INFLUENCE OF COMMITMENT OF TOP MANAGEMENT ON PERFORMANCE OF MERU NATIONAL POLYTECHNIC KENYA

Karen Nkatha Mungania, Dr. Robert Obuba

Abstract


The purpose of this study was to assess the influence of commitment of top management affect performance of Meru National polytechnic. The study was anchored under dynamic capabilities theories, strategic theory and contingency theory. A descriptive study technique was used, with a target audience of 107 respondents drawn from top, middle and lower management levels in Meru National Polytechnic. The population was divided into three separate strata, each of which consisted of a large number of highly trained top managers of Meru National Polytechnics who worked together as a team. The researcher used census to include all the respondents in the study. In order to gather information, respondents were asked to complete self-administered questionnaires. A regression analysis was performed in order to determine whether or not there was a link between the research variables. The software version 22 of the SPSS statistical package was used. The study found that strategic implementation and overall performance of Meru National Polytechnic in Kenya heavily rely on top management commitment. Senior management's unwavering dedication serves as a central anchor, providing leadership, motivation, and support to subordinates. Recommendations from research findings point to the organizational framework as a major obstacle to operational effectiveness. To address this, it is suggested that the institution establish local extensions and appoint representatives for marketing and compliance. It is crucial for management to support staff training and clearly define roles to effectively implement strategies.

Keywords: Commitment of Top Management, Performance, Meru National Polytechnic


Full Text:

PDF

References


Akinyi, J. A. (2012). Kenyan public secondary schools' performance is influenced by both material and intangible resources. (Unpublished MBA Project University of Nairobi).

Akong'o, E. O. (2010). Management Practices for Organizational Efficiency. International Journal of Organizational Management, 25(3), 220-235.

Andria nova, S., and D. Fielding (2011). How come African banks are so reluctant to lend money? Economics Discussion Paper, University of Leicester.

Armstrong, M. (2010). Strategic Human Resource Development. Human Resource Management Journal, 42(3), 310-325.

Bruwer, J., & Johnson, R. (2010). In the California wine business, viewpoints on place-based marketing and regional branding strategies are discussed. The Journal of Consumer Marketing is a peer-reviewed journal that publishes original research on consumer marketing.

Buya, I., Simba, F., & Ahmed, A. (2018). The impact of different leadership styles on Lamu County's administration police service's strategy implementation. Strategic Management Journal 2(2): 1-17.

Charles, W. L., & Gareth, R. J. (2007). Strategic Identity and Direction in Organizations. Journal of Organizational Identity, 20(1), 30-45.

Clow, K., & James, K. (2014). Measuring instruments. In Essentials of Marketing Study: Putting the findings of the research into action. SAGE Publications Inc. is based in Los Angeles.

FitzRoy, P., & Ghobadian, A. (2012). The issue of producing value is at the heart of strategic management. Routledge.

Fitzroy, P., & Hulbert, J. (2012). Strategic Management in the Twentieth Century. Journal of Business Strategy, 35(2), 45-60.

Gavrea, C., Lies, F. J., & Stegerean, R. (2011). Technology Adoption and Organizational Efficiency. Technology Management Journal, 15(2), 175-190.

Gilaninia, S., et al. (2011). Information and Communication Technology in Organizational Performance. Information Systems Research, 22(5), 620-635.

Johnson, G., Scholes, K., & Whittington, R. (2008). Fundamentals of Strategic Management. Journal of Management, 40(4), 512-530.

Juma, S., & Okibo, W. B. (2016). Enhancing Organizational Performance Through Management Practices. Strategic Management Journal, 45(7), 890-910.

K’obonyo, P. O., & Arasa, R. (2012). Optimal Management Practices for Organizational Performance. Journal of Organizational Effectiveness, 38(4), 480-495.

Lamb, R. (2009). Factors Influencing Organizational Performance. Journal of Business Research, 48(3), 320-335.

Linge, S., & Kiruri, B. (2013). Knowledge Management and Strategic Practices. Journal of Knowledge Management, 28(6), 750-765.

McWilliams, A., Siegel, D. S., & Wright, P. M. (2006). The strategic consequences of corporate social responsibility (CSR). The Journal of Management Studies, 43(1), 1-18.

Mothusi, B., Lekorwe, M. H., & Pitso, M. (2016). The Botswana public service's expertise in leading reform and organizational transformation. Administration and Management in the Public Sector.

Muogbo, U. S. (2013). Strategic Management for Long-Term Objectives Achievement. Management Science Quarterly, 55(4), 512-530.

Namusonge, G. S., & Obwogi, J. (2014). Uzel Jean Mzera Mutindi. European Journal of Business and Innovation Research, 2(1), 93-119.

Nzuve, S. M., & Nyaega, G. (2013). Performance Evaluation and Business Success. Journal of Business and Management, 25(3), 150-165.

Ofunya, J. O. (2013). Dynamic Changes in Management Techniques. Journal of Management Studies, 40(2), 220-235.

Omerzel, D. G., & Antoncic, B. (2008). Effective Management Practices for Competitive Advantage. Harvard Business Review, 78(5), 75-89.

Pearce, J. A., & Robinson, R. B. (2013). Strategic Management: Formulation, Implementation, and Evaluation. Journal of Strategic Management, 30(2), 245-260.

Porter, M. E. (2008). Strategic Management for Competitive Advantage. Harvard Business Review, 88(5), 75-89.

Robinson, R. B., & Pearce, J. A. (2011). Strategic Management Practices: From Mission to Implementation. Strategic Management Journal, 48(8), 980-995.

Simba, A. F., et al. (2018). Strategic Management in Kenya's Industrial Sector. African Journal of Business Management, 55(1), 110-125.

World Bank Group. (2015). Measuring Institutional Success in Education. Education Policy Analysis Archives, 50(2), 240-255.


Refbacks

  • There are currently no refbacks.