Thesis:

Influence of stakeholder management on project performance of affordable housing program in Kenya: case Kiambu County

The performance of affordable housing projects was significantly influenced by stakeholder management, which encompassed resource mobilization, communication practices, stakeholder planning, and conflict resolution strategies. This research aimed to determine how stakeholder management practices impacted project efficiency, budget adherence, completion timelines, and stakeholder satisfaction. The study was guided by four specific objectives: to assess the influence of resource mobilization, evaluate the impact of communication practices, analyze the role of stakeholder planning, and determine the effect of conflict resolution strategies on the performance of the Affordable Housing Program. The research was grounded in Freeman’s Stakeholder Theory and Project Management Theory, which provided insights into the roles of stakeholder engagement, structured planning, and conflict resolution in enhancing project success. A descriptive survey research design was employed, enabling the examination of cause-and-effect relationships among variables. The target population consisted of 656 stakeholders, including government officials, private developers, financial institution representatives, and project managers involved in the Affordable Housing Program in Kiambu County. A sample size of 248 respondents was determined using stratified random sampling to ensure balanced representation across stakeholder groups. Data were collected using structured questionnaires, which were self-administered and digitally distributed to enhance efficiency and increase response rates. The collected data were analyzed using SPSS Version 26.0, applying descriptive statistics (mean, standard deviation, and percentages) and inferential statistics (Pearson correlation and regression analysis) to determine relationships between the independent and dependent variables. The study findings were presented in tables, charts, and graphs to facilitate clarity and ease of interpretation. Results indicated that all four dimensions significantly and positively influenced project performance (R² = 0.585). Communication practices showed the strongest predictive power (β = 0.291), followed by resource mobilization (β = 0.280), stakeholder planning (β = 0.255), and conflict resolution strategies (β = 0.247). While human and material resources were perceived as sufficient (M = 4.13 and 3.73 respectively), delays in financial disbursement (M = 1.82) emerged as a major challenge. Communication was generally effective (M = 3.71), yet concerns persisted about timely updates and stakeholder feedback integration. Stakeholder involvement was valued (M = 4.13), but clarity of roles and the existence of a formal planning framework were questioned. Conflict significantly hindered performance (M = 4.13), with limited trust in existing resolution mechanisms, especially regarding land acquisition disputes (M = 2.88). The study concluded that stakeholder management significantly shapes project success but suffers from implementation inconsistencies. Recommendations include strengthening financial flow mechanisms, enhancing feedback loops in communication, institutionalizing stakeholder planning frameworks, and establishing independent and structured conflict resolution bodies. Addressing these gaps is crucial for improving efficiency, reducing delays, and achieving the objectives of the affordable housing initiative.