Strategy Implementation And Organizational Performance Among Institutions Of Higher Learning In Kiambu County

ABSTRACT

Institutions of Higher Learning (IHLs) have experienced exponential growth in the past five years due to the rise in student enrolment. This trend has caused a lot of competition amongst these institutions, both public and private, leading them to develop competitive strategies in a bid to survive. However, successful implementation of these strategies has been a challenge to the organizational performance. The objective of this study was to examine the influence of strategy implementation on organizational performance among IHLs in Kiambu County. The study’s specific objectives were; to examine the influence of resource allocation, strategic leadership, strategy communication and monitoring and control on the performance of these institutions. The theories that guided the study were; Resources and Capabilities, Agency, Institutional and the Balance Scorecard. A descriptive study design of cross section in nature was used because it allowed effective data collection to test hypotheses concerning the variables under study. The target population were heads of both academic and non-academic departments. The sample of 174 respondents was selected through stratified random sampling. Primary data was collected through semi-structured questionnaires through drop and pick method of administration. Content validity was evaluated through the opinion of scholars and experts in strategy implementation as well as through a pilot test was carried out to check the reliability of the research instruments. Reliability of the questionnaire was evaluated using the Cronbach alpha test, which provided an acceptable threshold of 0.8. Descriptive statistics such as mean, percentages and standard deviations were used to analyze the data collected. Inferential statistics in the form of correlation tests and multiple regression analysis were also used to evaluate the influence of the independent variables on the dependent variables. Results were presented using tables along with their associated interpretations. The response rate of this study was sixty-six percent (66%) based. The findings established the existence of a significant influence of strategic resource allocation, monitoring and control of strategies, strategic leadership and strategic communication on the performance of IHLs. The study concluded that organizational performance was significantly influenced by monitoring, control of strategies resource allocation and strategy communication. Further, the findings revealed that strategic leadership did not influence performance of IHLs to a great extent as the preceding variables. It is recommended that the management of IHLs can use the findings to consider resource allocation to core activities of the institution, not only those that are directly related to achievement of their educational goals, but also to infrastructure such as students’ hostels. The institutions should create innovative communication channels, such as online feedback platforms to guarantee that all stakeholders are aware of the strategies implemented and give feedback for improvement of the same. Further, it is suggested that management of the IHLs should have deliberate programs to monitor and control the strategies implemented and results given to the management for further action depending on the outcome. Finally, it is recommended that advance research be carried out through replication of this study in other organizations or industries.