Factors Influencing Implementation of Projects in State Corporations in Kenya: A Case of Kenya Pipeline Company Limited
Abstract
The study was guided by four objectives; to assess how the financing process, project management structures, public procurement system and personnel competency of employees influence the Implementation of Projects in state corporations in Kenya. The study adapted a descriptive study design with a target population of 500 employees and a sample size of 50 respondents. Primary data was gathered using a questionnaire while secondary data was collected from a focus group consisting of Departmental Heads and Project Managers. The collected data was analyzed using both quantitative and qualitative data analysis methods. Descriptive analysis such as frequencies and percentages were used to present quantitative data in form of tables. The data was analyzed using (SPSS) Statistical Package for Social Science. Testing Hypothesis revealed that a factor increase in (X1) financing process factors would improve the project implementation process by 0.04, whereas a unit increase in project management structures (X2) would boost the efficiency of the project implementation process (Y) by 0.153, public procurement system (X3) affects the project implementation process by approximately (0.304). Findings of the study determined that the factor that most affects project implementation at Kenya Pipeline Company is personnel competency accounting for 0.405 (40%). Recommendations were that in collaboration with the government, the top-level management needs a proper financial guideline that has a clear direction when it comes to sourcing for funding. The senior management should also be readily available to offer provision of direction where required or needed. Additionally, state corporations need to review job description for any employees that will take part in the project implementation process. A replicate of the same with an emphasis on more objectives such as government/political interference and mismanagement of funds and lack of sufficient monitoring evaluation will help understand factors that influence project implementation in state corporations better.
Keywords: Financing process, project management structures, public procurement system and personnel competency of employees.
References
Aosa, E. (2012). An Empirical Investigation of Aspects of Strategy Implementation within Large, Private Manufacturing Companies in Kenya. (Unpublished PhD Thesis). University of Strathclyde,Glasgow,Scotland.
Aquinas, P. G. (2008). Organizational Structure and Design: Applications and Challenges. New Delhi: Excel Books.
Awale, Y. D., Namusonge, G., & Warren, K. J. (2016). Implementation of Strategic Plans on Oil Distributors: A Study on Selected Oil Companies in Kenya.
Black, K. (2015). Business Statistics: Contemporary Decision Making. New Jersey: John Wiley & Sons.
Franker, O. M. (2006). Research methods: Quantitative and qualitative approaches. African Centre for Technology Studies.
Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons
Griffin, R., & Moorhead, G. (2010). Organizational Behavior: Managing People and Organizations. Boston: South-Western, Cengage Learning.
Grimm, J, W. (2010) Effective leadership: making the difference. Journal of Emergency Nursing. 36, 1, 74-77
Hussey, J., & Hussey, R. (2007). Business research: A practical guide for undergraduate and postgraduate students. Palgrave macmillan.
Ito, T., Zhang, M., Robu, V., Fatima, S., Matsuo, T., & Yamaki, H. (2010). Innovations in Agent- Based Complex Automated Negotiations. Berlin: Springer.
Johnson, G, Scholes, K. & Whittington, R. (2014). Exploring Corporate Strategy. 8th Edition.
England: Prentice Hall- Financial Times
Lynch BM, McCormack B, and McCance T (2011) Development of a model of situational leadership in residential care for older people. Journal of Nursing Management. 19,(8), 1058- 106
Maguire, E. R. (2003). Organizational Structure in American Police Agencies: Context, Complexity and Control. New York: State University of New York
Ngechu, M. (2004). Understanding the research process and methods: An introduction to Research Methods. Unpublished MBA Thesis, School of Business: University of Nairobi.
Okumus, F. (2013). Towards Strategy Implementation Framework. International, Journal of Contemporary Hospitality Management, 137(7), 327-38
Okumus, F.(2001) . Towards a strategy implementation framework", International Journal of Contemporary Hospitality Management, 13 (7). 327-338
Paul, J. A. (2011). Personal and role-related factors in the development of organizational commitment. Administrative science quarterly, 555-573.
Peppard, J., Galliers, R. D., & Thorogood, A. (2014). Information systems strategy as practice: Micro strategy and strategizing for IS. J. Strategic Inf. Sys., 23(1), 1-10.
Rajasekar, J. (2014). Factors affecting Effective Strategy Implementation in a Service Industry: A Study of Electricity Distribution Companies in the Sultanate of Oman. International Journal of Business and Social Science 5, (9)1) 15.
Robins, K &Coulter, G.A. (2012), Implementing the balanced scorecard approach to managing hotel operations, Cornell HRA Quarterly, 2(1), 47-107
Schein, E. H. (2010). Organizational culture and leadership. (4th ed.). San Francisco: Jossey Bass.
Teson, D. V., & Pizam, A. (2013). Handbook of Hospitality Human Resources Management.
New York: Routledge.
Thompson, Strickland and Gamble, (2015). Managing Change for Competitive Success, Blackwell,Oxford.
Young, R. D. (2001). Perspectives on Public Budgeting: Budgets, Reforms, Performance-based Systems, Politics and Selected State Experiences. Center for Governmental Services, Institute for Public Service and Policy Research, University of South Carolina.
Yukl, Y. (2014), Marketing strategy: new directions for theory and research, Journal of Marketing, 47 (2), 12-25
Zanetti, L., & Cunningham, R. (2005). Perspectives on Public Sector. In R. e. al, Handbook of Strategic Management. New York: Marcel Dekker 72
Zaribaf, M., & Bayrami, H. (2010). An Effective Factors Pattern Affecting Implementation of Strategic Plans. Academic and Business Research Institute
