Influence of strategic management practices on Performance of public organizations in Kenya; case of labour Ministry

Abstract

This study looked into how strategic management practices affect how well public organizations in Kenya perform. It used the Ministry of Labour and Social Protection specifically the State Department for Labour and Skills Development, as an example. The research highlighted five main strategic management practices: organizational agility, knowledge management, employee engagement, technology innovation, and strategic leadership. It investigated how these practices when combined shape the performance of organizations. The analysis took place within the Ministry’s role of improving labour welfare boosting skills development, and creating employment policies. It also considered the challenges faced, which include having limited resources weak dispute resolution methods, and old technological systems. The research aimed to fill gaps in studies about comprehensive strategic management methods in Kenya’s public sector. It also offered practical suggestions to improve how services are delivered. The study used a descriptive statistics design that included both qualitative and quantitative methods. It gathered primary data through self-filled questionnaires completed by 230 randomly chosen staff members out of 541 employees working at the Ministry’s headquarters in Nairobi. This data was gathered between December 2024 and February 2025. Analysts examined the data with SPSS version 23.0 and Microsoft Excel. A multiple regression analysis showed that five strategic management practices explained 70.5% of the differences in organizational performance. Among these practices organizational agility stood out the most. It helps organizations adjust to changes in the environment. Knowledge management also showed significant benefits, as it supports creating and sharing information. Employee engagement boosts emotional connection and productivity. Meanwhile strategic leadership helps guide ethical and fair decision-making. Despite this technological innovation lagged behind. Old systems slowed down performance marking it as a key area needing better solutions. The results highlight how vital it is to include these practices in fixing problems like poor labour laws mismatched skills, and slow bureaucracy. Suggestions include cutting unnecessary processes to make things move faster, using modern tech to improve how knowledge is managed, boosting staff motivation by helping them grow in their careers, and promoting strong leadership to create well-rounded strategies. The study urges more research to explore how technology grows and how involving the public can make strategy management better. It brings useful advice to policymakers, government officials, and researchers who want to help public offices in Kenya especially in the Ministry of Labour and Social Protection, work better.