EFFECTS OF RESOURCE ALLOCATION ON STRATEGY IMPLEMENTATION AT KENYA POLICE SERVICE IN NAIROBI COUNTY
Joseph Ejereh Lemarleni - Master of Business Administration, Laikipia University, Kenya
Prof. Isaac Ochieng - Lecturer Department of Commerce, School of Business, Laikipia University, Kenya
Thomas Gakobo - Laikipia University, Kenya
Dr. Peter Mwaura - Laikipia University, Kenya
ABSTRACT
Strategy implementation is an important component in strategic management process. Many organizations develop good strategies to give them an edge and competitive advantage. However, the implementation of strategy within the Kenya Police Service has not been successful. This study investigates the effects of resource allocation on strategy implementation at the Kenya Police Service. The main objective of this study was to assess the effects of resource allocation on strategy implementation at Kenya police service. The study utilized two theories; resource-based view theory which see the firm as a bundle of resources and capabilities made up of physical, financial, human and intangible assets, and McKinsey 7S framework whose central idea is organizational effectiveness which stems from interaction of several factors and not just one factor. A descriptive research design was used for the study. The study targeted a population of fifty-six police officers of the rank of OCPDs and OCSs all working in thirteen police divisions and forty-three police stations within Nairobi County, they were used because they occupy strategic position at the operational level, they are the key implementers of strategic plan of the service at divisions and stations respectively and therefore best placed to give detailed account of effects of resource allocation in relation to strategy implementation. The study used stratified sampling technique to select a sample of forty-nine police officers of the rank of OCPDS and OCS within Nairobi. Primary data was collected by use of questionnaire. To ensure that the instrument accurately measures the variables of interest to the study, each of the items in the questionnaire was discussed with peers, research supervisors and other lecturers giving attention to the specific study objectives. Validity of instruments was enhanced through the collection of data from appropriate respondents. The test-retest method was used to ascertain reliability. Ten respondents from Nairobi County headquarters were randomly selected for the pilot study. Cronbach’s alpha formula was used in calculating the reliability of data. A coefficient of 0.8 or higher was accepted. Descriptive statistics was applied in this study; this will include the use of frequency distribution tables and percentages. The study also used inferential statistics to measure the quantitative data. The multiple regression analysis models was used. The study findings make useful contribution to theory and research on strategy implementation and especially when applying resource-based view (RBV) and MCkinsey 7S Model which gives further understanding of those theories. Findings indicate that there exist both positive and significant correlations between the predictor and dependent variables. Strongest and positive correlations were obtained between organizational culture and Strategy implementation followed by financial resource and strategy implementation. Technological resource and human resources also registered strong and positive correlations at and respectively. The study however concludes that there is no significant moderating effect of organizational culture on the influence of resource allocation on strategy implementation at the Kenya police service even though.
