MANAGEMENT INFORMATION SYSTEMS DYNAMICS AND PERFORMANCE OF MTONGWE BASE OF THE KENYA NAVY
Joel Ayega Mochanga
D53/OL/MSA/24149/2014
A Research Project submitted to School of Business in partial fulfillment of the
requirements for the award of the Degree of Master of Business Administration
(Management Information Systems) of Kenyatta University
NOVEMBER, 2020
DECLARATION I declare that this research project is my original work and has not been presented in any other university for consideration.
Signature………………………………. date……………….
JOEL AYEGA MOCHANGA
D53/OL/MSA/24149/2014
This research project has been submitted for examination with my approval as the University
Supervisor.
Signature…………………………date……….…………..
DR DAVID NZUKI
Management Science Department
Kenyatta University.
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DEDICATION My project is dedicated to my beloved family that is my wife and our two sons for their support, restraint and perseverance. They had to endure a lot while class work took a tall order on their precious time during my time of study.
May God bless them.
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ACKNOWLEDGEMENT I thank God for His grace that I have been able to present this work. My gratitude unconditionally goes to my supervisor Dr. David Nzuki whose kindness, guidance, encouragement, untold patience and criticism made this work a success. I would like to thank all the lecturers from the faculty of
Management Information Systems of Kenyatta University whose contribution in one way or another saw the completion of this project.
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TABLE OF CONTENTS
DECLARATION ...... ii DEDICATION ...... iii ACKNOWLEDGEMENT ...... iv LIST OF TABLES ...... viii LIST OF FIGURES ...... ix ABREVIATIONS AND ACRONYMS ...... x OPERATIONAL DEFINITION OF TERMS ...... xi ABSTRACT...... xii CHAPTER ONE ...... 1 INTRODUCTION ...... 1 1.1 Background of the study ...... 1 1.1.1 Performance of the Mtongwe Base of Kenya Navy ...... 2 1.1.2 Mis Dynamics in The Kenya Navy ...... 3 1.2 Statement of the Problem ...... 4 1.3 Research Objectives ...... 6 1.3.1 General Objective ...... 6 1.3.2 Specific objectives ...... 6 1.4 Research Questions ...... 6 1.5 Significance of the Study ...... 7 1.6 Scope of the Study...... 7 1.7 Limitations of the Study ...... 7 1.8 Assumptions of the study ...... 8 1.9 Organization of the study ...... 8 CHAPTER TWO ...... 9 LITERATURE REVIEW ...... 9 2.1 Introduction ...... 9 2.2 Theoretical Review ...... 9 2.2.1 Technological Acceptance Model ...... 9 2.2.2 Unified Theory of Acceptance and Use of Technology (UTAUT) ...... 11 2.2.3 Diffusion of Innovations Theory ...... 12 2.3 Empirical Review ...... 13 v
2.3.1 Technological Aspects ...... 13 2.3.2 Organizational Considerations ...... 14 2.3.3 User Capability...... 18 2.4 Summary of literature and Research Gaps ...... 21 2.5 Conceptual Framework ...... 24 CHAPTER THREE ...... 26 RESEARCH METHODOLOGY ...... 26 3.1 Introduction ...... 26 3.2 Research Design ...... 26 3.3 Target Population ...... 26 3.4 Sampling Procedure ...... 27 3.5 Data Collection Instruments ...... 28 3.6 Data Collection Method...... 28 3.7 Validity of Instrument ...... 28 3.8 Reliability of Instrument ...... 29 3.9 Data Analysis and Presentation...... 29 3.10 Ethical Consideration ...... 30 CHAPTER FOUR ...... 31 RESEARCH FINDINGS AND DISCUSSION...... 31 4.1Introduction ...... 31 4.2 Sample Characteristics ...... 31 4.2.1 Response Rate ...... 31 4.2.2 Profiles of Respondents ...... 32 4.4.1 Gender of Respondents ...... 32 4.2.2 Education of Respondents ...... 33 4.2.3 Length of Services ...... 33 4.3 Technological Aspects...... 34 4.4 Users capabilities ...... 38 4.5 Organizational Considerations ...... 41 4.6 Results of Correlation Analysis ...... 44 4.7 Results of Regression Analysis ...... 46 CHAPTER FIVE...... 49 SUMMARY, CONCLUSION AND RECOMMENDATIONS ...... 49 vi
5.1Introduction ...... 49 5.2.1 Users Capabilities and Performance ...... 49 5.2.2 Technological Aspects and Performance...... 50 5.2.3 Organizational Considerations and Performance ...... 50 5.3Conclusion ...... 50 5.4 Recommendations ...... 51 REFERENCES ...... 52 APPENDICES ...... 54 APPENDIX 1: INTRODUCTORY LETTER ...... 54 APPENDIX 2: RESEARCH QUESTIONNAIRE...... 55 APPENDIX 3: AUTHORIZATION DOCUMENTS ...... 58
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LIST OF TABLES Table 4.1 Distribution of Respondents per department ...... 31
Table 4.2: Distribution of Respondents by Gender……...... 32
Table 4.3: Distribution of Respondents by Level of Education……...... 33
Table 4.4: Distribution of Respondents by Length of Service in the department ... ….. 33
Table 4.5: Responses for Effect of Technological Aspects ...... 35
Table 4.6: Descriptive Statistics for Technological Aspects...... 36
Table 4.7: Responses for User Capability ………...... 39
Table 4.8: Descriptive Statistics for User Capability...... 40
Table 4.9: Responses for Organizational Considerations...... 42
Table 4.10: Descriptive Statistics for Organizational Considerations...... 43
Table 4.11: Relationship between Technological Aspects and MIS Performance …… 45
Table 4.12: Relationship between User Capability and MIS Performance ...... 47
Table 4.13: Relationship between Organizational Consideration and MIS Performance 47
Table 4.14: Regression results ...... 48
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LIST OF FIGURES
Fig 2.1.1 Technological Acceptancy Model ………………………………………… 10
Fig 2.5 Conceptual Framework ……………………………………………………… 25
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ABREVIATIONS AND ACRONYMS BoB Best of Breed
CBM Computer Based Management
CBMIS Computer Based Management Information System
HQKN Headquarter Kenya Navy
ICT Information Communication Technology
IS Information System
IT Information Technology
KN Kenya Navy
KNB Kenya Navy Base
KNF Kenya Navy Fleet
MASURA Maritime Surveillance and Radar
MIS Management Information System
MO Military Organizations
NYS National Youth Service
PABX Private Automated Branch Exchange
PC Personal Computer
RBT Registered Behavior Technician
TAM Technological Acceptance Model
TRA Theory of Reasoned Action
UTAUT Unified Theory of Acceptance and Use of Technology
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OPERATIONAL DEFINITION OF TERMS
MIS Dynamics: These are the forces or properties which stimulate the performance
and or growth, development, or change within an organization.
These aspects include the capability of the user in using information
systems, the considerations by the organization and the aspects of
technology including its level.
Organizational
Considerations: These are facts or motives that are taken into account in decision
making in an organization with a view of improving its
performance. These include the support shown by the top
management in decision making. The training of the users is also
key factor in improving the performance of any organization.
Performance: The extent to which an organization is giving out expected results,
especially in relation to other organizations of the same species. It is
attributed to how well an organization can beat deadlines and set
timelines. It can also be measured by the extent of satisfactions by
the users at all levels.
Technological Aspects: These are factors that affect the gradual advancement in the quality
of Management Information System, the quality of the services
rendered by an organization in order to improve on the quality of
information disseminated for use in communication.
User Capability: The basic credibility of a person perceived to be knowledgeable on
a topic or area and is determined by user experience and user-self
efficiency
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ABSTRACT
The dismal performance of significant number of organizations in the security sector was associated with inadequate use of Management Information systems. The Mtongwe base of the Kenya Navy, being one of the affected organizations, was of great significance due to its contribution in ensuring secure maritime environment. However, the under-usage of MIS was gradually on the rise and the Navy was not been left out. To enhance service delivery and operational capabilities, the Kenya Navy has been practicing MIS dynamism. The performance of the Mtongwe base of Kenya Navy was affected by various variables such as technological aspects, user capability and organization considerations. The response given to these variables in the performance of MIS was very important especially in investigating and understanding how and to what extent these factors affected the performance of the Mtongwe base of Kenya Navy in their respective contexts and establish any existing relationships between these factors. It was from this standpoint that the study sought to establish the MIS dynamism and performance of the Mtongwe base of Kenya Navy. This study was to objectively establish the performance of the Mtongwe base of Kenya Navy. Specifically, this study sought to achieve the following objectives: effects of technological aspects, user capability and organizational considerations affects the performance of the Mtongwe base of Kenya Navy. The theories that were used to inform the study, included; Technological Acceptance Model, Unified Theory of Acceptance and Use of Technology and Diffusion of Innovations Theory. This research used a descriptive survey whose target population was three thousand five hundred employees from all the departments of the Mtongwe base of Kenya Navy. The study participants were purposively selected from among the users of IT specialists from four departments hence the sample size of the study of four hundred and thirteen. The study used primary data gathered from respondents using a structured questionnaire, which was analyzed using descriptive statistics. The relationships between the variables were tested using both parametric and non-parametric statistical methods for example correlation analysis coefficient and simple linear regression analysis. It was established that the performance of the Mtongwe base of Kenya Navy was not optimally coordinated and lapses existed that were bound to cause poor service delivery that need streamlining to enhance user satisfaction and timeliness. It was clear that the organization faced challenges related to technological aspects, user capabilities and lack of organizational considerations. There was need to enhance user capabilities through training, a need for proper structures within Mtongwe base to ensure organizational consideration for improved performance and acquisition of modern technological resources to improve the performance of Mtongwe base in service delivery for maritime security.
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CHAPTER ONE
INTRODUCTION 1.1 Background of the study The global environment was growing competitively over time and space leading to increased pressure on the public as well as private institutions and organizations making their processes more efficient and effective. Poor timeliness in decision making and employee satisfaction was a major concern amongst the various organizations both private and public in the African continent. The increased dependence in the dynamics of Management Information System (MIS) led to the increased competition and enhanced real time decision making. These pushed most organizations to apply the dynamism of MIS in their associations in view of improving satisfaction as well as timeliness in service delivery (Daya, 2013).
