Effect of Organizational Structure on the Performance of State Corporations in Kenya
Main Article Content
Abstract
The aim of this paper was to assess the influence of organization structure on the performance of state corporations in Kenya. The study adopted an exploratory survey since it sought to ascertain respondent’s perceptions on the determinants of collective bargaining agreement in a structured manner. The target population of this study included all 187 state corporations in Kenya. The unit of analysis was all the State Corporations in Kenya while the unit of observation was the Heads of Human Resources in each corporation. The study used a sample of 95 state corporations and collected primary data using a self-administered questionnaire. The data was analysed using descriptive statistics comprising of mean, standard deviations, frequency distribution, percentages, factor analysis, correlation analysis, structural equation modeling as well as regression analysis; SPSS Version 24 was used. The study established that organizational culture had a significant and positive influence on the performance of state corporations in Kenya, in that it affected the employee productivity and so the firm’s performance. The study recommended that firm leaders should embrace an effective and flexible organizational structure in order to promote employee performance.
Downloads
Download data is not yet available.
Article Details
How to Cite
Kenneth Riany Goga. (2023). Effect of Organizational Structure on the Performance of State Corporations in Kenya. Economit Journal: Scientific Journal of Accountancy, Management and Finance, 3(1), 1-15. https://doi.org/10.33258/economit.v3i1.845
Section
Articles
References
Adeoye, A., & Elegunde A. (2012). Impacts of external business environment on organizational performance in the food and beverage industry in Nigeria, British Journal of Arts and Social Science. 6(2), 67-102.
Bajpai, N. (2011). Business Research Methods. New Delhi, India: Pearson Education.
Bleiklie, I. (2002). Policy regimes and policy making. Transforming higher education. A comparative study. London, England: Jessica Kingsley Publishers.
Bucic T., & Gudergan S. (2014). “The impact of organizational settings on creativity and learning in alliances.” Journal of Management Science. 7(3), 257-273.
Carrell, M. R., & Heavrin, C. J. D. (2012). Labor Relations and Collective Bargaining: Private and Public Sectors (10th ed). New Dehli, India: Prentice –Hall.
Crouch, C., & Streeck, W. (2006). The diversity of democracy: Corporatism, social order and political conflict. Northampton, MA: Edward Elgar Publishing Inc.
Dudovskiy, J. (2011). Research Methodology. Positivism Research Philosophy. Retrieved from www.research-methodology.net/research-philosophy/positivism
Ekpu, R. (2004). “Associated gas utilization”, Nigeria’s Oil and Gas. 3(8), 17-18.
Fabiaan, V. V. (2015). The Disruptive competence. The journey to a sustainable business, from matter to meaning. London, England: Compact Publishing.
Grewal, R. & Tansuhaj P. (2011). “Building organizational capabilities for managing economic crisis: The role of market orientation and strategic management”, Journal of Marketing. 65, 67-80.
Hajipour B., Mohammad T. & Arash S. (2011). “An investigation of the relationships between industry structure, strategy type, organizational characteristics and organizational performance: A case study of the food and chemical industries of Iran”, African Journal of Business Management. 5(16), 7085-7098.
Hans, S. (2000). European Politics into the 21st Century: Integration and Division. Westport, CT: Prager Publishers.
Hartle, D. (2009). Performance Management: A framework for Management Control Systems Research, Management Accounting Research. 10(4), 363-382.
Kempe, R.H. (2012). Managing the Public Sector in Kenya: Reform and Transformation for Improved Performance. A Journal of Public Administration and Governance. 2(4), 125-140.
Kinyua, J. (2012). Challenges Facing State Corporations in Kenya in the Implementation of Human Resource Management Information Systems. MBA Project UoN.
Kugler, A., & Pica, G. (2009). Effects of Employment Protection on Worker and Job Flows: Evidence from the 1990 Italian Reform. Labour Economics. 15, 78-95
Lavie, D. (2010). Capability Reconfiguration: an analysis of incumbent responses to technology change, Academy of Management Executive, 31(1), 152-174.
Leibrecht, M., Klien, M., & Onaran, O. (2011). Globalization, Welfare Regimes and Social Protection Expenditures in Western and Eastern European Countries. Public Choice. 148, 569-594.
