Browsing by Author "Yatich, Henry"

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    PublicationOpen Access
    Analysis of Quality Cycles on Performance of Tea Processing Firms in Kenya
    (Asian Journal of Economics, Business and Accounting, 2023-06-16) Wanjobi ,George Muturi; Yatich, Henry; Ndolo ,Jackson
    Aim of Study: The aim of the study was to assess how quality cycles impact the performance of tea processing companies in Kenya. The research was guided by Deming's quality improvement theory. Pragmatism research philosophy was employed in this research. Study Design: Further, explanatory research design was deemed appropriate for the research. Methodology: The study population under consideration was 66 operations managers of all the tea producing companies. A census of all the 66 operations managers was conducted. Utilizing structured questionnaires, both quantitative and qualitative data was gathered for analysis. Data analysis was undertaken utilizing SPSS Version 23.0. Results: The findings revealed that quality cycles had positive and significant relationship with performance of tea processing firms in Kenya where (β =.335) and p=.011). The study concludes that quality cycles are critically important in the production of tea. Tea processing firms need to cultivate culture of team work among their workers by emphasizing virtues of unity and togetherness. The study recommends for periodic diagnostic and maintenance of firm machines and equipment through well trained firm personnel. Thus, training of personnel on the maintenance of tea production equipment is essentially important in ensuring that costs arising from breakdowns are minimized. Organizational dynamic capability moderates the relationship between Kaizen Systems and performance of tea processing firms. Also, tea processing firms should invest in research and development, training, networking capability and innovation since it affects performance positively.
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    PublicationOpen Access
    Assessment of strategy implementation on organizational performance: a case of Kenya power and lighting company
    (International Journal of Business Management, Entrepreneurship and Innovation, 2023-11) Kinyua, Caroline Wangiri; Yatich, Henry
    This study assessed the barriers tostrategy implementation on the performance of Kenya Power and Lighting Company Limited (KPLC) in Nairobi County, Kenya. It had four objectives: to establish the influence of strategic leadership, staff competencies, strategic planning, and organizational structure on performance of KPLC. The study used a descriptive research design. The study was conducted at Kenya Power and Lighting Company. The managerial employees of Kenya power and Lighting Company Limited constituted the study's population. At Kenya Power and Lighting Company Limited, there were 180 management staff members who made up the sample frame for the research. Formulae developed by Yamane (1967) were used to determine how representative the survey's sample was of the whole population. Sample size was 124 respondents. A questionnaire was used to collect data from respondents who are randomly selected from different departments or units of KPLC. The data wasanalyzed using SPSS version 21 and presented using descriptive statistics. Descriptive and inferential statistics were obtained. The study found that all the four objectives revealed a positive influence on performance of KPLC. In conclusion, strategic leadership, staff competencies, strategic planning, and organizational structure play crucial roles in shaping KPLC's performance by providing direction, motivation, innovation, alignment, coordination, adaptation, evaluation, communication, decision-making, and leadership. Finally, the study recommended that KPLC should continue to foster a culture of strategy implementation that can enhance its performance in a dynamic environment. Moreover, KPLC should also address any potential barriers or challenges in the strategy implementation process or outcomes that may affect its performance or competitiveness.
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    PublicationOpen Access
    Influence of Customer Intimacy Strategy on Organisations’ Competitiveness in Tier III Category of Commercial Banks in Kenya
    (Eastern African Journal of Humanities and Social Sciences, 2024-04-18) Wamburi, Alfayo Odongo; Kibe, Lucy; Yatich, Henry
    This study investigates how customer intimacy strategies influence the competitiveness of tier-III commercial banks in Kenya. Utilising a pragmatic research philosophy, it employs a mixed-methods approach and a descriptive cross-sectional design. Data were collected from middle and senior management across 21 tier III commercial banks, with a sample size of 288 respondents determined using Yamane's formula. Proportionate stratified random sampling ensured representativeness based on management staff functions. Regression analysis revealed a strong positive correlation (R = 0.822) between the Customer Intimacy Strategy and Organisational Competitiveness, explaining 67.5% of the variability. ANOVA results were highly significant (F (1, 238) = 494.589, p < .001), indicating the superiority of the regression model. The strategy showed individual significance with a t-statistic of 22.239 (p < .001) and a standardised beta coefficient of 0.822. Despite limitations, such as the focus on Kenyan tier III banks and potential response bias, the study provides actionable insights for banking sector decision-makers, emphasising the importance of prioritising customer intimacy for sustainable competitive advantages.
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    PublicationOpen Access
    Influence of operational excellence strategy on organisations’ competitiveness among tier III category of Commercial Banks in Kenya
    (Research Journal of Business and Finance, 2024-05-10) Wamburi, Alfayo Odongo; Kibe, Lucy; Yatich, Henry
    Tier 3 Kenyan commercial banks face significant challenges, including intense competition, financial distress, and declining profits despite consistent loan growth. This study investigates the impact of operational excellence strategies on the competitiveness of these banks using a pragmatic research approach that combines qualitative and quantitative methods. The study is grounded in the dynamic capabilities theory and collected data from 288 respondentsacross various management roles within the banks through semi-structured questionnaires. The data were analyzed using thematic analysis for qualitative data and SPSS for quantitative data, including descriptive statistics, regression analysis, and ANOVA. The regression model revealed a moderate positive relationship between operational excellence and organizational competitiveness, with a correlation coefficient (R) of 0.685. The coefficient of determination (R Square) was 0.469, indicating that operational excellence accounts for 46.9% of the variability in competitiveness. The coefficient for Operational Excellence is 1.260 (standard error = 0.087, beta = 0.685), with a t-value of 14.493 and a significance level of 0.000. The constant coefficient is -1.565 (standard error = 0.353, t-value = -4.437). This study underscores the importance of strategic investments in operational excellence practices to enhance organizational efficiency and sustainable competitive advantages. However, the study's scope is limited to tier III commercial banks in Kenya, and future research should explore additional factors influencing competitiveness and include a broader sample for improved generalizability