Numerous examinations focused on the components influencing MIS execution and the progressive changes in the administration of data innovation and top administration cooperative attitude. In any case, as Horine (2015) contended, in spite of the fact that there was a typical standard center on the core of any program achievement, from an optimistic viewpoint, there were no projects that are totally indistinguishable since they all had their own arrangement of novel difficulties. Consequently, however there were various examinations focusing on the components influencing usage of MIS, every one of them had their own remarkable difficulties.
The exploration studies embraced to examine what afflicts the organization performance on the dynamics of MIS. In the open part had given a discernment to what was the significant reasons for execution disappointment which including time and cost, powerlessness to meet determined clients' desires. Similar perceptions were made in creating nations around the globe (Long et, al.
2014). A portion of the variables were proven in Ghana (Frimpong, 2003). Factors, for example, the mind-boggling expense of MIS segments upkeep, low level learning and karma of enthusiasm among clients, the unpredictability of the frameworks, for example, the segments of MIS, swelling, off base segments estimation, financing, change orders, plan changes, poor detail, off base data,
poor data the executives and exacting guidelines from different experts were observed to be fundamental driver of organizational performance disappointment on Information Technology.
All these explanations did not commensurate the extent of poor performance on various organizations on the dynamics of MIS. The military organizations were not left out since it housed dissatisfied workers who could not make timely decisions that would safely protect lives in the battlefield.
1.1.1 Performance of the Mtongwe Base of Kenya Navy
The performance of the base was over the time period in the past deteriorating in terms of service delivery and maritime supply chain to the Kenya Navy. The base which being the heart of the
Kenya Navy supplies was not doing good in the past. The dynamics of MIS was embraced in which a database of information collected for analysis was collated to give a summary by analyzing all types of information that were useful to the base. It’s typically used in reference to supply data, management of information in all aspects of operations in the base. MIS was also comprised of human resourcing, control of inventory, supplies, and social media marketing and all that the team of managers needs to know about a given institution or company. The deployment of the dynamics of MIS in the base was basically concerned with the monitoring of public institutional performance and efficiency in real time decision making; the top managers used the analyzed data for proper and efficient decision in their own department. These were programmed to automatically produce and give reports monthly, quarterly or other specified intervals, and could also be used to produce special reports as need arises (Nath, 2013).
Management information systems could be used in handling human resources in the employees’ data and other information such as attendance and hours, basic personnel information, payroll checking and performance review in a view to enhance user capabilities. MIS information
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contained personal information such the name, address and other security details for individual’s protection and security maintenance were paramount especially when having specific structures within the base for considerations. The Human Resource Management database were used in accessing information and any other database for the employees hence reduced the cost of paper keeping and maintenance. The Management Information System could provide the necessary information from data analysis for management control, feedback, benefit administering and management schedules. Information Technology department in the base has always played an important role especially in acquisition, installation and servicing of necessary platforms adopted by companies in a view to improve on the technological aspects within the base. The experts in IT help in evaluating the technical parts and organizational management expectations of any competent MIS contract, this required an input into the capabilities of the system and IT programming. The middle supervisors and top managers in the base departments carefully analyzed the kind of data that is required by them to carry out their jobs efficiently, how to determine that the data inputs are the required ones and how to secure sensitive and classified information or data. The relevancy or irrelevancy the computer software and supporting the hardware of the MIS were designed does not affect its adoptability that was usually the best and befitting to them (Kenneth, 2016).
1.1.2 Mis Dynamics in The Kenya Navy
The dynamics of management information system refers to the aspects or properties of information technology which stimulate an organization to improve on its performance (Kenneth, 2016). The dynamics surrounding the performance of management information system in the Kenya navy and specifically the Mtongwe base, for instance, technological aspects have been very vital in collection of key information about the enemy vessels at sea, navigational information requirement, control and coordination of naval armament depot, supply chain and personnel
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management. The use of Radio aid to detection and ranging has been a very important tool both in navigation and collection of information at sea while underway. Echo sounders used onboard the ships helps in avoiding grounding of the ships. Information sent to the computers onboard that will eventually trigger some alarms and warnings to the navigator. In various ashore establishments, such as Mtongwe base, information technology aspects have been very useful in logistics and ship victualing.
The base’s organizational structures have had the soldiers’ demographic details that has been saved in the various networked computers. The base being an organization has put in place considerations and structures that have since enabled it to run day to day activities.
According to Timothy (2017), there has been a dismal performance on the various organizational departments among the African Navies. Decision making that should be based on real time information has not been effective as it ought to be due to poor training structures and on job training conditions that has since resulted to incapable users manning the MIS hence leading to strategic plans not being fully implemented. Like many navies in Africa and around the world,
Kenya Navy’s Mtongwe base has always embraced advancement in technology. To cater for her need for better and relevant information to run her daily operations, Kenya Navy acquired computers in the early 2000. The growth of these components and personnel together with magnitude of the information received and disseminated to the right users whose capability is yet to be determined, therefore there was a need to establish a management which would manage information resources.
1.2 Statement of the Problem
The dynamics and performance of ICT in the administration of military operations were deteriorating exponentially, as reflected by the latest trends of performance indicators, namely; timelines and user satisfaction. The element of timeliness on carrying out the required functions
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by the base has not been met (Bwisa, 2009). It is also evident that the users of various technological aspects have not been satisfied. The time taken for decision making in the base has been disturbing given the urgency of the military operations at hand. The users’ capability on the other hand was on the receiving end as they were often dissatisfied due to the fact that most components used are either obsolete or with limited capacity to perform specific functions. All these were negatively affecting the performance of organizations and dynamism of MIS in Mtongwe Base of the Kenya
Navy has been utilizing the old administration and organization framework structures (Bwisa,
2009).
The performance Kenya Navy in the maritime security is of extraordinary essentialness in the
Kenyan blue economy as it is the fundamental partner in security matters in the oceanic vehicle segment. The port of Mombasa being the significant door toward the east African people group has delighted in the smoothness and harmony credited to the Kenya Navy. In any case, the interest for timeliness and user satisfaction in the utilization and performance of IT in other maritime security organizations has been putting pressure on the Navy to become a strategic hub for the blue economy in Kenya.
It was accordingly essential for the top supervisors in these organizations to have considerations that would be geared towards improving MIS performance to enhance user satisfaction and timeliness in executing keys operations in the Kenya Navy (Daya, 2017). The users of IT in the various departments were often not satisfied since they were not able to accomplish their assigned tasks due to poor training, obsolete IT components and little or no support from the top management. In this way, the performance of the Mtongwe Base of the Kenya Navy was dependent on different issues with respect to technological aspects, organizational considerations, and user capabilities.
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The exhibition of Mtongwe Base of the Kenya Navy was impacted by both inner and outer components. It was therefore justifiable to study the influence of these variables on the performance of the Mtongwe base in their particular settings and build up any current connections between these elements with the declination of timeliness and satisfaction by the users. It was from this point of view that of the study examined the MIS dynamics and performance of Mtongwe
Mombasa of the Kenya Navy.
1.3 Research Objectives 1.3.1 General Objective The general objective of the study was to establish the influence of Management Information
Systems’ dynamics on the performance of Mtongwe Base of the Kenya Navy.
1.3.2 Specific objectives The current study sought to;
i) Investigate the effect of MIS technological aspects on the performance of Mtongwe Base
of the Kenya Navy.
ii) Examine the influence of MIS user capability on the performance of Mtongwe base of the
Kenya Navy.
iii) Establish the role of MIS organizational considerations on the performance of Mtongwe
base of the Kenya Navy.
1.4 Research Questions The study sought to answer the following questions;
i) What effect does MIS technological aspects have on the performance of Mtongwe Base
of the Kenya Navy?
ii) What is the influence of MIS user capabilities on the performance of Mtongwe Base of
the Kenya Navy?
iii) What is the role of MIS organizational consideration on the performance of Mtongwe
Base of the Kenya Navy?
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1.5 Significance of the Study The findings of this study will be of use to the managers of MIS in various organizations in determining various challenges and factors affecting the dynamics and performance of such organizations. This study will also particularly be of use to the commanders and management at all levels in the Kenya Navy in strategizing on improving the safe usage of the information technology in the day to day activities. The managers and their subordinates will understand the success/failure factors associated with the performance their organizations to help them improve on their weaknesses appropriately. This understanding is vital as they will customize the recommended measures to their respective work stations ensuring that achievements of desired organization objectives are met. The findings of this study will also be of use to future scholars as a source of reference for future studies.
1.6 Scope of the Study As it is clearly stipulated in the statement of the problem, the facts and issues concerning the general topic of the Management Information Systems’ Dynamics and Performance is vast – defining criteria for successful/failure in MIS dynamism and organizational performance, identifying aspects and the reasons behind existence of these aspects and also to bring up the various methods of tackling them. This will require a large volume of research studies to unravel all these related aspects and factors. To be more specific, this study will be at addressing the MIS dynamism and performance of Mtongwe Base of the Kenya Navy. The research will be conducted in four departments/ units of the Kenya Navy Mtongwe base Mombasa County. The target respondents will be employees serving in Kenya Navy at various levels amongst the departments concerned with information reception, processing and dissemination.
1.7 Limitations of the Study This study solely sought to investigate the performance Mtongwe Base of the Kenya Navy and dynamics of MIS from the user reference point since they were the key stakeholders in the management of information systems. On this regard, many challenges were identified and their
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relevant recommendations were seen valid from the departmental users’ stand. Information access was also limited in this study since some of the information according to the Kenya Defence Forces
Act 2014, is classified and can only be accessed at a given level of management. Also, a limitation of accessing the military installation in case there is a war. No civilians were allowed in the military bases beyond a certain time of the day hence limiting the research study.
The constrain of time was also another limitation given that a lot of data to be collected from all departments i.e strategic level, operational level and tactical levels. There was a likelihood of military cultural influence where only designated persons were allowed to give certain information in the military. These delimitations were countered with the official letter from Kenyatta
University that also assured maintenance of information confidentiality. The researcher was also requested to swear an aught of information secrecy and assuring the authorities that the study will be very beneficial to their organization as a whole.
