ORGANISATION DEVELOPMENT INTERVENTIONS AND PERFORMANCE OF AIRTEL KENYA
ORGANISATION DEVELOPMENT INTERVENTIONS AND PERFORMANCE OF AIRTEL KENYA
Anastasia Muthoni Watare - Department of Business Administration - School of Business, Kenyatta University, Kenya
Dr. Reuben Njuguna - Department of Business Administration - School of Business, Kenyatta University, Kenya
Dr. Samuel Maina - Department of Business Administration - School of Business, Kenyatta University, Kenya
ABSTRACT
Organizations operate to achieve their objectives including making profits and growth. Since they operate in the external turbulent and competitive environment, they do not always perform as expected. Fortunately, there are development and management strategies and interventions firms can adopt to improve their efficiency and effectiveness. When a company does not perform as expected, questions can arise concerning its use of improvement/change strategies. Airtel Kenya has been underperforming for long, and this raises questions about the firm’s utilization of strategies that change or improve their way of doing business. In light of this, this study aimed at establishing if Airtel Kenya utilizes organization development interventions to improve its performance. The general objective was to explore the effect of organization development interventions on the performance of Airtel Kenya. The study was guided by three specific objectives: To establish the effects of HRM interventions on the performance of Airtel Kenya, to determine the effect of techno-structural interventions on the performance of Airtel Kenya, and to assess the effect of strategic interventions on the performance of Airtel Kenya. The study was supported by three strategic management theories/models, namely, Resource Based View, Force-Field Analysis, and the Systems Theory. The empirical review revealed several gaps that this study filled such as the limitation in the scope of the research variables studied. The study adopted a descriptive research design. The target population was the employees in middle and top-level management positions. The researcher used simple random sampling to select 100 employees from three Airtel branches in Nairobi County. To obtain primary data, the researcher used a semi-structured questionnaire as the data collection instrument. The validity of the instrument was established through content validity whereas a pilot study tested its reliability using the Cronbach’s Alpha. Data was analyzed using descriptive statistics including the measures of central tendency such as mean and standard deviation. Finally, regression analysis was utilized to analyze the relationship between the dependent and independent variables. Results of the study revealed that HRM interventions, techno-structural interventions, and strategic interventions are strongly correlated with performance. The three organization development interventions were also found to be statistically significant at a confidence level of ninety-five percent. Organization development managers should design policies that guide the creation of effective, strategic, and competitive interventions to boost productivity, goal achievement, and innovative capabilities. The management of Airtel Kenya should ensure the non-functional and ineffective interventions are replaced with better interventions that surpass those of their competitors in order to improve their performance.
