Assessment of Strategy Implementation on Organizational Performance: A Case of Kenya Power and Lighting Company

Abstract

This study assessed the barriers to strategy implementation on the performance of Kenya Power and Lighting Company Limited (KPLC) in Nairobi County, Kenya. It had four objectives: to establish the influence of strategic leadership, staff competencies, strategic planning, and organizational structure on performance of KPLC. The study used a descriptive research design. The study was conducted at Kenya Power and Lighting Company.  The managerial employees of Kenya power and Lighting Company Limited constituted the study's population. At Kenya Power and Lighting Company Limited, there were 180 management staff members who made up the sample frame for the research. Formulae developed by Yamane (1967) were used to determine how representative the survey's sample was of the whole population. Sample size was 124 respondents. A questionnaire was used to collect data from respondents who are randomly selected from different departments or units of KPLC. The data was analyzed using SPSS version 21 and presented using descriptive statistics. Descriptive and inferential statistics were obtained. The study found that all the four objectives revealed a positive influence on performance of KPLC. In conclusion, strategic leadership, staff competencies, strategic planning, and organizational structure play crucial roles in shaping KPLC's performance by providing direction, motivation, innovation, alignment, coordination, adaptation, evaluation, communication, decision-making, and leadership. Finally, the study recommended that KPLC should continue to foster a culture of strategy implementation that can enhance its performance in a dynamic environment. Moreover, KPLC should also address any potential barriers or challenges in the strategy implementation process or outcomes that may affect its performance or competitiveness