Employee Empowerment on Performance of Selected Pharmaceutical Manufacturing Firms in Nairobi City County, Kenya

Authors

  • Henry O. Kegoro Kiriri Women's University of Science and Technology
  • Judith O. Anyango Kiriri Women's University of Science and Technology

Abstract

This study aimed at investigating the effect of employee empowerment on performance of selected pharmaceutical manufacturing firms in Nairobi City County, Kenya. The specific objective of the study was to determine the effects of employee empowerment on performance of selected pharmaceutical manufacturing firms in Kenya. This study was anchored on Kurt Lewin theory. Cross-sectional research design was adopted. The total population comprised of 281 respondents who were selected from the procurement departments of the 27 pharmaceutical manufacturing firms in Nairobi City County. Simple random and stratified sampling technique were adopted to select respondents of the study from each firm. Respondents were stratified into four strata which comprised of procurement directors, managers, supervisors and officers. The ideal sample size of 165 respondents was calculated using Israel formula. Primary data was collected using questionnaires. R-square and F-tests were tested to establish the relationship between variables. The analyzed data was presented in form of tables and figures. The results revealed that there existed a significant positive relationship between organizational agility practices and performance of selected pharmaceutical manufacturing firms. Employee empowerment was positively and statistically significant (r= 0.601, p<0.05). The study concluded that despite employee empowerment had a significant impact on firm performance, to some extent training, motivating, delegating and providing conducive working environment among workers were practices that were embraced on a small extent. The study recommended that for pharmaceutical manufacturing firms to perform effectively, they should embrace much on training, recognition, delegation and motivating of the workers.

Keywords: Employee Empowerment, Firm Performance, pharmaceutical manufacturing firms, Nairobi City County.

Author Biographies

Henry O. Kegoro, Kiriri Women's University of Science and Technology

Kiriri Women's University of Science and Technology, Department of Business Management, School of Business

Judith O. Anyango, Kiriri Women's University of Science and Technology

Kiriri Women's University of Science and Technology, Department of Business Management, School of Business

References

Abu Orabi & Tareq (2016). The Impact of Transformational Leadership Style on Organizational Performance: Evidence from Jordan. International Journal of Human Resource Studies 6 (2), 1-47.

Achitsa, Y. (2014). Leadership and implementation of strategic change at Equity bank limited Kenya. MBA Research Project, School of the Business University of Nairobi, Kenya. The University of Nairobi. Retrieved from Google Scholar on 21st March 2018.

Ade, E. M., Namusonge, G. S., & Sakwa, M. (2019). Effect of risk management agility on performance of savings and credit co-operatives in Kenya. The Strategic Journal of Business & Change Management, 6 (1), 150 – 168.

Alhadid, A. Y. (2016). The Effect of Organization Agility on Organization Performance. International Review of Management and Business Research, 5 (1), 1-7.

Alhadid, A & Abu-ruhman A. (2015) “Effective Determinations on Organization Agility Practices: Analytical Study on Information Technology organization in Jordan” International Review of Management and Business Research. Volume 4 Issue 1 pp 34-39.

Appelbaum, Steven & Calla, Rafael & Desautels, Dany & Hasan, Lisa. (2017). The challenges of organizational agility (part 1). Industrial and Commercial Training. 49. 6-14. 10.1108/ICT-05-2016-0027.

Agboola, A. A. (2011). Managing deviant behavior and resistance to change. International Journal of Business and Implementation, 6(1), 235–243. https://doi.org/10.1111/1467-8551.00040.

Arif, S. (2018). Transformational Leadership and Organizational Performance. Seisense Journal of Management, 1 (3), 1-17.

Black, K. (2010). Business Statistics: Contemporary Decision Making; 6th edition, John Wiley & Son.

Daft, R. L. (2010). New era of management (9th ed.) South-Western College, Cengage Learning.

Guest, G. (2012). Applied thematic analysis. Thousand Oaks, California: Sage. P. 11 Johnson, Å. (2015). Strategic implementation thinking and practice in the public sector: A strategic planning for all seasons? Financial Accountability and Implementation, 31(3), 243–268. https://doi.org/10.1111/faam.12056.