1.8 Assumptions of the study The assumption of the study was that the researcher would be given access to all the information necessary to complete the study.
1.9 Organization of the study The study is subdivided into five chapters. The first chapter focuses on the introduction where the study background, statement problem, study objectives and research questions, scope and limitation of the study and assumptions were addressed. The second chapter provided the literature reviewed and the theoretical framework. The third chapter presented the study’s methodology while the fourth chapter presents the study findings and discussions. The fifth chapter and last chapter provides a summary of the findings, conclusions and recommendations.
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CHAPTER TWO
LITERATURE REVIEW 2.1 Introduction In this chapter, a review of the empirical and theoretical literature relevant to the MIS dynamics and performance of various organizations were discussed broadly to bring out the various underlying aspects. The theoretical review entailed a discussion on various theories on which the study was anchored on. They included Technological Acceptance Model, Unified Theory of
Acceptance and Use of Technology and Diffusion of Innovations Theory. Empirical review covered on the Technological Aspects, Organization Consideration and User Capabilities.
2.2 Theoretical Review
The study is anchored on the following theories since they give an insight on the relationship between the users and the components of Management Information Systems.
2.2.1 Technological Acceptance Model
The model was devised by Davis (1986) to explain how users come to accept and use technology in order to improve the performance within their organizations. In TAM, the goal is to utilize the primary aspects of technology to accept or not to accept a new tool. The intention to utilize is controlled by the individual’s personality toward utilizing a specific tool.
Different models have been analyzed utilizing various examinations including variables influencing portable appropriation in the financial business in Kenya. Studies have uncovered that discernment on the convenience, saw value and recognition on believability essentially impacted clients just as the top administration in organizations. Further examinations have given more understanding on the dynamics of MIS and performance of various departments in the military organizations (Lule, (2012).
Different examinations have indicated contrasts in the components that drive the aim to utilize online socialization and business systems dependent on various hypotheses and model such TAM
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1 and its augmentations, especially the TAM2 model. The important outcomes have uncovered that TAM2 model for the most part holds on account of online systems on informal community business organize use conduct web based, clarifying seventy-three percent of the watched use aim for MIS performance (Moeser, (2013).
The theory is relevant to the current study due to its ability to explain the perceived usefulness and higher performance on the organizations and MIS dynamics among the Kenyan navy departments.
The study employed the theory to explore how Kenya Navy employees perceived MIS dynamics and how their perception of its usefulness shaped their willingness to use and hence the user capability. However, the theory has its share of limitation identified by Ajibade (2018) who claims that its wide usability may be due to its simplicity and ease of use and understanding and not due to its suitability in a practical context. The other limitation of the theory is that the underlying behaviors are not reliably quantified in empirical investigations due to the numerous subjective factors like the norms and values of the society, personal attributes and personality traits.
Therefore, care should be taken to ensure that social pressures doesn’t result in falsifiable outcomes
(Ajibade, 2018).
Perceived Usefulness (U)
External Attitude Behavioral Actual towards using Intention to use system Variables (A) (BI) use
Perceived ease of use (E) Fig. 2.1.1 TAM (Davis et al, 1989)
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2.2.2 Unified Theory of Acceptance and Use of Technology (UTAUT) According to Venkatesh (2000), the aspirations of explaining the user’s intentions in using information technology and other dynamic behavior and organization performance have shown that there is a need for technological users to have capability in usage of high performing computer components. The theory expresses the importance of four key factors which facilitate the normal conditions including performance of an organization and expectancy as well as social influence and effort expectancy.
These factors directly determine the performance of an organization in information systems, intention to use them and behavior. The biographic characteristics of the users are the common factors that moderate the impact of the four key elements of MIS dynamics and departmental performance. Theories have been reviewed through consultations and consolidating various constructs that are employed to explain information systems’ dynamism and performance in most institutions through the theory of reasoned action, diffusion of innovations theory, TAM, a combined theory of planned behavior/technology acceptance model, motivation characteristic model, theory of planned behavior, model of personal computer use, and social cognitive theory).
Ensuing approval examines have discovered it to represent up to over two thirds of the variety in
Behavioral Intention to Use (BI) and around 50% in real use. This is evidenced in the users’ intention to have high performing system that will enable them to achieve satisfaction as well as dynamism and timeliness.
This theory was relevant to the current study as it enabled the researcher to understand the aspects that influence acceptance and rejection of new technology. Nonetheless, the hypothesis is restricted by is low stinginess on account of the intricate collaborations among the properties in its control impacts and its absence of meso-level definition.
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2.2.3 Diffusion of Innovations Theory This theory indicates the concerns on how innovations information technology advancements are interlinked to form a process of adoption. Gradual changes towards innovation have led to real- time decision-making processes and timeliness (Rogers, 1995). The new innovations in information technology have increased timely decision processes in various public organizations.
This is a multi-process endeavor through which a decision maker or decision-making entity passes through the critical stages of knowledge of an innovation and MIS dynamics and organizational performance forming a positive attitude toward the innovation by the users making them capable.
The decisions are therefore made through another decision making an adoption or rejection
(Rogers 1995). These factors may help innovators to design mobile services, which are suitable for and adoptable by bank customers. Information and data acquired from real portable financial clients uncovered that relative similarity, bit of leeway, and perceptions have positive effect on reception. In spite of the discoveries in surviving writing, preliminaries and intricacy seemed to have no critical impact on selection. A further study on this theory shall have more insight on the effects of top management involvement and organizational considerations in the military on the performance of MIS (Sohail, 2012).
In users have been able find the adoption of new technology very relevant in enabling and explaining the rates at which new technology is adopted. However, in applying the theory, the researcher kept in mind the study’s limitations which include the effect of social norms and standards of acceptance into the society which outweigh the ideas of improving the performance of using technology and adopting new innovation. The other limitation was the high probability of relapse if tangible outcomes or benefits are not eventuated fast enough leaving a gap for lack of timeliness.
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2.3 Empirical Review Empirical literature was reviewed as per the study objective in which the various variables were discussed. The reviewed variables included Technological Aspects, Organization Consideration and User Capabilities.
2.3.1 Technological Aspects The change in technology is both a lifestyle factor and a point in the lifecycle in information technology changes at which all aspects its application being developed, along with any supporting information analysis and data conversion routines and system utilities are thoroughly legalized and accepted by the users prior to proceeding with MIS dynamics and performance of various organizations. This is entirely centered on gathering sufficient information on the systems’ accuracy and efficiency so as to proceed to its performance hoping that it will succeed in the long run. MIS dynamism and the performance of any organization slightly differs on construction of system which involves practically checking and establishing if the organizations’ performance is as expected in a given environment, this would be very important in MIS dynamism and departmental performance entirely. Also, the users of MIS components in information technology are usually engaged in many trials, indulging in a more critical role in the testing the performance of various organizational departments on the intended MIS components. Hence there is a need for exercising the any information system in the manner just like it will be on full system performance.
With the existing system testing, which has already been established in the previous steps and phases, users would be responsible for system performance in various departments through its usage and operations to enable user satisfaction and timeliness (NYS, 2003).
The ever-changing technology has led to the improved quality of management information system, the quality of information processed, and quality of MIS services. Al-Mamary, (2014) sought out to investigate factors affecting MIS dynamism and performance of the various departments. Using
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a descriptive survey study in Saudi Arabia, the study found that the quality of data in MIS and quality of the processed data are the main factors affecting MIS dynamism, usage, acceptance and improved performance of organizational real time decision making (Al-Mamary, 2014). The quality of management information system is the required features of information technology. For example, the perception of ease of use of information technology enhances reliability, flexibility and learning adoptability so as to develop a systematic characteristic of time response and flexibility as one of the qualities of MIS (Petter, 2016). The theoretical framework that was proposed agreed that the quality of information technology has a greater influence on the users’ capability and hence their satisfaction. However, the study findings are limited to Saudi Arabia.
In another study, Hwang (2008) sought to examine the effect of usefulness perception of the MIS components in Hong Kong. The study found that Management Information System quality has a strong direct effect on perception of usefulness of MIS components. It also has a positive correlation on usefulness perception on those that use its components. The correlation between quality of this system and satisfaction by the user as well as the quality of MIS will have a relative significance, positively correlated with satisfaction by the users (Hwang, 2008). However, the study was done in Hong Kong which had different social and economic factors as compared to
Kenya.
2.3.2 Organizational Considerations Organizational considerations denote the perception of support by the organization’s top management to develop user’s skills and provide the necessary requirements to improve the organizational performance and hence timeliness. As indicated by RBT (2003) there are a few structures to association methods for MIS utilization performance. A few structures are less significant than others because of the way that set targets are utilized reliably all through the dynamics of the MIS and the performance in various departments. The dynamics of MIS should
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bring about a framework with a specific structure that objective situated to the general destinations of an association. The user training in capacities gathered and information ought to comply with the guidelines of the suggested organized plan approach that proportionate help for MIS dynamics.
The top administration level ought to likewise comply with those guidelines of data innovation in order to improve on timeliness. Wanted undertakings would be bound by such parameters as what they produce, who does them and when they should happen. For example, it is imperative to have the majority of the testing undertakings in various "modules" since these may be finished by discrete supervisors in certain offices. Essentially, a case can be made for data examination and information configuration, preparing, equipment establishment and numerous different exercises.
Consideration should likewise be paid to the limits of computerization. It is attractive to have the undertakings portrayed in enough detail with the goal that particular assignments could point to the apparatus that ought to be utilized to do it. Without this outline it gets hard to incorporate the user satisfaction and timeliness.
