Factors Affecting Strategy Implementation in Kenyan Rugby: a Study of the Kenya Rugby Union

Factors Affecting Strategy Implementation in Kenyan Rugby: A Study of the Kenya Rugby Union

HORSFALL OBOMATE

UNITED STATES INTERNATIONAL UNIVERSITY-AFRICA

SPRING 2016

FACTORS AFFECTING STRATEGY IMPLEMENTATION IN KENYAN RUGBY: A STUDY OF THE KENYA RUGBY UNION

BY HORSFALL OBOMATE

A Research Project Report Submitted to the Chandaria School of Business in Partial Fulfilment of the Degree of Masters in Business Administration (MBA)

UNITED STATES INTERNATIONAL UNIVERSITY-AFRICA

SPRING 2016

STUDENT’S DECLARATION I, the undersigned, declare this my original work and has not been submitted to any other college, institution or university other than United States University in Nairobi for academic credit.

Signed ______Date: ______

Horsfall Obomate (Id No: 633287)

This project report has been presented for examination with my approval as the appointed supervisor.

Signed ______Date: ______

Prof. Paul Katuse

Signed: ______Date: ______

Dean Chandaria School of Business

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COPYRIGHT © 2015 Horsfall Obomate ALL RIGHTS RESERVED. Any unauthorized reprint or use of this research report is prohibited. No part of study may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without express written permission from the author and the university.

ABSTRACT

The purpose of the study was to investigate the factors affecting strategy implementation with a focus on the Kenya Rugby Union. The study aimed at determining the impact of human resource factors on strategy implementation, examining the effect that cultural influences have on strategy implementation and establish the extent to which the influence of organization structure has on strategy implementation.

The study adopted a descriptive research design to determine the factors affecting strategy implementation in Kenya Rugby Union. The descriptive research design helped in looking at the strength of relationship between human resource factors, cultural factors and organizational structures and strategy implementation. Questionnaires were used to collect relevant information from respondents for this study. The study focused on 60 employees at Kenya Rugby Union. A random sampling technique was used to determine the sample size (30 respondents) and collect data from the sample. In data analysis and presentation, the study adopted a descriptive and inferential statistics. Correlation analysis, regression analysis, cross-tabulation and frequencies were obtained and presented in tables.

The study analyzed and determined the significant human resource factors that influence strategy implementation process. From the study, it was found that employees are evaluated on their current and past performance standards with the view to improve their performance. The skills required by employees are identified through performance appraisal and action taken by the management to instil the skills to their employees through training. The study found that the organization is able to select employees who are knowledgeable for the tasks assigned hence new strategies formulated in the organization are communicated to them. After a training and development program, there is an opportunity to put into practice what employees are trained during strategy implementation process.

v leading by example through guiding the employees to attainment of the organization’s goals. The organization is open to cultural diversity that provides views in strategy formulation and implementation. The study shows that at Kenya Rugby Union, employees are empowered and involved in the strategy implementation process. Employees work to eliminate lack of information flowing between groups and promote actions that are in best interest of the organization.

The study determined that organization structure influence strategy implementation. The study found that the management ensures that adequate resources are available to pursue organization strategy. At Kenya Rugby Union, there is open communication between employees and the management at the organization hence employees have the information they need to do their work. The management coordinates activities through the strategy implementation process. Through this process employees are informed of changes and also encouraged and motivated towards strategy implementation in the organization. The study found that the organization takes time to respond and adapt to new changes hence the organization is affected by the unexpected and unpredictable changes. As a result of changes in the management, the organizational structure including departments division of labour is affected.

The study concludes that human resource factors, cultural factors and organizational structure influence strategy implementation. Employees are evaluated on their current and past performance standards with the view to improve their performance. Through the performance appraisal, the skills required by employees are identified and action taken by the management to instilling the skills to their employees through training. The study concludes that Kenya Rugby Union is open to continual redefinition as a result of changes in the external environment. The study recommends the executive and management of Kenya Rugby Union to evaluate the current and past performance standards of employees with the view to improve their performance. The study also recommends the leaders in the organization to lead by example through guiding the employees to attainment of the organization's goals. The organization is recommended by the study to effectively allocate resources such as finances and personnel adequately towards strategy implementation.

