF ORGANIZATIONAL CULTURE ON IMPLEMENTATION OF STRATEGIES BY COUNTY GOVERNMENTS IN KENYA

INFLUENCE OF ORGANIZATIONAL CULTURE ON IMPLEMENTATION OF STRATEGIES BY COUNTY GOVERNMENTS IN KENYA

John Gitau Kagumu: Jomo Kenyatta University of Agriculture and Technology

Prof. Romanus Odhiambo: Jomo Kenyatta University of Agriculture and Technology

Dr. Esther Waiganjo: Jomo Kenyatta University of Agriculture and Technology

 


ABSTRACT

The 2010 Constitution of Kenya created 47 county governments which became functional after its promulgation on 27 th August 2010, and were actualized after the general elections of 2013. The counties were to write strategic plans that would guide them in respect to development programs in the county and how to carry out the devolved functions from the national government. This study sought to establish the influence of organizational culture on implementation of strategies by county governments in Kenya. The target population was 506 senior personnel drawn in all the five counties who included; County Executive, Sub- county Administrators, Members of County Assembly, and Ward Administrators from whom a sample size of 215 was drawn through stratified probability sampling based on different strata and then random sampling from each strata. Data was collected using a semi- structured questionnaire and an interview guide. The data collected was analysed using descriptive and inferential statistics. Qualitative responses were analysed using content analysis. Descriptive and inferential analysis techniques were used. The descriptive technique involved generation of frequencies, mean and percentages while inferential analysis technique involved establishing significant linear relationship between the dependent variable and the independent variables. Pearson’s correlation analysis and regression analysis were performed under the inferential analysis. The ANOVA F-statistic was used to test the research hypothesis for the regression coefficients for each variable to be equal to zero. An analysis to determine the combined influence of all the independent variables was done. The data was presented in form of tables, graphs, and charts. The findings imply that organizational structure has a significant influence on strategy implementation by County Governments in Kenya. The regression analysis and the ANOVA results on the above hypothesis indicated that Adjusted R square was 0.221 implying that 22.1% of Strategy implementation by County Governments in Kenya is explained by organizational culture. From the ANOVA results there was a negative and a significant relationship between Organizational Culture and Strategy Implementation by county Governments. A unit increase in Organizational culture decreases Strategy Implementation by County Governments by 0.430 Units. Since the p-value is less than 0.05 it meant that there is a negative relationship between organizational culture and Strategy implementation by county governments. Based on these study findings it can safely be concluded that norms and beliefs have a great significant positive influence on strategy implementation by county governments in Kenya at 97.9% and only 2.1% indicated that norms and beliefs had no influence on strategy implementation. These study findings give a conclusion that the level of teamwork has a significant positive influence on strategy implementation by County Governments in Kenya at a rate of 69.4%. The study findings also found out that 84.6% of the respondents indicated that commitment to strategy implementation had a significant influence on strategy implementation by county governments in Kenya. The organizational culture of the county governments should be improved in order to facilitate strategy implementation. The county governments should therefore improve on the level of teamwork among the county government staff. This can be done by encouraging interdepartmental coalition and interaction of the staff from different departments. On norms and beliefs, the county governments should adopt change management techniques to induct its staff and give them a good orientation to their new roles.


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