HardCastle (2008) examined the roles of top management in bolstering information innovation in a manufacturing firm in Haiti. The findings indicated that top administration bolster expands upon the work performed during improving on organizational performance through innovation for information examination, and goals in an interpretation of the practical necessities into a totally specialized arrangement at the top administration level. These examinations have demonstrated that the specialized design, gauges, particulars and procedures to be pursued all through the structure, use, testing and performance of the administration data framework. The part of the arrangement likewise denotes the point in the framework at which the institutional association ought to have the option to do a nitty gritty arrangement every single future in the procedure of execution and utilization stages (HardCastle, 2008). Notwithstanding, the investigation zeroed in on the exhibition of the assembling firms, while the current examination inspected the MIS
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elements that impact the Mtongwe base of the Kenya Navy. Hierarchical help or top administration backing is significant in the lifecycle of MIS dynamics execution in which all parts of utilization and usage are created to befit the clients' needs. This additionally joins all supporting data and transformation of information in routine framework segments which are completely approved in the top administration level before continuing to System performance. The entire procedure is approved by securing of the required proof on data frameworks' exactness and proficiency and its capacity in continuing to improve user satisfaction and timeliness (NYS, 2003). A lot of individuals may not be certain about the framework which may result to a power adequate to make the framework absolutely wasteful and flawed that in the end prompt its disappointment. Presently this is a significant issue in light of the fact that all of them who are planning a framework must think about this. A framework and its prosperity rely upon the top administration bolster that it gets from the individuals associated with the framework. On the off chance that an organization is happy to build up another task, at that point it ought to include the individuals in the framework, who is in the long run going to be the client of the undertaking. This will enable the organization to survey their task and gauge the blunders and consequently make it a triumph. On the off chance that individuals like these are associated with the development of the framework, at that point they can recommend the alteration that the framework requires. These alterations built the odds of their help to the framework.
The well performing organization gives rules of chipping away at the numerous data examination issues and to bring into consideration of data that is used to guarantee that its execution is valuable to the association on the loose. Sethi (2014) in a descriptive survey study targeted 120 top managers in Sweden who were randomly sampled. In the study, the researcher concurs that the greater part of the interviewees on the examination completed said the execution of data innovation is an extraordinary issue to generally associations. It in this way necessitated the vital arrangement
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of MIS procedure be created; there is additionally a requirement for top directors to grasp the improvement on the recommended MIS. The absence of limit by the top administration to execute the use of MIS intentionally may prompt absence of trust on Information innovation methodologies fit to be done. A prescribed is hence made to the officials to look at their duty towards execution and utilization of the framework. Top administration is for the most part looked with different difficulties in data innovation changes that would require for quick amalgamation of procedures on business and innovation. This should be possible through distinguishing the MIS role between where the association and its administration current position and future position. Foundations ought to in this manner have a vital arrangement for explaining such question as "In what capacity will the association arrive?" According to Aaltonen and Ikaèvalko, the issues confronting vital
MIS dynamism and performance of various departments and utilization are top administration shortcomings and execution stage arranging disappointment. However, the study was conducted in Sweden where top managers were targeted while the current study will focus on KN.
Bjion (2016) sought to examine whether the execution and utilization of the MIS can be influenced either decidedly or contrarily relying upon the greatness of help given by the top administration just as the end-client trainings in marketing firms in Brazil. The researcher in, the descriptive study purposively sampled 42 top managers and issued them with questionnaires. The findings showed that the help by top administration alludes to the degree of help discernment as a rule where the top supervisors and their subordinates offer to IT clients in little firms. For instance, when the top administration understands the advantages and suggestions that are to be accomplished by the improved departmental performance framework, they will bolster by empowering the utilization of modernized innovative frameworks for automated occupations through user trainings. The top directors may likewise give the fundamental MIS segments to help the clients in achieving the given undertakings in an association. They additionally ought to be intense in guaranteeing that
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the clients are content with MIS utilization to accomplish the ideal objectives of such an association. At last they ought to guarantee that the clients have a decent access to MIS programming and equipment segments and different assets when needing them. (Bjion, 2016). The study findings may however, not be generalized to the current context as its scope was on marketing firms.
The top administration ought to likewise propose a hypothetical system on the subordinates to offer the pertinent assets to the clients on the view of value and fulfillment. As per Huang, (2009), the help from the top chiefs is related with the impacts of the clients' discernment on the handiness of data innovation. Notwithstanding, it's imperative to take note of that the help from top administration just as the abnormal state chiefs may influence client fulfillment emphatically.
Additionally, as per Urbach et al. (2011) the help by top administration on the clients of MIS parts has a major and apparently huge effect on client satisfaction.
2.3.3 User Capability According to Bender RBT (2003), users are key components for the product being delivered by
MIS in any organization. Involvement of the users in the MIS will definitely improve departmental performance in the operations of an organization bringing about the difference between failure and success. An organization should ensure the underlying issues are dealt with in time by identifying those involved, user self-efficiency, user experience in systems management, user information top managers and the relationship between the user’s environment and the top management. The first issue an organization must address in this topic is identifying who all the users are.
Turbanet et al., (2002) undertook a study to determine the user self-efficiency in MIS dynamics performance of the organizations in the United States Banking industry. The study sampled 123 bank managers who were issued with questionnaires. The findings depict that system user, whether
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direct and indirect, are very conversant with the components and all the requirements of MIS dynamics. The new information systems are likely to affect day to day operations by the users as they try to get knowing the new machineries hence affection the overall output. Information system analyst and some managers in the operational level, should have experience in technical matters and information systems management. However, the study is limited by its target population which differs from the current study’s KN.
The personnel working at the information management cell should be able to identify all points in the whole process where they are directly involved in putting in the required input and clearly show their responsibilities from those of the systems staff. According to Hardcastle (2008) individual analysis can only be done by capturing operation requirements of the information system by scrutinizing or observing end users. This stipulates the criticality of the participation of users in management information systems. According to (Hall, 2004), it is necessary for the institutions to learn as much as possible from users of information technology about the key problems that must be corrected by a new system.
Ashurst et al (2010) concurs that most associations have improved their exhibition as an instrument to challenge IT clients with new and inventive thoughts regularly irreversible, realities on the ground that they at that point need to live with, and adjust to so as to build association yield just as client fulfillment and idealness. Yet, there is a since quite a while ago settled stream of writing of studies recommending that the results of execution activities can be improved if clients are effectively urged to draw in with, and take an interest simultaneously. Lack of user participation has been cited as a hurdle in achieving system development objective. The results of user support and inclusion in data framework (IS) achievement is as yet not surely known. (Hwang and Thorn,
1999) contends that users differ generally as the use of MIS is perceived as any product intended 19
to give data to help timely decision making and work obligations. Users ought to take an interest in the portrayal of the objective user gathering expecting dynamic jobs and duties, is accepted to improve user acknowledgment of the new framework, diminish protection from execution, and increment fulfillment with ultimate conclusion making.
The top administration's hypothetical structure has been expecting that the user fitness in utilizing the PC in MIS has a fundamentally constructive outcome on the view of the convenience and fulfillment. This hypothesis has likewise been bolstered by numerous examinations and specialists, for example, Aafaqi (2016) who recognized that the clients' self-fitness has positive connection to the impression of helpfulness in data innovation parts. Anyway, Lopez and Manson likewise contended that self-capability is decidedly corresponded to observation on helpfulness by the user.
Lynch (2004) reported that the inconsistency of a given results of empirical studies shows that there is a need to re-examine methods and theoretical approaches in a view to examining the impact of user participation. Instead of understanding the possible relationships between MIS performance by the user and implementation feedback, studies should now focus to exploring how the performance process is influenced by users of information technology representatives in MIS.
The top managers may influence users to generate through positive participation that would be more important than participation itself (Lynch, 2004).
In a descriptive survey study conducted in China, Zhao (2014) sought to examine the factors influencing user’s involvement in technological adoption. The study found that user self-efficiency is necessary to reduce resistance to change and ensure adequate development. In the users’ dimensions, many variables have since been suggested: information technology self-efficacy, and user’s experience on the components MIS. Computer self-competence in this case would refer to the user’s ability and acknowledgement that he or she has the relevant skills and abilities to perform 20
various assigned tasks successfully (Zhao, 2014). Information technology self-efficiency is ascertained by how well the user can operate various systems in the place of work and how confident is that user to use the systems.
Users are vigorously engaged with the improvement of MIS dynamism; they have more chances to form the framework as per their needs and security of data gathered for examination prerequisites, and more chances to control the result. They likewise are bound to respond decidedly to the finished framework since they have been effectively taking an interest in the performance of the organizational procedure. Fuse of users' information and skill prompts better arrangements.
The connection between end user and data frameworks pros has generally been an issue zone for data framework execution endeavors as a result of varying back - ground, intrigue and needs,
Laudon and Laundon (2007).
2.4 Summary of literature and Research Gaps
In the literature review analysis, a lot has been stipulated on how the various factors have affected the performance of various departmental organizations and the dynamics of Management
Information System. The initial system design for an organization affect its development as well as effects of user's capability in technological aspects of the dynamics of MIS and how the organizational consideration affects the users’ experience and self-efficiency. However, these reviews do not address how and why these factors determine to a certain extent the timeliness and the user satisfaction drawn from the improved performance of an organization and the dynamics of MIS process. This research would need to evaluate the effects of these aspects on the performance of Mtongwe Base of Kenya navy and MIS dynamics.
Public institutions, as they indulge in improving their performance, they are guided by the aspect of time and urgency which often meant to reduce reaction time in decision making leading to the 21
aspect of timeliness. The Mtongwe base of the Kenya Navy has been struggling to achieve timely decision making. This has often led to delayed service delivery to the various units that depend on the base for various services. It is important for an organization to protect information privacy and security of data and that of private information that the disciplined forces collect and process
(Dhillon & Albert, 2007). The responsibility to manage the security of information is a task of the top management. They also have the responsibility for data accuracy and the reliability of the systems that manage and report the confidentiality of data (Isaca, 2006). Some organizations may lack organizational considerations and capacity to improve the performance of MIS in their day to day operations and decision making often leading to user dissatisfaction.
The importance of checking and examining the extent to which public institutions adhere to the organizational considerations during the improvement of the performance of the organizations should not be over emphasized. These facts are credited to various factors that are subject to investigation. Many of studies that have been carried out are touching on factors affecting MIS dynamism and organizational performance (Rodrigues, 2009). Nevertheless, there is no specific attention that has particularly been made on the timeliness and user satisfaction and why these aspects MIS dynamism could affect the performance of an organization. Therefore, the need to examine the aspects of MIS dynamism and performance of Mtongwe base of the Kenya Navy was inevitable.