Mansoor N., Aslam H. D., Barbu C. M., Capusneanu S., & Lodhi M. A. (2012). Organizational structure as determinant of organizational performance, uncovering essential facets of organic and mechanistic structure”, American Journal of Scientific Research, 55, 48-55.
Mvumbi, F. N., & Ngumbi, E. K. (2015). Companion to Research Methodology. Focus on Humanities, Education and Social Sciences. Nairobi, Kenya: Catholic University of Eastern Africa
Newman, N. (2002). Trade Secrets and Collective Bargaining: A Solution to Resolving Tensions in the Economics of Innovation. National Employee Rights Institute & Chicago-Kent College of Law Employee Rights and Employment Policy Journal, 6(2), 37 – 48.
Njiru, E. (2008, October 6). The Role of State Corporations in a Developmental State: The Kenyan Experience. Paper presented at the 30th AAPAM Annual Round Conference Table, Gaborone, Botswana.
Oyewobi A. O., Windapo K. S. and Rotimi J. O. B. (2013). “Impact of organizational structure and strategies on construction organizations performance”, University of Cape Town, South Africa and Auckland University of Technology, New Zealand.
Qingmin K., Helmut, N., & Juegen D. (2012). “Managing beyond the factory walls: Effects of four types of strategic integration on manufacturing plant performance”, Journal of Operations Management, 24, 148-164.
Ravasi, D., & Schultz, M. (2006). Responding to organizational identity threats: exploring the role of organizational structure. Academy of Management Journal, 49(3), 433-458.
Robbin, S. P. & DeCenzo, D. A. (2009). Fundamentals of management: Essential concepts and applications. Upper Saddle River, NJ: Prentice Hall.
RoK (2010). The Kenya Constitution. Nairobi, Kenya: Government Press.
SCAC (2017). Report of the Presidential Taskforce on Parastatal Reforms. Retrieved from www.scac.go.ke.
Schnabel, C., Zagelmeyer, S., & Kohaut S., (2011). Collective Bargaining Structure and its Determinants: An Empirical Analysis with British and German Establishment Data. European Journal of Industrial Relations, 12 (2), 165-188.
Swanson, R. A. (2007). Theory framework for applied disciplines: Boundaries, contributing, core, useful, novel, and irrelevant components. Human resource development review, 6(3), 321-339.
Thomas, J. L., & Mullaly, M. E. (2008). Researching the value of project management. Newtown Square, PA: Project Management Institute.
Thomas, P. Y. (2010). Towards developing a web-based blended learning environment at the University of Botswana. PhD Thesis. University of Botswana. Gaberone, Botswana.
Wang, S. (2012). Project Investment and Project Financing: A study on Business Case and Financing Models. Master Thesis, Norwegian University of Science and Technology, Oslo, Norway.
Wolfgang, S. (2012). The Transformation of Corporate Organization in Europe: An Overview. Cologne: Max-Planck Institute for the Study of Societies. Upper Saddle River, NJ: John Wiley & Sons.
Bajpai, N. (2011). Business Research Methods. New Delhi, India: Pearson Education.
Bleiklie, I. (2002). Policy regimes and policy making. Transforming higher education. A comparative study. London, England: Jessica Kingsley Publishers.
Bucic T., & Gudergan S. (2014). “The impact of organizational settings on creativity and learning in alliances.” Journal of Management Science. 7(3), 257-273.
Carrell, M. R., & Heavrin, C. J. D. (2012). Labor Relations and Collective Bargaining: Private and Public Sectors (10th ed). New Dehli, India: Prentice –Hall.
Crouch, C., & Streeck, W. (2006). The diversity of democracy: Corporatism, social order and political conflict. Northampton, MA: Edward Elgar Publishing Inc.
Dudovskiy, J. (2011). Research Methodology. Positivism Research Philosophy. Retrieved from www.research-methodology.net/research-philosophy/positivism
Ekpu, R. (2004). “Associated gas utilization”, Nigeria’s Oil and Gas. 3(8), 17-18.
Fabiaan, V. V. (2015). The Disruptive competence. The journey to a sustainable business, from matter to meaning. London, England: Compact Publishing.
Grewal, R. & Tansuhaj P. (2011). “Building organizational capabilities for managing economic crisis: The role of market orientation and strategic management”, Journal of Marketing. 65, 67-80.