TABLE OF CONTENTS STUDENT’S DECLARATION ...... iii COPYRIGHT ...... iv ABSTRACT ...... v TABLE OF CONTENTS ...... vii LIST OF TABLES ...... ix

CHAPTER ONE ...... 1 1.0 INTRODUCTION...... 1 1.1 Background of the Study ...... 1 1.2 Statement of the Problem ...... 4 1.3 General Objective of the Study ...... 6 1.4 Specific Objectives of the Study ...... 6 1.5 Significance of the Study ...... 6 1.6 Scope of the Study ...... 7 1.7 Definition of Terms...... 7 1.8 Chapter Summary ...... 8

CHAPTER TWO ...... 9 2.0 LITERATURE REVIEW ...... 9 2.1 Introduction ...... 9 2.2 The Human Resource Factors on Strategy Implementation ...... 9 2.3 Cultural Influences on Strategy Implementation ...... 14 2.4 Organization Structure on Strategy Implementation ...... 18 2.5 Chapter Summary ...... 22

CHAPTER THREE ...... 23 3.0 RESEARCH METHODOLOGY ...... 23 3.1 Introduction ...... 23 3.2 Research Design...... 23 3.3 Population and Sampling Design ...... 24 3.4 Data Collection Methods ...... 25 3.5 Research Procedures ...... 25 3.6 Data Analysis Methods ...... 26 3.7 Chapter Summary ...... 26

CHAPTER FOUR ...... 27 4.0 RESULTS AND FINDINGS ...... 27 4.1 Introduction ...... 27 4.2 Response Rate ...... 27 4.3 Background Information ...... 27 4.4 Humana Resource Factors on Strategy Implementation ...... 30 4.5 Effects of Cultural Influences on Strategy Implementation ...... 36 4.6 Organizational Structure on Strategy Implementation ...... 44 4.7 Chapter Summary ...... 50

CHAPTER FIVE ...... 51 5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS ...... 51 5.1 Introduction ...... 51

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5.2 Summary ...... 51 5.3 Discussion ...... 52 5.4 Conclusions ...... 58 5.5 Recommendation ...... 59

REFERENCES ...... 62 APPENDICES ...... 72 APPENDIX I: INTRODUCTORY LETTER ...... 72 APPENDIX I1: QUESTIONNAIRE ...... 73 APPENDIX II: WORK PLAN ...... 78 APPENDIX 111: BUDGET ...... 79

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LIST OF TABLES

Table 4.1: Response Rate ...... 27 Table 4.2: Gender...... 28 Table 4.3: Work Experience ...... 28 Table 4.4: Level of Education ...... 29 Table 4.5: Working Experience ...... 29 Table 4.6: Strategy Implementation Process ...... 30 Table 4.7: Highly Significant Factors ...... 31 Table 4.8: Employee Performance ...... 32 Table 4.9: Performance Appraisal ...... 33 Table 4.10: Strategy Formulation ...... 34 Table 4.11: Employee Selection ...... 34 Table 4.12: Moderate Significant Factors ...... 35 Table 4.13: Training...... 36 Table 4.14: Correlation of External Environment and Leadership ...... 37 Table 4.15: Cross Tabulation of Age and Market and Product Development ...... 38 Table 4.16: Work Experience and Leadership ...... 39 Table 4.17: level of Education and Agreement ...... 40 Table 4.18: Correlation between Cultural Diversity and Employee Empowerment ...... 40 Table 4.19: Cross Tabulation between Vertical Integration and Work Experience ...... 41 Table 4.20: Correlations between Leaders and Leading by Examples ...... 42 Table 4.21: Correlations between Strategies and Shared Values ...... 42 Table 4.22: Cross Tabulation between Shared Values and Gender ...... 43 Table 4.23: Cross Tabulation between Strategy Formulation and Level of Education ...... 44 Table 4.24: Organizational Structure on Strategy Implementation ...... 45 Table 4.25: Employee Information and Management Coordination ...... 46 Table 4.26: Communication and Employee Information ...... 47 Table 4.27: Communication and Employee Information ...... 48 Table 4.28: Communication and Employee Information ...... 48 Table 4.29: Model Summary ...... 49 Table 4.30: Anova ...... 49 Table 4.31: Coefficient of Variation ...... 50

CHAPTER ONE

1.0 INTRODUCTION 1.1 Background of the Study

According to Kvint (2009), the long term success of an organization is dependent on following a strategy faithfully. This strategy is known as a system of finding, formulating, and developing a doctrine. It is the result of a systematic analysis of the environment and existing forecasts for future circumstances based on a strategic mindset, deep knowledge, and intuition. The final product of the analysis is a formal strategy that consists of a new forecast, mission statement, vision, and long-term objectives and goals with a particular scenario to be implemented via the strategic plan with a strategic system to monitor its implementation.

Strategy implementation is the process of executing strategy and it involves developing the strategy itself, aligning the organization to the strategy, planning the operations, monitoring, learning, testing and adapting (Barrows, 2014). To underscore the importance of strategy implementation Jamie Dimon, the CEO of KP Morgan Chase & Co. opined that he would rather have a first-rate execution and second-rate strategy any time than a brilliant idea and mediocre management (Naidu, 2010). Enabling a strategy; executing or implementing it throughout the organization is a difficult task (Hrebiniak, 2013). Implementation essentially pulls a plan apart and diffuses it throughout an organization. Every unit within the organization which is involved must accept the plan, agree to its direction, and implement specific actions. In order to effectively and efficiently implement a plan, all individuals involved in its implementation must function as a whole or the plan is destined for failure (Ukpolo, 2010).

