INFLUENCE OF SYSTEMS PROCESSES ON PERFORMANCE OF NATIONAL SOCIAL SECURITY FUND IN KENYA, CASE STUDY OF KIAMBU COUNTY

Martha W. Ndichu, Dr. Martin Kimemia Gathiru, PhD

Abstract


Strategic planning in the 21st century had continued its orientation towards building organizational competitive advantage. The aim of the study was to examine the influence of systems processes on performance of National Social Security Fund (NSSF) in Kiambu County, Kenya. This study benefited the management of NSSF Kiambu County, the management of NSSF in general, and other related public service departments. The researcher used a descriptive research design with a target population of 200 employees, comprising of the top-level management, middle-level management, and support staff levels of management. Census sampling was employed. The data was collected using a questionnaire that contained open and closed-ended questions. Data was analyzed using quantitative and qualitative methods. Qualitative data was presented in the form of descriptive notes, while quantitative data was presented in the form of tables and figures. Systems processes has a positive influence on performance. Systems and processes, while foundational, warrant ongoing refinement for optimal strategic alignment. The study recommends periodic reviews of systems.

Keywords: Systems Processes, Performance, National Social Security Fund


Full Text:

PDF

References


AteÅŸ, N. Y., Tarakci, M., Porck, J. P., van Knippenberg, D., & Groenen, P. J. (2020). The dark side of visionary leadership in strategy implementation: Strategic alignment, strategic consensus, and commitment. Journal of Management, 46(5), 637-665.

Bianchi, C. (2021). Fostering Sustainable Community Outcomes through Policy Networks: A Dynamic Performance Governance Approach. In J. Meek (Ed.), Handbook of Collaborative Public Management (pp. 333-356). Cheltenham, UK: Elgar.

Brown, A. D. (2015). Leadership, strategy, and organizational alignment: An exploratory study. Journal of Business Research, 68(1), 241-253.

Chelimo, F. K. (2012). Strategy evaluation and control practices at National Social Security Fund Kenya (Unpublished MBA Project, University of Nairobi).

Choi, I., & Moynihan, D. (2019). How to foster collaborative performance management? Key factors in the US federal agencies. Public Management Review, 21(1), 1-22.

Daft, R. L., & Marcic, D. (2017). Understanding management. Cengage Learning.

Leskaj, E. (2017). The challenges faced by the strategic management of public organizations. Revista Administratie si Management Public, 2017.

Galbreath, J. (2018). The effect of corporate governance characteristics on environmental performance: The case of the food and beverage sector. Open Journal of Business and Management, 8(5).

Ghoshal, S., & Bartlett, C. A. (2017). Managing across borders: The transnational solution. Harvard Business Press.

Grant, R. M. (2016). Contemporary strategy analysis: Text and cases. John Wiley & Sons.

Hrebiniak, L. G. (2013). Making strategy work: Leading effective execution and change.

Kagumu, J. G. (2016). Organizational factors influencing strategy implementation in the Anglican Church of Kenya: The case of Kirinyaga diocese, Kenya. International Journal of Current Business and Social Sciences, 1(5), 350-385.

Karami, A., Farajpour, A., & Barzegar, A. (2015). The impact of communication on the success of organizational change. Procedia-Social and Behavioral Sciences, 181, 23-30.

Lau, C. (2010). A step forward: Ethics education matters. Journal of Business Ethics, 92(4), 565-584. doi:10.1007/s10551-009-0173-

Lasserre, P. (2017). Global strategic management. Palgrave Macmillan.

Lê, J. K., & Jarzabkowski, P. A. (2015). The Role of Task and Process Conflict in Strategizing. British Journal of Management, 26(3), 439–462.

Lee, E., & Puranam, P. (2016). The Implementation Imperative: Why One Should Implement Even Imperfect Strategies Perfectly. Strategic Management Journal, 37(8), 1529–1546.

Levenson, A. (2018). Using Workforce Analytics to Improve Strategy Execution. Human Resource Management, 57(3), 685-700.

Peng, M. W. (2017). Global Strategy. Cengage Learning.

White, G. O., Guldiken, O., Hemphill, T. A., He, W., & Khoobdeh, M. S. (2016). Trends in International Strategic Management Research from 2000 to 2013: Text Mining and Bibliometric Analyses. Management International Review, 56(1), 35–65.

Wołczek, P. (2018). Strategy Implementation Problems in Small and Large Companies – Similarities and Differences in Light of the Research Results. Lessons from the Polish Experience. Argumenta Oeconomica Journal, 2(41), 45-69.

Yang, Z., & Zhu, J. (2016). Charismatic Leadership Behavior and Leadership Effectiveness: The Moderating Role of Subordinates’ Emotional Intelligence and the Mediating Role of Psychological Empowerment. Revista de Cercetare si Interventie Sociala, 55, 158–184.


Refbacks

  • There are currently no refbacks.