Hajipour B., Mohammad T. & Arash S. (2011). “An investigation of the relationships between industry structure, strategy type, organizational characteristics and organizational performance: A case study of the food and chemical industries of Iran”, African Journal of Business Management. 5(16), 7085-7098.
Hans, S. (2000). European Politics into the 21st Century: Integration and Division. Westport, CT: Prager Publishers.
Hartle, D. (2009). Performance Management: A framework for Management Control Systems Research, Management Accounting Research. 10(4), 363-382.
Kempe, R.H. (2012). Managing the Public Sector in Kenya: Reform and Transformation for Improved Performance. A Journal of Public Administration and Governance. 2(4), 125-140.
Kinyua, J. (2012). Challenges Facing State Corporations in Kenya in the Implementation of Human Resource Management Information Systems. MBA Project UoN.
Kugler, A., & Pica, G. (2009). Effects of Employment Protection on Worker and Job Flows: Evidence from the 1990 Italian Reform. Labour Economics. 15, 78-95
Lavie, D. (2010). Capability Reconfiguration: an analysis of incumbent responses to technology change, Academy of Management Executive, 31(1), 152-174.
Leibrecht, M., Klien, M., & Onaran, O. (2011). Globalization, Welfare Regimes and Social Protection Expenditures in Western and Eastern European Countries. Public Choice. 148, 569-594.
Mansoor N., Aslam H. D., Barbu C. M., Capusneanu S., & Lodhi M. A. (2012). Organizational structure as determinant of organizational performance, uncovering essential facets of organic and mechanistic structure”, American Journal of Scientific Research, 55, 48-55.
Mvumbi, F. N., & Ngumbi, E. K. (2015). Companion to Research Methodology. Focus on Humanities, Education and Social Sciences. Nairobi, Kenya: Catholic University of Eastern Africa
Newman, N. (2002). Trade Secrets and Collective Bargaining: A Solution to Resolving Tensions in the Economics of Innovation. National Employee Rights Institute & Chicago-Kent College of Law Employee Rights and Employment Policy Journal, 6(2), 37 – 48.
Njiru, E. (2008, October 6). The Role of State Corporations in a Developmental State: The Kenyan Experience. Paper presented at the 30th AAPAM Annual Round Conference Table, Gaborone, Botswana.
Oyewobi A. O., Windapo K. S. and Rotimi J. O. B. (2013). “Impact of organizational structure and strategies on construction organizations performance”, University of Cape Town, South Africa and Auckland University of Technology, New Zealand.
Qingmin K., Helmut, N., & Juegen D. (2012). “Managing beyond the factory walls: Effects of four types of strategic integration on manufacturing plant performance”, Journal of Operations Management, 24, 148-164.
Ravasi, D., & Schultz, M. (2006). Responding to organizational identity threats: exploring the role of organizational structure. Academy of Management Journal, 49(3), 433-458.
Robbin, S. P. & DeCenzo, D. A. (2009). Fundamentals of management: Essential concepts and applications. Upper Saddle River, NJ: Prentice Hall.
RoK (2010). The Kenya Constitution. Nairobi, Kenya: Government Press.
SCAC (2017). Report of the Presidential Taskforce on Parastatal Reforms. Retrieved from www.scac.go.ke.
Schnabel, C., Zagelmeyer, S., & Kohaut S., (2011). Collective Bargaining Structure and its Determinants: An Empirical Analysis with British and German Establishment Data. European Journal of Industrial Relations, 12 (2), 165-188.
Swanson, R. A. (2007). Theory framework for applied disciplines: Boundaries, contributing, core, useful, novel, and irrelevant components. Human resource development review, 6(3), 321-339.
Thomas, J. L., & Mullaly, M. E. (2008). Researching the value of project management. Newtown Square, PA: Project Management Institute.
Thomas, P. Y. (2010). Towards developing a web-based blended learning environment at the University of Botswana. PhD Thesis. University of Botswana. Gaberone, Botswana.
Wang, S. (2012). Project Investment and Project Financing: A study on Business Case and Financing Models. Master Thesis, Norwegian University of Science and Technology, Oslo, Norway.
Wolfgang, S. (2012). The Transformation of Corporate Organization in Europe: An Overview. Cologne: Max-Planck Institute for the Study of Societies. Upper Saddle River, NJ: John Wiley & Sons.