Table 2.1: Summary of Literature Reviewed
Author Year Findings Gaps Al-Mamry 2014 quality of data in MIS The study was and quality of the conducted in Saudi processed data are the Arabia main factors affecting MIS dynamism, organizational performance, usage, acceptance and 22
improvement of organizational real time decision making Hwang 2008 Management The study is limited Information System by its location which quality has a strong has different social direct effect on and economic factors perception of from Kenya. usefulness of MIS components. It also has a positive correlation on usefulness perception on those that use its components. Hard Castle 2008 Top administration The study focused on bolster expands upon manufacturing firms, the work performed while the current during usage of study will examine Information KN innovation for information examination, and goals in an interpretation of the practical necessities into a totally specialized arrangement at the top administration level Seth 2014 Execution of data However, the study innovation is an was conducted in extraordinary issue to Sweden where top generally managers were associations. It in this targeted while the way necessitated the current study will vital arrangement of focus on KN. MIS procedure be created; there is additionally a requirement for top directors to grasp the improvement on the recommended MIS. The absence of limit by the top administration to execute the use of MIS intentionally 23
may prompt absence of trust on Information innovation methodologies fit to be done. Bjion 2016 The findings showed The study findings that the help by top may however, not be administration alludes generalized to the to the degree of help current context as its discernment as a rule scope was on where the top marketing firms. supervisors and their subordinates offer to IT clients in little firms. Turbanet et al. 2002 The findings depict The study is limited that system user, by its target whether direct and population which indirect, must be very differs from the conversant with the current study’s KN. components and all the requirements of MIS performance. The new information systems is likely to affect day to day operations by the users as they try to get knowing the new machineries hence affection the overall output.
Source: Researcher (2019)
2.5 Conceptual Framework The conceptual framework gives the relationship between independent and dependent variables of this study. The determinants that affect MIS dynamics towards enhancing the organizational performance were categorized into various categories including but not limited to the following independent variables: technological aspects, organizational considerations and users’ capability
(Isaca, 2006). The performance of organizations was explained by the user satisfaction and
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timeliness. The various factors had been refined and described dependent on the extent of this
exploration concentrate as portrayed in the calculated system beneath.
MIS Dynamics Dependent Variable
Technological Aspects -MIS quality
-Service quality - Information quality
Performance of Mtongwe Base
-User satisfaction User Capability -Timeliness - User experience - User self-efficiency
Organizational Considerations
- Top management support
- Training
Fig. 2.5 Conceptual Framework Source: Researcher (2019)
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CHAPTER THREE
RESEARCH METHODOLOGY 3.1 Introduction This chapter explains the research design, target population, sampling technique and procedure, data collection instruments as well as data collection, and data analysis methods.
3.2 Research Design The study adopted the descriptive research design since it involved the collections of quantitative information that was tabulated along a continuum in numerical form, it also described categories of information such as gender or patterns of interaction when using technology in a group situation
(Creswell, 1998). It involved gathering data to describe events and then organized, tabulated, depicted, and described the data collection (Glass & Hopkins, 1984). Descriptive research sought to give reports on the way things were, it described data and characteristics about the population and phenomenon being studied (Crewell, 2014). This design was adopted because the research offers a description of the dynamics of MIS and the performance of Mtongwe of the Kenya Navy.
3.3 Target Population This study targeted a population of 3,500 in the Kenya Navy staff who were eighter specialized or associated with information technology in all the 39 departments within the service (Rothman,
2008). Due to the limit of survey and budget constraints, a sample population of 413 from the four selected departments was arrived at. The study selected four departments as reflected in the table below:
Table 3.1: Selected Departments and Number of Employees
S/NO DEPARTMENT NO. OF EMPLOYEES
1. Fleet 110
2. Base 105
3. Headquarter 91
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4. Maritime Surveillance Radar Station 107
TOTAL 413
The population of interest for this study comprised of employees serving in all the four departments directly affected with incoming information, processing of information or disseminating information to the intended users within the Kenya Navy and or the outside interests of the Kenya
Navy. According to Kenneth, 2016, Qualitative sample sizes should be large enough i.e approximately 30-50, to get enough information to adequately portray the wonder of intrigue and address the examination questions. In this study representatives were chosen from each department who were subsequently given clearance to give interviews and partake in any authorized study.
The four departments were suitably chosen since they are directly involved with ICT with in the
Kenya Navy complex.
3.4 Sampling Procedure According to Mugenda and Mugenda (2008), a good sample is one that fulfills the requirements of flexibility, representativeness, efficiency, reliability and at least 10 percent of the total population is held to be representative. A sample of four hundred and thirteen employees taken purposively from the four departments were drawn. Purposive sampling was adopted to allow the researcher focus on specific characteristics of the target population which best allowed the answering of the research questions. Through judgmental sampling, study participants were purposively selected from the personnel, clerical, records and the communication departments as they are traditionally involved with information systems. Accordingly, the sample size was 413 chosen from each of the four selected departments. Through purposive examining, just workers engaged with the administration data frameworks partook in the examination consequently killing the danger of problematic reactions if all offices were included (Rothman, 2008).
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3.5 Data Collection Instruments The primary instrument used for the collection of data for this study was questionnaires. The questionnaires were divided into five sections; Section A had questions on the demographic information of the respondents. Section B gathered information on the effects of technological aspects, section C obtained information on the user capabilities, and section D gathered information on Organizational Considerations and section E on the general information on the dynamics of MIS and performance of Mtongwe Base of the Kenya Navy.
3.6 Data Collection Method Primary data was collected through the use of semi-structured questionnaire, Mugenda, (2008).
The semi-structured questionnaires were administered using the drop-and-pick-later method.
Telephone calls were used to do follow-ups as well as the use of e-mails and personal interviews to ensure a viable response rate for the study. The respondents’ contacts were obtained from the maritime operations center upon authorization from the commander of the Mtongwe base of the
Kenya Navy through the colonel in charge of operations and duty operations officer as reflected by the authorization letter in appendix 1. The questionnaires were retrieved the same manner in which they were distributed. This reduced the possibility of losing some of the questionnaire or getting lost in transit. The data that were collected were presented in tables and analyzed using non-parametric simple percentages and Z – test statistical technique.
3.7 Validity of Instrument In order to maintain external validity in this research, the questionnaires were distributed randomly but must at least served to all levels of management in each department in order to easily generalize the findings outside the study context (Pelissier, 2008). In terms of internal validity in this research, focusing on an open approach and allocating more time for collection of data were conducted in order to maintain a high internal validity. To ensure that there is construct validity, theoretical evidence was used to determine the validity of the responses by relating to theoretical literature.
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3.8 Reliability of Instrument the reliability of the questionnaire was achieved through looking at the internal consistency of the score of individual items on the questionnaire, with the scores of a set of items, or subscale, which typically consisted of several items to measuring a single construct (Bond, 2001). Test -Retest measures were also employed to ensure reliability of the questionnaire. To achieve this, the researcher also conducted a pilot study where the questionnaires were issued to 5 respondents.
3.9 Data Analysis and Presentation The questionnaires were initially checked for culmination. At that point the separate reactions were coded according to the examination addresses utilizing the Statistical Package for Social Sciences
(SPSS) to determine the ideal yield on the received Likert scale. The gathered information was at that point broken down utilizing elucidating insights (dissemination of recurrence, percentiles, mean scores and standard deviations) just as inferential measurements. The quality of the resultant connections, between the factors whether positive or negative, were tried utilizing both parametric and non-parametric measurable techniques, for example, the Pearson’s Product minute relationship coefficient and straightforward direct relapse. For this situation, the accompanying model was utilized to quantify the connections between the free factors and ward variable.
Research Model Y = a+ b1X1+ b2X2+ b3X3+ e Where: Y = Performance of Mtongwe Base
a= Random error term
e= Constant
X1= Technological Aspects
X2= Users Capabilities
X3= Organizational Considerations
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3.10 Ethical Consideration The main ethical concerns for the study was informed consent, privacy and confidentially and anonymity. The respondents were given freedom to choose the items they were comfortable with and their personal information and responses were kept private and confidential (Bryman, 2007).
Respondents participated on the basis of informed consent and no use of offensive, discriminatory, or other unacceptable language during the formulation of questionnaire. The works of other authors was acknowledged. The participants gave assent after the analyst completely clarified the motivation behind the investigation, its dangers and benefits and that support was willful. The members were educated regarding the option to pull back assent whenever without a punishment.
All data including individual meetings were kept secret. Authority and permissions were sought from various departments such as NACOSTI, Kenyatta University Graduate School and the commander Kenya Navy which enabled the study to be carried out with utmost ethical considerations.
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CHAPTER FOUR
RESEARCH FINDINGS AND DISCUSSION 4.1Introduction This chapter presented the profiles of respondents that formed the study. The frequencies, means, standard deviations, Cronbach alpha coefficients of reliability and correlations, and regression analysis are presented, interpreted and findings discussed.
4.2 Sample Characteristics In this section, the response rate and the profile characteristics of the respondents will be presented and discussed.
4.2.1 Response Rate The survey questionnaire was administered directly to employees serving in the four selected departments of Mtongwe base of the Kenya Navy as at May 2019. Out of the 413 questionnaires distributed in the four departments, and 293 responded, which translated to a response rate of 70 percent. A summary of the response rates per department is presented in Table 4.1.
Table 4.1 Distribution of Respondents per Department
Targeted Response Rate Organization Response Sample (Percent) Fleet 110 89 80
Base 105 82 78
Headquarters 91 76 83
MASURA 107 92 85
Total 413 339 82
Source: Survey Data (2019)
According to Sumant (2014) response rate approximately 80% and above gives a clear overview of the responses. This was a high response rate enhanced by any standards which was achieved by
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first, an introductory letter that briefly explained the purpose of the study accompanied the questionnaire assuring anonymity of the responses provided. Secondly, the drop and pick later method together with phone calls and emails proved effective.
4.2.2 Profiles of Respondents The questionnaire covered aspects of gender, age, level of education and job position and the number of years served in the Kenya Navy.
4.4.1 Gender of Respondents The respondents were asked to state their gender. This sought to investigate the relationship between gender and performance of an organization. Distribution of respondents in relation to this is presented in Table 4.2.
Table 4.2: Distribution of Respondents by Gender
Gender Frequency Percent
Male 258 76
Female 81 24
Source: Survey Data (2019)
The frequency of male response to female was higher at 76 percent and 24 percent respectively.