Kabagambe, L. B., Ogutu, M., & Munyoki, J. M. (2012). Firm competencies and export performance: A study of small and medium manufacturing exporters in Uganda. European Scientific Journal, 8(12), 48-67. 33.

KAM (2017), Kenya Association of Manufacturers (2015/2017). Edition Directory.

Kaplan, R., Norton, D.P. (2010). Translating Strategy into Action. London: Harvard Business Press.

KIPPRA Report (2013). Factors influencing Organizational Strategy Implementation.

Nairobi: Acts Press.

Kwamboka, V. R. (2016). Influence of Technology on Performance of State owned Institutions in Kenya. MBA Thesis. University of Nairobi.

Kinyanjui, N. J & Juma, D (2014). Investigate the effect of strategic plans implementation on performance in Kenya’s public universities. A case study of the University of Nairobi. European Journal of Business Management, 2(1), 161-173.

Moturi K. R. (2010). The Influence of Strategic Practices on the Performance of Government Ministries in Kenya. MBA Thesis. Kenyatta University.

Nafei & Wageeh. (2016). Organizational Agility: The Key to Organizational Success. International Journal of Business and Management. 11. 296. 10.5539/ijbm.v11n5p 296.

Okotoh, A. K. (2015). Influence of organizational agility on operational performance of Trademark East Africa. MBA Thesis. University of Nairobi.

Okubo W. & Agili J. (2015) Factors influencing the implementation of change in selected public universities in Kenya. Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya.

Ombui, K., & Mwende, K. J. (2014). Factors affecting effective implementation of strategic change at the co-operative bank of Kenya. International Journal of Social Sciences, Implementation, and Entrepreneurship, 1 (1), 111-129.

Raineri, A. B. (2011). Change implementation practices: Impact on perceived change results. Journal of Business Research, 64(3), 266–272. http://doi.org/10.1016/j.jbusres.2009.11.011

Rothermel, R., & LaMarsh, J. (2012). Managing change through employee empowerment. Global Business and Organizational Excellence, 31(2), 17-23.

Saeed, A., Abolhasan, F., Faheri, F., Mahdi, M., & Norooz, A. (2013). Designing and Explanation of a model Agility organization. Australian Journal of business and Applied Science, 7(4), 328-332.

Salojarvi, H., Ritala, P., Sainio, L., & Saarenketo, S. (2015) Synergistic effect of technology and customer relationship orientations: consequences for market performance, Journal of Business & Industrial Marketing, 30 (5), 511 – 520.

Scott, W. R. (2014). Institutions and organizations. Thousand Oaks, California, Sage Publications.

Tarus, J. K., Gichoya, D., & Muumbo, A. (2015). Challenges of implementing E-learning in Kenya: A case of Kenyan public universities. International Review of Research in Open and Distance Learning, 16 (1), 120–141.

Teece, David; Pisano, Gary; Shuen, Amy (August 1997). Dynamic Capabilities and Strategic Implementation. Strategic Implementation Journal. 18 (7): 509–533.

Rajala, I., Ruokonen, I., & Ruismäki, H. (2012). Organizational Culture and Organizational Change at Arts Universities. Procedia - Social and Behavioral Sciences, 45, 540–547. https://doi.org/10.1016/j.sbspro.2012.06.591

Van der Voet, J. (2014). The effectiveness and specificity of change implementation in a public organization: Transformational leadership and a bureaucratic organizational structure. European Implementation Journal, 32(3), 373–382. https://doi.org/10.1016/j.emj.2013.10.00

Downloads

Published

2020-03-23

How to Cite

Kegoro, H. O., & Anyango, J. O. (2020). Employee Empowerment on Performance of Selected Pharmaceutical Manufacturing Firms in Nairobi City County, Kenya. Journal of Human Resource & Leadership, 4(1), 47–59. Retrieved from https://stratfordjournals.org/journals/index.php/journal-of-human-resource/article/view/482

Issue

Section

Articles