School of Arts and Social Sciences

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Browsing School of Arts and Social Sciences by Author "Bomet, Emily"

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    A Perception-Based View of Employees and Strategic Plan Implementation in Public Technical and Vocational Education Training Institutions in Kenya
    (European Journal of Education Studies, 2019) Rono, Kipkirui Joseph; Bomet, Emily; Ayiro, Laban Peter
    Despite the existence of strategic plans in public Technical and Vocational Education training institutions in Kenya, there seems to be a problem in the implementation process. This study therefore sought to investigate the influence of employees’ perception on strategic plan implementation in public Technical and Vocational Education training institutions (TVET) within Rift valley region, Kenya. The study was guided by the following hypothesis: Ho: There is no statistically significant difference between employee’s perception and strategy implementation in public TVET within Rift valley region, Kenya. Change Management theory supported the specific objectives of the study. The study adopted descriptive survey research design using both qualitative and quantitative approach. The target population was 1255 employees in selected public TVET institutions; while a sample size of two hundred ninety four (294) respondents was drawn using purposive and stratified random sampling. Primary data were collected using questionnaires and interviews and analyzed using both descriptive and inferential statistics. The findings revealed that employees perception based on their level of management and implementation of strategic plan were strongly positively related and significant. It accounted for 94.5% of the total variations in strategic plan implementation. The findings are expected to be of value to the management and decision makers to form a basis for improving implementation of strategic plans in higher education. The study revealed that there was a diversity in opinion between the top management and lower management on strategic plan implementation and thus calls for special attention to all employees so as to ensure successful implementation.
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    Influence of Employees’ Perception of Leadership Strategy on Strategic Plan Implementation in Public Technical Training Institutions in Kenya
    (International Journal of Education and Research, 2019-10) Rono, Kipkirui Joseph; Bomet, Emily; Ayiro, Laban Peter
    Strategic plan as a tool for improving institutional performance and competitiveness has been taken seriously by both private and public institutions in Africa and the rest of the world (Demirkaya, 2015). In Kenya, Public universities and tertiary institutions including public TVET started using strategic plans in 2007 as part of the wider public management initiatives to enhance their operations and service delivery (MOHEST, 2008).This study investigated the influence of employees’ perception of leadership strategy on the implementation of strategic plans in Public Technical Vocational Education and Training institutions. The implementation of strategic plan in public TVET institutions in Kenya is ineffective as evidence by weak managerial behavior, weak institutional policies and poor execution of planned programmes. While leadership has received substantial attention in the education sector in Kenya, marginal attention has been given to leadership strategy in public TVET institutions and hence established the gap of this study. Upper echelon theory supported the specific objectives of the study. The study adopted descriptive survey research design using both qualitative and quantitative approach. The target population was 1255 employees in selected seven (7) public TVET institutions within Rift valley region; while a sample size of two hundred ninety four (294) respondents was drawn using purposive and stratified random sampling. Primary data were collected using questionnaires and interviews. The collected data were edited and analyzed using both SPSS and content analysis. Only 242 respondents returned questionnaires translating to 82% of the valid response rate. Descriptive and inferential statistics were used to describe both dependent and independent variables. The result indicated that Leadership strategy significantly influence implementation of strategic plans. The findings suggested that management in public TVET institutions should pay more attention to leadership strategy in order to ensure success in strategic plan implementation. The findings are expected to be of value to the management and decision makers to form a basis for improving implementation of strategic plans in higher education. The study recommends that top leadership need to create awareness on the importance and processes involved in strategic plans implementation in public TVET institutions in order to ease employees understanding and participation.