INFLUENCE OF STRATEGIC MANAGEMENT PRACTICES ON PRODUCTIVITY OF STATE CORPORATIONS IN KENYA: A CASE OF KENYA CIVIL AVIATION AUTHORITY
David Ontweka Ondieki - Masters Degree in Business Administration, Jomo Kenyatta University of Agriculture and Technology, Kenya
Dr. Samson Nyangau Paul - Jomo Kenyatta University of Agriculture and Technology, Kenya
Lydia Kwamboka Mbura - Jomo Kenyatta University of Agriculture and Technology, Kenya
ABSTRACT
The hypercompetitive business environment has pushed organizations to limits dictating the need to adopt strategic management practices that support plans, choices and decisions that will lead to competitive advantage and to archive profitability, success and wealth creation. Inadequacy of safety oversight personnel and technical guidance material if unchecked has the potential to create unsafe acts that could hinder identification and resolution of safety deficiencies and the attainment of enhanced safety, efficiency and continuity of aviation operations. There is insufficient literature on how the various drivers of strategy implementation have influenced the productivity of the Kenya Civil Aviation Authority. The purpose of this study was to establish the influence of strategic management practices on productivity of state corporations in with a special focus on the Kenya Civil Aviation Authority. The objective of the study was to establish the influence of organizational policies, organization strategies and leadership styles on productivity of Kenya Civil Aviation Authority. The study utilized the descriptive research design. The research was hinged at the headquarters’ directorates with a staff population of 155 employees. The stratified random sampling technique was used in order to obtain a representative sample of 110 respondents using Krejcie and Morgan formula for determining the needed sample size. The study utilized questionnaires and interviews as instruments of collecting primary data. Quantitative Data was analysed using descriptive statistics such as frequencies, percentages, mean and standard deviation. On the other hand, qualitative data was analysed using content analysis. A multiple regression model was used to ascertain the influence that independent variables have on the dependent variable. The study found that although KCAA had organizational policies in place, several weaknesses in the policy impeded the realization of full productivity like the code of conduct and conflict of interest was poorly articulated. Strategic planning and its application have the potential of reviewing that what is in real life situations which can lead to increased productivity. The current leadership rarely engaged employees in strategic management process, considerable percentage of KCAA employees were totally unaware of the provisions of the ethical policy. The study therefore concludes that leadership styles had the greatest effect on productivity of Kenya Civil Aviation Authority followed by organizational strategies while organizational policies had the least effect on productivity of Kenya Civil Aviation Authority. The study recommends that top management of KCAA should consider revising the current organizational policies; this should be done in view of filling the gap that exists in inclusivity among the employees and the management. KCAA management must align the organizational structure with initiatives and established goals within the organization i.e. organizational at structure must remain flexible. The research also recommends that the KCAA should work to ensure that that internal flow of activities are effective as the quality of coordination was found to be a crucial factor for productivity.