This indicated that there more male personnel operating computer-based equipment as opposed to their female counterparts. This was supported by Timothy, (2017) in the African Navy in which there was evidence of higher number of males recruited to the military as compared to the females to work with computer-based work stations.
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4.2.2 Education of Respondents Table 4.3: Distribution of Respondents by level of education
Department Frequency Percent
Graduate (Masters) 75 22
Undergraduate (Degree) 125 37
High school (KCSE) 139 41
Total 339 100.0
Source: Survey Data (2019)
Regarding their level of education, 22 percent of the respondents were graduates while undergraduates in the four in the departments stood at 37 percent and 41 percent had only KCSE qualifications. These results agree with Lim, M (2017) that organization’s performance is influenced by the level of education of the users involved in MIS dynamics as well as their capability in handling the systems. This implies the participants in this study were by virtue of their level of education deployed along the three levels of management i.e top managers being graduates, middle class supervisors being undergraduates while the rest of the respondents were operators. This also shows that the study was able to meet respondents across the organization management hierarchy.
4.2.3 Length of Services Respondents were likewise solicited to demonstrate their length from administration in the divisions and the outcomes are summed up in table 4.3.
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Table 4.4: Distribution of Respondents by Length of Service in the departments
Length of service Frequency Percent
Less than 3 year 68 20
4-6 years 81 24
7-9 years 75 22
Over 10 years 115 34
Total 339 100
Source: Survey Data (2019)
The examination on Table 4.4 above shows the dispersion of the reaction concerning their length of administration in their separate divisions. The individuals who have served for over ten years comprise the more noteworthy segment of 34 percent of the absolute respondents. This demonstrates since they have been in the framework for a more drawn out time, they have encountered and capacity to guarantee better in the Base through MIS elements and consequently could give more solid evaluation. Those that had served between 7-9 years were 22 percent, 4-6 years at 24 percent and those that had served for less than 3 years were 20 percent. It is evident from the table that at 7-9 the number of respondents was only 20 percent an indication that there is likelihood that most of the employee in the KN Mtongwe quit as opposed to those that have experience like the group of over 10 years. The results are thus in tandem with the various studies on the same such as Grandjean, Martin (2017) affirms that the younger the persons in the work place, the more likely they would quit to search for other “greener pastures”.
4.3 Technological Aspects The technology aspects in the organization were assessed from the management’s point of view. As the study’s dependent variable, it was measured using eight (8) items informed by both
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theoretical considerations and descriptions of Dynamics of MIS and the performance of an
organization found in the literature and operationalized as per the study context. A five-point Likert
scale was used to measure the items where 1 represented, strongly disagree‟ and 5 strongly agree‟.
The objective was to measure the extent to which respondents were satisfied with the effects of
technological aspects on the Dynamics of MIS and the Performance of Mtongwe Base of KN.
Items in the scale measuring the effect of technological aspects were expected to elicit positive
responses thus a rate of 4 or 5 denoted a satisfaction with the Dynamics of MIS and Performance
of the Base while a rating of 1 or 2 representing negative response denoted dissatisfaction. A rating
of 3 was neutral. Thus, the cutoff point between satisfaction and dissatisfaction was then placed at
3.5.
According to Derrick, (2017) in comparing two samples from an individual, the respondent
specified his or her level of agreement or disagreement on the symmetric agree-disagree scale for
a series of statements.
Table 4.5: Responses for the Effect of Technological Aspects Rating Strongly Strongly Disagree Disagree Neutral Agree Agree Effect of Technological Aspects F P F P F P F P F P Acquisition of new hardware and software has led to the improved performance of the base 1 4 4 15 4 15 16 62 1 4 Employees are satisfied by the use of improved tech components 3 12 19 73 4 15 The costs of maintenance of advanced tech equipment has reduced drastically 1 4 19 73 6 23 The deployments of MIS dynamics have led to reduction on time wastage 3 12 19 73 4 15 To what extent does internet usage affect the performance of the base? 1 4 3 12 7 27 13 50 2 8 How do you rate technology aspects with self-reliance? 8 12 18 70 4 14 Does tech aspects increase efficiency, lower costs? 5 4 15 5 14 16 62 2 3
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Are new products and services as a result of tech aspects? 6 23 4 15 12 46 4 15 Source: Research Data
Aggregation of the data was carried out to obtain descriptive statistics for further analysis. According to Al-Mamary, 2014 the ever-changing technology has led to the improved quality of management information system, the quality of information processed, and quality of MIS services hence leading to improved performance within an organization. A summary of the descriptive statistics for analysis of the extent to which respondents were satisfied or dissatisfied with Effect of Technological aspects in these departments is presented in Table 4.6. Table 4.6: Descriptive Statistics for Effect of Technological Aspects Department FLEET BASE HQ MASURA Total Std. Std. Std. Std. Mean Dev Mean Dev Mean Dev Mean Std. Dev Mean Dev Acquisition of new 3.9 0.35 4.0 0.58 3.1 1.21 2.3 0.50 3.5 0.95 hardware and software has led to the improved service quality Employees are 3.0 0.76 3.6 1.13 2.9 1.07 2.3 0.50 3.5 0.98 satisfied by the use of improved tech components The costs of 4.0 0.53 4.4 0.53 4.3 0.49 4.0 0.00 4.2 0.49 maintenance of advanced tech equipment has reduced drastically The improved Tech 3.9 0.35 4.1 0.69 4.3 0.49 3.8 0.50 4.0 0.53 aspects increases user satisfaction and reduction on time wastage To what extent does 3.8 0.46 4.0 0.82 2.9 1.21 3.0 0.82 3.5 0.95 internet usage affect user satisfaction? How do you rate 3.6 0.52 4.1 1.07 3.4 1.13 2.5 1.00 3.5 1.03 technological aspects with timeliness? Does tech aspects changes increase efficiency, lower costs? 4.0 0.53 4.4 0.53 4.3 0.49 4.0 0.00 4.2 0.49
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Are new products and services as a result of aspects of tech changes? 3.6 0.52 4.1 1.07 3.4 1.13 2.5 1.00 3.5 1.03 Overall effect of Technological Aspects 3.7 0.50 4.0 0.80 3.5 0.93 3.0 0.55 3.6 0.82 Source: Research Data
From the analysis in Table 4.6, effects of acquiring new hardware and software at FLEET and
BASE improved service delivery with mean scores of 3.9 and 4.0 respectively. However, at
MASURA and HQ, results indicate that new equipment may not have affected service delivery with mean scores of 3.1 and 2.3 respectively.
This also indicated that the changes in technological aspects in an organization had led to reduction on time wastage with the highest mean of 4.0 in all the departments. From the table above, it’s indicated that employees in all the departments were satisfied with the advanced technological components with a mean score of 3.5.
Overall, there were effects of technological aspect changes on the improved tech components overruns from the stipulated timeframes in these departments as indicated by a mean score of 3.6 out of a possible 5. Moreover, the extent of tech aspect changes overruns did not differ between the departments as reflected in the standard deviation of less than 1. This implied that the fact that the effects of tech changes within their stipulated time frames did not differ among the various departments in the Kenya Navy.
In terms of improved technological equipment within the user satisfaction, results indicated that it was only at BASE with a mean score of 3.6 out of the possible 5 that employees are satisfied with improved tech equipment. Overall, the respondents rated technological changes with self-reliance with a mean score of 3.5 out of the possible 5 where BASE and FLEET had the highest rates of
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4.1 and 3.6 respectively. However, the extent of rating technological changes with self-reliance differs significantly between the departments as reflected in the standard deviation of more than 1.
Schwab, (2016) in his “digital technologies” agreed that the revolution in technology was accompanied by the user experience and ability to adapt the changes that came with change in technology. This implied that the fact that technological aspects and self-reliance differed among the various departments in the Kenya Navy. Results indicate that work efficiency had increased with the user experience in all the departments with all of them having a mean score of more than
4.0 out of the possible 5.
The reflection of the standard deviation showed that all the effects of technological changes did not differ much in all the departments since the standard deviation was less than one. According to Thorstein V (1929), the changes in technological aspects were the primary source of change in the performance of any organization. That the fast-changing technology altered human lives in all social endeavors. The humans had enhanced their efficiency through the ever-changing technology that was exposed to them. Therefore, this study supported results obtained here above.
4.4 Users capabilities The respondents were required to indicate if the knowledge and skills in computer literacy affect the performance of the Mtongwe Base of the Kenya Navy as well Dynamics of MIS in various departments.
A summary of the responses to the extent to which Users capabilities affected MIS Dynamics and the performance of the Mtongwe Base of KN is presented in Table 4.7.
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Table 4.7: Responses for Users Capabilities
Rating Strongly Strongly Disagree Disagree Neutral Agree Agree
Users capabilities F percent f percent F percent f percent F percent The users’ experience has cut time wastage 3 12 5 19 6 23 8 31 4 15 User efficiency is gained through on job training 1 4 2 8 2 8 18 69 3 12 The performance of an organization is determined by the user experience and efficiency at work 9 35 7 27 9 35 1 4 Do you think work efficiency increase with user experience? 1 4 4 15 5 19 14 54 2 8 User Training increases organizational performance work output 2 8 9 35 3 12 11 42 1 4 Source: Research Data
A summary of the descriptive statistics for analysis of the extent to which Users capabilities affects the performance of Mtongwe Base and dynamics of MIS in the four departments and the responses are summarized in Table 4.8.
