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• W3022874035 abstract "Organizations all over the world face significant difficulties with regards to strategy implementation process as most strategies fail to produce superior performance for the firm due to poor implementation. The purpose of the study was to determine the influence of strategy implementation on organizational performance of public sector in Kenya. This was accomplished through the following study objectives; to establish the role of strategic leadership on organizational performance in public sector organizations; to assess the influence of organization structure on organizational performance in the public sector; to determine how organizational culture influence organizational performance in the public sector; to examine the role of strategic human resource allocation on organizational performance in the public sector in Kenya. The study adopted a descriptive research design in which respondents were sampled using stratified sampling technique in the six operational agencies under ministry of Tourism. The study targeted the personnel in charge of middle and senior management. The data was analyzed using descriptive statistics such as frequencies, percentages, mean score and standard deviation and inferential statistics such as correlation and regression analysis was done on the study variables. The findings of the study reveal that all the independent variables had a positive correlation with organizational performance. Leadership had a positive and significant influence on organizational performance (r =.513, P = .001), organization‟s structure had a positive but insignificant influence on organizational performance (r = .276, P= .085), culture had a positive but insignificant influence on performance (r = .285, P = .075), and human resources strategies had a positive and significant influence on organization performance (r =.329, P = .038). Strategic leadership and human resource were the only factors that positively correlated and were significant in influencing organizational performance. The study also established that although organizational structure and culture affected organization performance, they were not significant in explaining observed variations. All the factors combined attributed to 69.3% of the observed variance in organization performance. The study concluded that despite the positive correlations among the study factors and organization performance, only strategic leadership and human resources were statistically significant at p=0.05 and p=0.038 respectively. The study recommended that managers should: strive to become role models to their subordinates; inspire subordinates by providing meaning and challenge to work; stimulate subordinate efforts to become innovative & creative; and pay attention to each individual‟s need for achievement of growth and performance." @default.
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• W3022874035 date "2019-06-07" @default.
• W3022874035 modified "2023-09-26" @default.
• W3022874035 title "THE INFLUENCE OF STRATEGY IMPLEMENTATION ON ORGANIZATIONAL PERFORMANCE OF PUBLIC SECTOR ORGANIZATIONS IN THE MINISTRY OF TOURISM IN KENYA" @default.
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