School of Business
Permanent URI for this collectionhttps://repository.kcau.ac.ke/handle/123456789/16
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Item Human capital management practices and employee engagement in private universities in Nairobi, Kenya(KCA University, 2025) Odhiambo, Erick O.This study examines the impact of Human Capital Management (HCM) practices on employee engagement within private universities in Nairobi, Kenya. It focuses on five key HCM dimensions: recruitment processes, performance appraisal, work-life balance, career management, and reward management. Grounded in the Human Capital Theory, Social Exchange Theory, and Job Demands-Resources (JD-R) Model, the research highlights the significance of investing in employee development, reciprocal employer-employee relationships, and balancing job demands with resources to enhance engagement. The study targeted 930 academic and administrative staff across three selected private universities—KCA University, Kenya Methodist University, and Mount Kenya University. Primary data were collected through a structured questionnaire, pilot-tested for reliability and validity, while secondary data were sourced from relevant academic literature. A stratified random sample of 280 respondents was analyzed using the Statistical Package for Social Sciences (SPSS). Descriptive statistics, correlation, and regression analyses were conducted to determine the relationships between HCM practices and employee engagement. Results revealed that recruitment practices (β = 0.237, p = 0.000), work-life balance (β = 0.116, p = 0.000), reward management (β = 0.492, p = 0.000), and performance appraisal (β = 0.281, p = 0.000) all significantly enhanced employee engagement. Recruitment strategies aligning candidate values with institutional culture fostered belonging and engagement, while effective performance appraisal systems emphasizing feedback and goal setting improved motivation and morale. Additionally, organizations that promoted career development and work-life balance reported higher employee commitment and engagement levels. The study concludes that private universities should make recruitment decisions based on competency, adopt diverse performance evaluation methods, provide regular feedback, support career development, and implement flexible work arrangements. Such comprehensive HCM strategies can significantly strengthen employee engagement, leading to improved institutional performance and competitive advantage.Item Dynamic capabilities and organizational performance in manufacturing firms in Kenya(KCA University, 2025) Kiogora, Maureen K.The purpose of this study was to examine how dynamic capabilities impacted the organisational performance of manufacturing companies in Kenya. Specifically, the research investigated the relationship between dynamic capabilities and organisational performance in Kenyan manufacturing companies through the lenses of sensing, seizing, reconfiguring, and organisational learning capacities. Contingency Theory, RBV, KBV, and DYST served as the theoretical frameworks underpinning the research. Fifty of the most well-known industrial firms were the focus of the descriptive research. Data were collected from 150 respondents in 50 manufacturing firms. Data were0analysed using both descriptive and0inferential statistics.. The study revealed that Kenyan manufacturing firms moderately adopted sensing, seizing, and reconfiguration capabilities, all of which had a positive and0significant effect on organizational performance. While firms effectively scanned environments, applied knowledge, and reengineered processes, gaps remained in systematic knowledge creation and continuous business model adaptation. Organizational learning was moderately supported internally but limited externally, and although the overall model was significant, its moderating effect on dynamic0capabilities and performance was not. The0study recommends that Kenyan manufacturing firms strategically strengthen their dynamic capabilities and organizational learning to boost performance and competitiveness. Firms should invest in advanced sensing systems, such as digital technologies for real-time market intelligence, and foster a culture of proactive information sharing to identify opportunities and threats effectively. Future studies could explore the sectoral variations in dynamic capabilities by extending the research beyond manufacturing firms to include service, technology, and agricultural sectors.Item Effect Of Procurement Contract Determinants On Organizational Performance: A Case Of Nairobi County.(KCA University, 2015) Karungani, Walter P.The overall aim of this study was to investigate the effect of public procurement contract determinants on organizational performance. The study followed a descriptive research design targeting the Nairobi County officials. With aid of 10 researcher assistants, the researcher and assistants targeted 87 finance procurement officers from Nairobi county government using semi structured questionnaires, administered through drop and pick later method, and obtained 81 completed questionnaires - 93.10% response rate. The data was organized in excel spread sheets and analyzed using excel spread sheets and SPSS version 20. Regarding the effect of internal procurement processes on organizational performance, the sampled respondents stated that internal procurement processes do influence organizational performance majorly because procurement processes do enhance purchase quality, enhances controls in the organization, and manages possible self-interests, and increases efficiency and effectiveness. Regarding the effect of policy/regulatory framework on organizational performance, the respondents explained that policy and regulatory framework influences organizational performance because it creates a level playing field, shapes the environment for decision making, acts as a guide for the employees, upholds standards of quality and established parameters for monitoring and evaluation. Regarding the effect of leadership and management support on organizational performance, the respondents said that the procurement leadership and management does influence performance in their organization because; leaders are the custodians of morals in the organization, they provide direction to the organization, they ought to encourage and guide the junior officers to what is expected and are the main decision makers in an organization. Regarding the effect of ICT infrastructure support on organizational performance the respondents explained that ICT; enhances efficiency, monitoring and control, makes work easy, enhances communication and service delivery. The regression results regression results established a strong positive relationship between dependent variable organizational performance and the independent variables; Internal Procurement Processes, Regulatory Framework, Leadership and Management Support and ICT Infrastructure because the coefficient of determination (R) was 0.867 and correlation coefficient (R-Square) as 0.752. The study concludes that public procurement contract determinants do influence performance to a great extent. Organizations should eliminate inefficient and ineffective obstacles and challenges in the procurement process which cause wastage of resources and inhibit performance. Top leaders should cheer their team towards doing the right thing. Appropriate ICT infrastructure for procurement processes in bidding, technical and financial evaluation and monitoring should be supported by top leadership. Also, necessary structures to promote integrity and accountability should be upheld.