Table 4.8: Descriptive Statistics for User Expertise
FLEET BASE HQ MASURA Total
Users capabilities Std. Std. Std. Std. Std. Mean Dev Mean Dev Mean Dev Mean Dev Mean Dev
The users’ experience has cut time 3.6 0.73 2.1 1.35 3.4 1.27 3.8 1.26 3.2 1.27 wastage 3.6 0.75 3.9 1.35 3.7 0.76 4.0 0.82 3.8 0.91
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User efficiency is gained through on job training
The performance of an 3.2 0.76 2.7 0.95 3.3 1.25 3.4 0.58 3.1 0.93 organization is determined by the user experience and efficiency at work
Do you think work efficiency 3.4 0.74 3.3 1.38 3.7 0.76 3.5 1.29 3.5 0.99 increase with user experience? User Training increases work 3.9 0.06 4.0 0.27 3.9 0.07 3.8 0.10 3.9 0.13 output Decision making slows down as Users capabilities increases 3.1 0.77 2.8 0.95 3.4 1.35 3.6 0.59 3.0 0.83 Poor planning is as a result of user expertise 3.9 0.84 3.5 1.08 3.6 0.77 4.0 1.09 3.8 1.09 How do you rate good IT training and decision making 3.0 0.75 3.1 1.11 3.4 0.85 3.4 0.58 3.0 0.92 Source: Research Data
From the analysis in Table 4.8, FLEET and MASURA, users agree that the user’s experience cuts down time to a large extent with a mean score of 3.6 and 3.8 respectively, equivalent to 3.5 to 5.0 on the Likert scale. All the departmental MIS users agreed that efficiency is gained through on job training with a mean score range in the linker scale. The respondents failed to agree that the performance of the base is determined by the user experience and efficiency since all the departments had a mean score of below 3.5. Work efficiency increases with the users’ experience in handling computer components as indicated by the respondents. There were no much differences amongst the responses given between the four departments since the standard deviation was below one. These results agree with Islam (2010) who affirms that the human being work out put efficiency increases with the experience they have with the machines that they are using. The users were only satisfied if only they could comfortably use the equipment provided to achieve so much with little effort and within the shortest time possible.
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It was also evident from the analysis that majority of respondents agreed that Users capabilities influenced the work output with all the departments having a mean score of above 3.8 out of the possible 5. The difference between the departmental responses was minimal and less than one.
From the analysis in the same table, only in the HQ that decision making slowed down as the Users capabilities increased with a mean score of 3.6 while other three departments had a mean score of less than 3.5 out of the possible 5.
From the analysis, all respondents from the four departments agreed that poor planning was as a result of minimal Users capabilities with all the departments scoring more than 3.5 out of the possible 5 in the linker scale. There was also much differentiation since the SD was more than one i.e 1.09. Almajali, Dmaithan (2016) agreed with these results that resource planning required users to have adequate knowledge on the systems that they are to handle.
There were also no much differences in the way they responded as the standard deviation was less than one.
4.5 Organizational Considerations The need for Organizational Considerations has been found to be increasingly important in attempting to successfully affect the Dynamics of MIS and Performance of Organizations.
Respondents were asked to indicate the extent Organizational Considerations influence the
Performance of the Mtongwe Base and MIS Dynamics in their departments and the responses are summarized in Table 4.9.
Table 4.9: Responses for Organizational Considerations
Rating
Organization Support Strongly Strongly
Disagree Disagree Neutral Agree Agree
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F percent F percent f percent F percent f percent
Support by top management has 3 12 12 46 7 27 3 12 1 4 encouraged the use of MIS Training support by the organization has improved 2 8 11 42 6 23 6 23 1 4 the quality of MIS Security restriction at all levels has reduced 2 8 9 35 6 23 9 35 information leakage Most long serving members do not support 6 23 7 27 6 23 6 23 1 4 MIS usage Strategic planning 3 12 13 50 5 19 4 15 1 4 guarantees decision making Top management makes most decisions based on the 3 12 10 39 6 23 7 27 performance of the base All levels of the organization have adopted 4 15 9 35 5 19 7 27 1 4 the usage of MIS Source: Research Data
A summary of the descriptive statistics for analysis of the extent to which MIS Dynamics and the
Performance of Mtongwe Base were summarized in Table 4.10.
Table 4.10: Descriptive Statistics for Organizational Considerations
FLEET BASE HQ MASURA Total Organizational Considerations Std. Std. Std. Std. Mean Dev Mean Dev Mean Dev Mean Std. Dev Mean Dev
Support by top 3.9 1.1 2.9 0.7 4.0 0.8 3.0 0.8 3.5 0.99 management has affected the performance of the base Training support by 3.5 0.9 4.1 0.7 3.7 1.0 4.3 1.3 4.0 1.04 the organization has improved the quality of MIS 3.6 0.8 3.3 1.1 4.0 1.0 4.3 1.2 3.9 1.01
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Security restriction at all levels has reduced information leakage Most long serving 3.3 1.3 3.7 0.8 3.4 1.0 4.0 1.4 3.6 1.21 members do not support MIS dynamics Strategic planning 3.9 1.1 3.5 0.7 3.4 1.1 4.0 0.8 3.7 1.03 guarantees decision making Top management 4.0 0.9 3.9 0.9 4.0 1.0 3.8 1.0 3.9 1.02 makes most decisions based on MIS All levels of the 3.4 1.1 3.9 1.2 3.6 0.8 4.0 1.2 3.6 1.16 organization have adopted the dynamics of MIS Source: Research Data
From the analysis in Table 4.10, Support by top management had affected the performance of the base and the dynamics of the MIS as the majority of respondents agree that in all departments the performance of Mtongwe Base is high, equivalent to a mean score of more than 3.5 on the Likert scale. At BASE and MASURA, Organizational Considerations had only encouraged the performance of the base up to a mean score of 2.9 and 3.0 respectively. The data had a lower variation amongst the departments at standard deviation of 0.99.
Sethi (2014) also found out that more than half of the interviewees on the research carried out said the performance of the organizations due to information technology could only be successful if and when there was support from the top management.
From analysis, training support by the organization had improved the quality of MIS in all the departments having a mean score of over 3.5 out of the possible 5. The variation in this case was generally high at standard deviation of 1.04 which is more than one. According to the data collected and analyzed, shows that security restriction at all levels had reduced information leakage to a greater extent in all the departments other than in the BASE which had a mean score of less than
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3.5 out of the possible 5 with a standard deviation of 1.01 A total mean score of 3.6 out of the possible 5 was achieved showing that most long serving members were not supporting MIS dynamics. This could be due to their level of education in connection with the usage of MIS components or due to uncertainty of security of the information.
There was a higher variation of data distribution in all departments of standard deviation of 1.03 concerning whether strategic planning guarantees decision making. A total mean score of 3.7 was observed showing that strategic planning is an effect of MIS dynamics and performance of
Mtongwe base. The top management makes most decisions based on MIS in all departments scoring a mean of 3.9 out of the possible 5. This had an effect on the performance of Mtongwe
Base of the Kenya Navy. According to Urbach et al. (2011) the support by top management on the users of MIS components has a big and seemingly significant impact on user satisfaction and good planning on all levels of the management. According to the respondents, at a mean score of above
3.6 out of the possible 5, all levels of the organization in each department had performed well.
However, there is much variance at a standard deviation of 1.16.
4.6 Results of Correlation Analysis This part presented the relationship investigation of different factors in the examination. The
Pearson‟s Product second relationship, which is a non-parametric proportion of the quality and course of affiliation that existed between two factors, was utilized. Despite the fact that the 0.05 degree of hugeness was viewed as better since it was neither too high nor excessively low;
Kerlinger (1986) saw that detailing the criticalness of all levels was adequate by researchers.
Following this affirmation, aftereffects of every noteworthiness level (0.05, 0.01 and 0.001) were accounted for.
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The Pearsons Product second connection examination for the connection between mechanical parts of the elements of MIS and the exhibition of Mtongwe base of the Kenya Navy were introduced in Table 4.11.
Table 4.11: Relationship between Technological Aspects/User Capability/Organizational Consideration and Performance of Mtongwe Base of the Kenya Navy
Performance of the Base
Variable Overall Technological Pearson 0.592** Aspects Correlation Sig. (2-tailed) .000
User Pearson 0.562** Capability Correlation
Sig. (2-tailed) .000
Organizational Considerations Pearson 0.563** Correlation
Sig. (2-tailed) .000 ** Correlation is significant at p is less than0.01
As reflected by the Pearson‟s Product moment correlation results described in Table 4.11, technological changes showed a strong correlation with the Performance of the Mtongwe Base, showing a coefficient of r = 0.592. This implied that new MIS hardware had improved service delivery, no time wastage, low cost of maintenance hence leading to service efficiency.
Users capabilities showed a strong correlation with MIS dynamics and performance of the base, with a coefficient of r is equal to 0.562. This implied that user capability had cut time wastage in service delivery. Quality and efficiency improve as Users capabilities increases in all departments.
These results had also been supported by many studies and researchers such as Aafaqi (2016) who 45
acknowledged that the users’ self-competence has positive correlation to the time taken to delivering services and perception of usefulness in information technology components. However,
Lopez & Manson also argued that self-competence is positively correlated to perception on usefulness by the user.
There was also a strong correlation between Organizational Considerations and the Dynamics of
MIS and the performance of the base with a coefficient of 0.563. This showed that there was reasonably feeble, however sure relationship between Organizational Considerations and the presentation of Mtongwe Base. It was thusly imperative to structure these divisions to satisfy inside and outside needs and, specifically, usage of the management data framework. An investigation by Urbach et al. (2011) indicated that help by top administration on the clients of MIS parts has a major and apparently huge effect on client fulfillment.
4.7 Results of Regression Analysis A simple linear regression was computed to assess the relationship between technological changes,
Users capabilities and Organizational Considerations with MIS Dynamics and the Performance of
Mtongwe Base in these departments. Table 4.12 presents the findings.
Table 4.12: Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 0.85 0.722 0.715 2.59791 a. Predictors: (Constant), Organizational Considerations, user expertise, technological changes
As the table 4.12 shows, the independent variables, namely; organizational considerations, user expertise, technological changes predicted the dependent variable, Performance of the base by
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71.5% hence the model had a good fit. This implies that 28.5% was predicted by other external factors that were beyond the scope of the current study.
Table 4.13: Coefficients
Model Unstandardized Standardized T Sig. Coefficients Coefficients
B Std. Error Beta
(Constant) 12.436 2.766 27.455 .000
Technological Aspects .490 1.095 .0333 .576 .565
User Capability .330 .106 .272 1.72 .000
Organizational .809 2.097 .15 1.558 .011 Considerations
a. Dependent Variable: Performance of Mtongwe Base
Y= 12.436 + 0.0333X1 + 0.272X2 + 0.15X3 + e
In connection to Technological Aspects, the results displayed in Table 4.13 demonstrate that of the technological aspects didn’t have statistical significance on the Performance of Mtongwe Base at p-value=0.565. On the other hand, Users capabilities and Organizational Considerations had statistical significance at p-values equal to 0.000 and 0.011 respectfully which are less than 0.05 respectively. Since X1 beta value is not statistically significant, there is no effect of Technological
Aspects to the performance of the base.
