Kibuspace
Kibuspace is the institutional repository of Kibabii University, the repository preserves the University's research legacy and all aspects of knowledge generated by KIBU community for posterity
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Green talent workforce planning and employee performance in Kenyan public hospitals
(International Journal of Research in Human Resource Management, 2025-04-15) Wekesa, Abraham Simiyu; Wanyonyi, Kadian Wanyama; Sirai, Sylvia Chebet; Barasa, Peter Wawire
Green Talent Workforce Planning on employee job performance in Kenyan public hospitals using a mixed-methods cross-sectional survey of 345 healthcare professionals. Structural equation modeling revealed a strong positive relationship between GTWP and performance (β = 0.385, p<0.001), with the model explaining 84.5% of performance variance and leadership support emerging as a critical moderator (β = 0.364, p<0.001); qualitative themes converged with these quantitative findings, highlighting benefits in competency development, resource management, team dynamics, career satisfaction, and organizational transformation. The study, grounded in Green HRM, Transformational Leadership, and Human Capital theories, concluded systematic implementation of GTWP strategies with robust leadership support to maximize employee performance and sustainability outcomes, providing recommendations spanning policy, practice, and future research to advance green talent management in healthcare.
Strategic Partnerships and Performance of Commercial Banks in Nairobi City County, Kenya
(Journal of Business and Strategic Management, 2025-05-17) Samo, Yona Israel; Wanyama, Kadian Wanyonyi; Okonda, Michael Washika
Purpose: This research was to explore how strategic partnerships impact bank performance in Kenya, specifically focusing on evaluating the effect of these partnerships on the performance of commercial banks within Nairobi City County.
Methodology: The research utilized a mixed-methods design combining quantitative and qualitative approaches. The study employed structured questionnaires to gather quantitative data from 108 branch managers and operational managers. Qualitative insights were obtained through semi-structured interviews with 38 Chief Executive Officers. Stratified random sampling was used
to select participants. Data collection adhered to ethical guidelines and included a pilot study to test the instruments for reliability and validity. Quantitative analysis involved descriptive statistics, correlation, and regression analyses, while qualitative data were thematically analyzed for comprehensive insights.
Findings: The study on strategic partnerships within commercial banks in Nairobi City County revealed high respondent agreement on their importance, with the highest mean score of 4.16 (SD = 0.69) for proactive engagement in partnerships. A simple linear regression analysis demonstrated a strong positive correlation (R = 0.653) between strategic partnerships and bank performance,
explaining 42.7% of the variance (R² = 0.427). The relationship was statistically significant (F(1,184) = 137.842, p < 0.001), with an unstandardized coefficient of 0.585, indicating that each unit increase in strategic partnerships leads to a 0.585-unit increase in performance. Overall, these findings underscore the critical role of strategic partnerships in enhancing bank performance in a
competitive environment.
Unique Contributions to Theory, Policy and Practice: The study provides critical insights for banking leaders, policymakers, and academic scholars regarding the importance of strategic partnerships for enhancing strategic flexibility and fostering sustainable growth in the banking sector. It also offers practical recommendations for commercial banks in Kenya to actively pursue strategic partnerships and enhance their responsiveness to market trends
Effect of Organizational Agility on Performance of Commercial Banks in Nairobi City County, Kenya
(International Journal of Strategic Management, 2025-05-13) Samo, Yona Israel; Wanyama, Kadian Wanyonyi; Okonda, Michael Washika
Purpose: To examine the effect of organizational agility on the performance of commercial banks in Nairobi City County, Kenya, in the context of adapting to market changes and evolving customer demands and regulatory requirements.
Methodology: The research employed a mixed-methods design that integrated both quantitative and qualitative approaches to
explore the relationship between organizational agility and bank performance in Nairobi City County, Kenya. Quantitative data
was collected using structured questionnaires administered to 108 branch and operational managers, focusing on variables such as
organizational agility and bank performance. Additionally, qualitative insights were gathered through semi-structured interviews with 38 Chief Executive Officers, which facilitated an in-depth examination of strategic flexibility practices. Participants were selected through stratified random sampling, resulting in a high response rate. The data collection process adhered to ethical guidelines and included a pilot study to ensure the instruments' reliability and validity. Quantitative analysis consisted of descriptive statistics, correlation, and regression analyses, while qualitative data were thematically analyzed to provide comprehensive insights.
