RESOURCE ALLOCATION IN STRATEGY IMPLEMENTATION AND PERFORMANCE OF NAIROBI CITY COUNTY GOVERNMENT, KENYA

Sammy Kavindu Josephine, Linda Kimencu

Abstract


County governments in Kenya have formulated very good strategies, but their implementation is poor and hence service delivery is still not satisfactory. Challenges facing the implementation of strategies include inadequate financial and human resources. The objective of this study was to establish the effects of resource allocation in strategy implementation on the performance of Nairobi City Government. The study was anchored on resource based-view theory and balanced scorecard theory. The study used an explanatory research design. The units of observation were 161 staff working in 10 departments in Nairobi City Government. Slovin's Formula was used to estimate the sample size and stratified random sampling was used to select 114 participants from the entire population. The research used of both primary and secondary data. Secondary data was obtained from the annual reports (commission on revenue allocation annual report and county public service board annual report) of Nairobi City Government while semi-structured questionnaires were employed in the collection of primary data. Quantitative data was generated from the closed-ended questions while qualitative data from open-ended questions. Analysis of qualitative data was done through use of thematic analysis and presentation of results was in a narrative form. Analysis of quantitative data was done through use of both Inferential and descriptive statistics with the help of Statistical Package for Social Sciences (SPSS version 22). Descriptive statistics included frequency distribution, mean (a measure of dispersion), standard deviation (a measure of dispersion) and percentages. Inferential statistics included Pearson correlation analysis and multivariate regression analysis. The study found that resource allocation explains 27.5% of the performance of Nairobi City County Government. The study revealed that that resource allocation has a positive and significant influence on performance of the county governments (p-value= 0.000). From the findings, the study recommended that the county government should adopt proper mechanism which ensures timely allocation of resources. Further the county should ensure that its functions are backed with the necessary resources to support their implementation.


Full Text:

PDF

References


Abdulrahman, S. O., & Bamiduro, J. A. (2008). Financial Resource Allocation and Organizational Effectiveness in Colleges of Legal and Islamic Studies in Nigeria. Journal of Sociology and Education in Africa, 7(1), 47-64.

Aguoru, C. N., Orsaah, S. & Umogbai, M. (2018). Effect of Strategic Analysis and Strategy Implementation on Service Quality of a Popular Telecommunication Company in Nigeria. International Journal of Scientific Research and Management, 6(04), 12-20.

Brinkschröder, N. (2016). Strategy Implementation: Key Factors, Challenges and Solutions. Retrieved from https://essay.utwente.nl/66188/1/brinkschroeder_BA_MB.pdf

Chiando, M. S. (2017). Influence of selected determinants of strategy implementation on performance of parastatals in the energy sector in Kenya. Retrieved from http://ir-library.egerton.ac.ke.

Controller of Budget (2019). Consolidated County Budget Implementation Review Reports. Retrieved from http://www.parliament.go.ke

Donna, O. K. (2018). Strategy implementation and organizational performance among institutions of higher learning in Kiambu County. Retrieved from https://ir-library.ku.ac.ke/.

Dumisa, R. M. (2014). Determinants of Successful Strategy Implementation: A Survey of Selected Public Schools in South Africa. International Journal of Business and Management Invention, 3(1), 41-46.

Endrejat, P.C, Baumgarten, F. & Kauffeld, S. (2017). When Theory Meets Practice: Combining Lewinâs Ideas about Change with Motivational Interviewing to Increase Energy-Saving Behaviors within Organizations. Journal of Change Management, 17(2), 101-120

Harrison, J. S., hall, E. H., & Nargundkar, R. N. (2003). Resource allocation as an outcropping of strategic consistency: performance implications. Academy Management Journal, 36(5), 1026-1051.

Kaplan, R. S. & Norton, D. P. (1992). Transforming the balanced scorecard from performance measurement to strategic management: Part I. Upper Saddle River, NJ: Prentice Hall.