Absence of User Capability causes a lot of disdain among the planned recipients and the execution is viewed as something constrained upon them by the executives who just needed to test out something (Slevin et al., 2014). The examination hence had foreseen a statistical significance on the Performance of Mtongwe Base. This suggests prerequisites should be worked out on the two 47
sides on the grounds that there's an advantageous connection among users and the association executives: the users, who comprehend their needs most should unmistakably express their necessities and give input on every administration; and the administration, who recognize what should be done need to establish those clients' needs, need to give the correct apparatuses and ideal conditions however ought not make any presumptions on what they think the clients need.
Ammeter and Dukerich (2012) demonstrate that the level of hierarchical help for organizational performance will prompt critical varieties in the clients' level of extreme acknowledgment or protection from the Performance of Mtongwe Base.
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CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS 5.1Introduction This part presents a rundown of the discoveries, conversation, ends and proposals for strategy suggestions attracted connection to the investigation targets notwithstanding recommendations for additional examination.
5.2Summary of the Study
This part presents a synopsis of the investigation discoveries comparable to consider destinations.
As examined in section one, the edge of the investigation was to build up the influence of MIS
Dynamics on the Performance of Mtongwe Base in the Kenya Navy. The study examined the connection between an assortment of components (Technological Aspects, Users Capabilities and
Organizational Considerations) and MIS Dynamics and Performance of Mtongwe Base. Besides, this investigation broke down the MIS Dynamics and Performance of Mtongwe Base in the Kenya
Navy's different divisions.
5.2.1 Users Capabilities and Performance The second objective of the study examined the influence of MIS user capability on the performance of Mtongwe base of the Kenya Navy. Generally, the respondents indicated that experience cut down time wastage hence improved efficiency. Further, they concurred that work efficiency increases with user’s experience in handling computer components. Work output is also greatly influenced by user expertise, but in HQ, decision making as found to slow down as Users capabilities increases. Minimal Users capabilities was also reported to result in poor planning.
Users capabilities was found to have a statistically significant effect on performance of the base at p value 0.000
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5.2.2 Technological Aspects and Performance The first objective of the study examined the effect of Technological Aspects on the performance of Mtongwe base of the Kenya Navy. It was determined that the results of the study with regard to this variable were statistically insignificant with p value of 0.565. The study concluded that the quality of MIS dynamics in the Kenya Navy Base had a very little effect on the performance of the base. The quality of the services and information had a diminishing significance on the performance of the base. Thus, Technological Aspects has no significant effect on the performance of Kenya Navy’s Mtongwe Base.
5.2.3 Organizational Considerations and Performance The third objective of the study sought to establish how MIS organizational considerations affect the performance of Mtongwe base of the Kenya Navy. The findings showed that top management support through capacity building and field training deployments influenced the performance of
Mtongwe Base. The respondents indicated that the users were well trained in their various work stations. These findings agree with the literature review that the top management has to support the whole process of dynamism in MIS in order to realize enhanced performance in the organizations. The inferential results showed that organization considerations had a significant effect on the performance of Mtongwe Base at p value 0.011.
5.3Conclusion The study concludes that Users capabilities had a significant effect on the performance of the Base in Kenya Navy. The Management should therefore train their employees with the necessary knowledge and skills in order to improve in their organizational efficiency and hence the performance of the organization. Similarly, the study concludes that Organizational
Considerations had significant effect on the performance of Mtongwe Base in the Kenya Navy.
The top management should put up proper structures to ensure that all the employees are trained,
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retrained and through refresher courses before they are allowed to handle the MIS components.
This will enhance the performance of the base through user satisfaction and timeliness.
5.4 Recommendations
It was recommended that user capabilities be improved to enable the employees to achieve self- reliance and satisfaction on their daily duties. Therefore, Kenya Navy Headquarter through
Operations and training department should set up a new syllabus that will enable the young sailors joining the Navy to undergo a basic and advanced training at the Naval Training College on
Information Technology before they are deployed. This will equip them with the necessary knowledge and skills to enable them only be satisfied but drive the organization into greater heights in terms of performance.
The top management should support by allocating more resources towards acquiring the components of MIS. This includes having a good will towards the dynamics of MIS in order to enhance the base performance as well as ensuring timeliness and satisfaction among the users of
MIS.
It was also recommended that the new IT equipment be acquired to enable the organization compete favorably with others due to the ever-changing technology. This could ensure that the quality of information and services and improved.
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REFERENCES Ajibade, P. (2018). Technology Acceptance Model Limitations and Criticisms: Exploring the Practical Applications and Use in Technology-related Studies, Mixed-method, and Qualitative Researches. Library Philosophy and Practice (e-journal). http://digitalcommons.unl.edu/libphilprac/194
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Allen, B., Heurtebise,A. & Turnbull, J. (2010). Improving Information Access. Business Management US. Retrieved October 2, 2010 from http://www.busmanagement.com/article/Improving-information-access/
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Bond, T. G., & Fox, C. M. (2001). Applying the Rasch model: Fundamental measurement in the human sciences. Mahwah, NJ: Lawrence Erlbaum
Boynton, A. C. (1987). Data innovation arranging in the 1990's: bearings for training and examination. MIS Quarterly, 11(1), 59-71. https://doi.org/10.2307/248826
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Bryman, A. & Bell, E. (2007) Business Research Methods, 2nd edition. Oxford University Press.
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APPENDICES APPENDIX 1: INTRODUCTORY LETTER Capt. Joel Ayega Mochanga (37469) P. O BOX 95350-80100 MOMBASA MOB: 0723706941 Email: [email protected] June 2019
THE COMMANDER KENYA NAVY
Thro, Comd KNF
Thro, D/Comd KNF Sir, RE: REQUEST TO CARRY OUT A RESEARCH STUDY ON MANAGEMENT INFORMATION SYSTEMS’ DYNAMICS AND PERFORMANCE OF MTONGWE BASE OF THE KENYA NAVY
1. Sir, I am pursuing a Master of Business Administration (Management Information Systems option) at Kenyatta University as a private and self-sponsored student since 2014. My research proposal has been approved by the university to proceed with data collection.
2. In this regard, I request for your permission to carry out data collection within the Kenya Navy complex. This research study is about the Management Information Systems’ Dynamics and Performance of Mtongwe Base of The Kenya Navy.
3. Other than this research study being a partial fulfillment of the requirements for the award of the degree in Masters of Business Administration whose report I have to submit, it will also help improve the performance of Mtongwe base of the Kenya Navy and KDF in general.
4. All the information to be collected shall be strictly treated as confidential as possible and in adherence with the military standing orders. I have the honor to be Sir, your obedient servant
Capt. J A Mochanga.
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APPENDIX 2: RESEARCH QUESTIONNAIRE This questionnaire will be divided into three sections; Section A will have questions on the demographic information of the respondents. Section B gathered information on the effects of technological aspects, section C obtained information on the Users capabilities and section D will gather information on Organizational Considerations
NB: The information obtained was strictly treated in confidence. Your assistance in completing this questionnaire was highly appreciated.
Kindly respond to the following questions by ticking on the appropriate box [√] or filling in the answer in the blank spaces.
6.0 SECTION A: Demographic information
For analysis we require the following information from you, any information you provide will in no way be used as an example and will be strictly be confidential. Please tick appropriate box representing your response.
a. Your gender
[ ] Female [ ] Male
b. Your age
[ ] 18-25 [ ] 26-35 [ ] 36-45 [ ] Over 46
c. Highest education level
[ ] High School [ ] Undergraduate [ ] Postgraduate
d. Your job position
[ ] Top Management [ ] Middle Management [ ] Lower management [ ]
Others (please specify) …………………………………………….
e. How many years have you worked with the military?
[ ] 0-4 [ ] 5-9 [ ] 10-14 [ ] 15-19 [ ] Over 20
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f. Which department are you working in currently?
[ ] KN HQ [ ] KNB Mtongwe [ ] KNF [ ] MASURA
6.1 SECTION B: The Effects of Technological Aspects Please tick where appropriate in the likert scale below; 1 being the lowest and 5 highest in the scale. S/NO VARIABLES 1 2 3 4 5 6.1 Technological Aspects 6.1.1 Acquisition of new hardware and software has led to the improved service delivery 6.1.2 Employees are satisfied by the use of improved tech components 6.1.3 The costs of maintenance of advanced tech equipment has reduced drastically 6.1.4 The dynamics of MIS has led to reduction on time wastage 6.1.5 To what extent does internet usage affect work out put? 6.1.6 How do you rate technology aspects with self-reliance? 6.1.7 Does tech changes increase efficiency, lower costs? 6.1.8 Are new products and services as a result of tech changes?
6.2 SECTION C: User Capability Please tick where appropriate in the likert scale below; 1 being the lowest and 5 highest in the scale. 6.2.1 The users’ experience has cut time wastage 6.2.2 User efficiency is gained through on job training 6.2.3 The quality of MIS is determined by the user experience and efficiency at work 6.2.4 Do you think work efficiency increase with user experience? 6.2.5 User Training increases work output 6.2.6 Decision making slows down as Users capabilities increases 6.2.7 Poor planning is as a result of Users capabilities 6.2.8 How do you rate good IT training and decision making
6.3 SECTION D: Organizational Considerations Please tick where appropriate in the likert scale below; 1 being the lowest and 5 highest in the scale.
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6.3.1 Support by top management has encouraged the performance of the base 6.3.2 Training support by the organization has improved the quality of MIS dynamics and performance of the base 6.3.3 Security restriction at all levels has reduced information leakage 6.3.4 Most long serving members do not support the changes in MIS dynamics 6.3.5 Strategic planning guarantees decision making 6.3.6 Top management makes most decisions based on MIS dynamics 6.3.7 All levels of the organization have adopted the dynamics of MIS 6.3.8 Information is restricted in all levels of the organization
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APPENDIX 3: AUTHORIZATION DOCUMENTS
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59
60
61
62
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