Findings: The findings on organizational agility in commercial banks in Nairobi City County reveal a high level of adaptability among respondents, with quantitative data collected via eight questionnaire items demonstrating significant agreement across various aspects of agility. The statement with the highest mean score of 4.19 (SD = 0.76) emphasized the bank's focus on actively
seeking and valuing customer feedback, while the lowest mean of 4.03 (SD = 0.79) indicated potential improvements in decision making speed related to organizational structure. Overall, all mean scores exceeded 4.00, confirming a strong perception of
organizational agility. Additionally, a simple linear regression analysis illustrated that organizational agility significantly
predicts bank performance, with an R-value of 0.681 and an Rsquared value of 0.464, indicating that it explains 46.4% of the
variance in performance. The unstandardized coefficient for organizational agility was 0.625 (SE = 0.049), suggesting that a
one-unit increase in agility is associated with a 0.625-unit improvement in performance. Qualitative interviews with bank
executives and managers further supported these findings, emphasizing that organizational agility directly translates into
better financial performance and customer satisfaction, thus reinforcing the critical role of organizational agility in enhancing
performance within the competitive banking environment.
Unique Contributions to Theory, Practice and Policy: The study provides valuable insights for banking executives by highlighting the importance of organizational agility in enhancing responsiveness to market changes. Regulatory bodies can leverage these insights to formulate policies that support the adaptability and resilience of the banking sector. The findings encourage academic researchers to further explore the theoretical connections between strategic management and dynamic environments, thus contributing to the academic discourse on strategic flexibility. Key recommendations for commercial banks emphasize the need to prioritize the development of organizational agility to improve their responsiveness to market changes.
Knowledge Management Strategy and Academic Performance of Public Day Secondary Schools In Matungu Sub-County, Kenya
(Quest Journals Journal of Research in Business and Management, 2025-06-15) Kayugira, Oscar Ndakalu; Yatundu, Faraji Anduku; Wanyama, Kadian Wanyonyi
Past research with regard to human resource management strategies against academic performance gave little attention on how knowledge management affect academic performance. This study examined the relationship between knowledge management strategies and academic performance of public day secondary schools in Matungu Sub- County of Kakamega County in Kenya. The study was anchored on Behavioral Perspective Theory. The study used descriptive research design with a target population of 20 principals and 388 teachers totaling 408 respondents. The respondents were drawn from 20 public day secondary schools in Matungu Sub-County of Kakamega County. Purposive and stratified sampling method was used. Yamane formula was used to
calculate the sample size of 201 respondents. Primary data was obtained using a structured questionnaire pretested for reliability and validity. For reliability analysis Cronbach’s alpha was used. Pilot study was carried out at Madende Mixed day secondary school in Busia County. The period of the study covered was five years from 2017 to 2022. The data collected was analyzed quantitatively in relation to research objectives. Descriptive statistics was employed which consisted of frequency tables, percentage, standard deviation and weighted mean. Trend analysis was then applied to predict the research variables and then finally data was presented using tables. Knowledge management had a positive and statistically significant relationship with Academic Performance (Knowledge Management (B = 0.142, Beta = 0.160, p = 0.008). On recommendations, Knowledge management boosts academic performance in public day secondary schools, encourage collaboration between policymakers, practitioners, and academics to ensure that research informs policy and practice, and vice versa. But gaps exist in aligning training outcomes with organizational
objectives and understanding individual impact on success...
Effect of Competitive Strategies on Growth of Savings and Credit Cooperative Societies in Bungoma County, Kenya
(The Strategic Journal of Business & Change Management, 2019-08-22) Chesigor, Felix K.; Wanyama, Kadian Wanyonyi; Otiso, K. N.
This study sought to examine the effect of competitive strategies on the growth of Saccos in Bungoma County. The study was anchored on Agency Theory; Resource Based View theory and Stewardship theory. Its specific objective was to determine the effect of differentiation strategy on the growth of Saccos in Bungoma County. The study employed a descriptive research design and targeted a population of 112 Sacco top management staff of active Saccos in Bungoma County. The Chief Executive Officers, Chairpersons, Treasurers and Honorary Secretaries were the main respondents and were studied in a census. Data was collected using a self administered questionnaire whose reliability was tested in a pilot study. Findings of the study revealed that there was a significant positive relationship between differentiation strategy and growth of Savings and Credit Cooperative Societies in Bungoma County. The study therefore recommended that Saccos adopt differentiation strategy through initiatives like offering unique products and services, instituting non-executive boards of directors, establishing strategic committees, opening up the common bond, opening doors for licensing and regulation by Sacco Societies Regulatory Authority (SASRA), and crafting strategic plans. Other initiatives include establishing reliable strategic partnerships with other financial and non-financial institutions, reserving sufficient funds annually as institutional capital to shield against unforeseen risks and operationalizing a unique operation/ service delivery system. The findings and recommendations of this study would be valuable in helping managers of Saccos and other financial institutions together with policy makers in this sub sector like SASRA, KUSCCO and WOCCU in determining the appropriate strategies to be embraced in fostering the growth of Saccos in Kenya and the world at large.