Kariithi, W. K. & Mbugua, D. M. (2018). Factors influencing implementation of county development funded projects in Kenya: a case of Kiambu County. International Journal of Social Sciences and Information Technology, 4(5), 129-141.

Kothari, C. R. (2012). Research methodology: Methods and techniques. New Delhi: New Age International (P) Limited Publishers.

Lemarleni, J. E., Ochieng, I., Gakobo, T., & Mwaura, P. (2017). Effects of resource allocation on strategy implementation at Kenya police service in Nairobi County. International Academic Journal of Human Resource and Business Administration, 2(4), 1-26.

Maina, D. N. (2014). Factors Affecting the Implementation of Strategic Plans in Public Secondary Schools in Nyeri County, Kenya. International Review of Management and Business Research, 3(2), 993-1003.

Mele, C., Pels, J., & Polese, F. (2010). A brief review of systems theories and their managerial applications. Service Science, 2(1-2), 126-135.

Momanyi, H., Senaji, T. A., & Were, E. A. (2018). An assessment of factors affecting strategic implementation in devolved government units in Kenya: case of Nairobi City County. International Academic Journal of Human Resource and Business Administration, 3(2), 339-359.

Muchira, W. N. (2013). Relationship between strategy implementation and organizational performance in commercial banks in Kenya. Retrieved from http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/60817

Mwenda, E. W. (2015). Challenges of strategy implementation and performance of the national registration bureau of Kenya. Retrieved from; http://erepository.uonbi.ac.ke/.

Nebo, C.S., Ngozi, N. P., & Rita, O. I. (2015). The role of effective communication on organizational performance: a study of Nnamdi Azikiwe university, Awka. Review of Public Administration and Management, 4(8), 131-148.

Ngâangâa, L.W., Waiganjo, E. W., &Wanjiru, A. W. (2017). Influence of Organizational Resources Portfolio on Organizational Performance in Tourism Government Agencies in Kenya. International Journal of Business and Commerce, 6(4), 1-17.

Ochola, A. (2016). Determinants of strategy implementation in the public health facilities in Mombasa County, Kenya. Retrieved from https://pdfs.semanticscholar.org.

Okpako, P. O., Atube, E. N., & Olufawoye, O. H. (2014). Human Resource Accounting and Firm Performance. Global journal of commerce and management perspective, 3(4), 232-237.

Omollo, N. F., Ngacho, C., & Onyango, Y. J. (2017). Determining the effects of resource allocation on the performance of south Nyanza sugar company limited, Kenya. International journal of social science and information technology, 3(9), 2514-2520.

Omondi, J. S., Rotich, G., Katuse, P., & Senaji, T. (2017). The Relationship between Organization Structure and Performance in Commercial Banks in Kenya: The Mediating Role of Innovation. International Journal of Academic Research in Business and Social Sciences, 7(4), 633-662.

Ouma, D., & Kilonzo, J. M. (2014). Resource allocation Planning: Impact on Public Sector Procurement Performance in Kenya. International Journal of Business and Social Science, 5(7), 169-173.

Raza. H. (2014). Training and Development impact on Organizational Performance: Empirical Evidence from Oil and Gas Sector of Pakistan, IOSR Journal of Business and Management (IOSR-JBM), 16(1) 67-72.

Shabbir, M. S. (2016). Organizational Structure and Employeeâs Performance: A Study of Brewing Firms in Nigeria. American Research Journal of Business and Management, 3(1), 1-16.

Umulisa, A., Mbabazize, M., & Shukla, J. (2015). Effects of project resource planning practices on project performance of Agaseke project in Kigali, Rwanda. International Journal of Business and Management Review, 3(5), 29-51.

Williamson, Oliver E. (1975). Markets and hierarchies. London: The Free Press.

Channon, D.F. (1972). The strategy and structure of British enterprise. London: Macmillan.

Wernerfelt, N. (1989). From critical resources to corporate strategy. Journal of General Management, 14, 4-12


Refbacks

  • There are currently no refbacks.