Strategy implementation always involves more people than strategy formulation. This presents problems because the larger the number of people involved, the greater the challenge to execute strategy effectively (Hrebiniak, 2013). In a study done on large organizations, it was established that the aggregate effect of leaders at different hierarchical levels either helps or hinders the implementation of strategy and thereby affects organizational performance (O'Reilly, Caldwell, Chatman, Lapiz & Self, 2010). Birnbaum (2009) indicates that organizations successful at strategy implementation consider the human resource factors in making strategies happen. The consideration of

1 the human resource factors requires management to think about organizations communication needs and articulate strategies so that those charged with developing the corresponding action steps fully understand the strategy they're to implement. Managers are also able to identify the effects that each new strategy will have on the human resource needs.

Management being a key resource for organizations in this process, top management turnover becomes a major threat to the long-term success of the strategic management interventions and makes it very difficult to sustain its benefits. Top management stability encourages long-term planning and commitment to pursuing long-term objectives (Mohammad, Ferdosi, Afshar & Hosseini-Nejhad, 2013). The consequences of staff turnover have received significantly less attention from researchers as opposed to the effects that cause high staff turnover and staff attrition in organizations (Glebbeek & Bax, 2004).

To develop a strategy within an organization and implement it successfully, it must fully be aligned with the institution’s culture. Goals and objectives must therefore be established within an organization to support and establish an organizational culture that embraces the organization’s strategy over time (Aanya, 2015). The shared values and norms, beliefs within an instituion is what is known as organizational culture. It sets the foundation for strategy. Aanya (2015) further states that when culture is aligned with strategy execution and implementation, an organization is able to operate more efficiently in the market place. Culture allows organizational leaders to work both individually and as teams to develop strategic initiatives within the organization.

Root (2015) states that, a corporate culture that each employee subscribes to helps to create focus among the staff and when staff abide by the organization’s beliefs and values, it gives a unified impression to vendors, clients and partners. The company can then create a business strategy knowing that the entire organization will apply the guidelines in a uniform manner and improve the chances of successful strategy implementation. The corporate culture dictates how much risk an organization is willing to take when it comes to research and development, client interaction, investing in equipment and any other activity that involves risk (Root, 2015). A strategy that is at odds with an organization’s culture is doomed (Torben, 2015). Torben (2015) asserts that leaders need to establish a culture that supports strategy implementation by giving 2 employees a reason to care about customers, their colleagues and about how to do business right in a world that rewards cutting corners and compromising values.

Organizations have a personality. An organization may be high-energy, laid-back, unconventional, traditional, quality-obsessed or numbers-conscious. Whatever the embraced organizational culture, strategies for getting ahead require that workforce embrace the vision. This in turn means that organizational culture must match the organization’s actions due to employees being enthusiastic about the tasks the strategy requires. If there's an apparent mismatch, then adjustments need to be done either on the strategy or the organizational culture, the latter not being easy (Johnston, 2015). Aligning a company’s strategy with its culture reduces the disruptive nature of the change, but it is still a change. Savvy leaders ensure that culture and strategy work in collaboration for success, but in a balanced and efficient manner (Roll, 2014). Change is a necessity in private as well as public sector organizations where every organization must change with the environment otherwise, it would become irrelevant (Kariuki and Ombui, 2014).

Rugby is the world’s second-most popular game after soccer, and a major money-maker in the world. In 2011, the rugby world cup attracted an audience of nearly 4 billion viewers and over 760,000 viewers Green (2015) and in 2015, the fans who attended the world cup in Wembley Stadium grew to 89,000 fans Rugby World Cup Website (2015) which demonstrated the growing popularity of the game.

In the USA, Rugby Chairman Bob Latham stated that the game is the fastest growing team sport in the country and professional ruby union took a step to popularize the game by announcing in November 2015 a professional league to start in North America where competitions were scheduled to begin in April 2016 with six teams in major metropolitan areas in the Northeast, the Rocky Mountains and California participating (PRO Rugby, 2015). The game in USA is governed by USA Rugby a governing body that was founded in 1975 and is a full sport member of the United States Olympic Committee (USOC) and the International Rugby Board (IRB). USA Rugby is known for its progressive work and in 2008 the body implemented a scoreboard and operational reporting template that tracked performance of the governing body during the year. The body then developed an operational plan in 2009-2012 to track their progress and seen continuously improving the efficiency and effectiveness of its administrative structures (USA Rugby, 2009).

In Kenya, Kamau (2001) states that rugby is a useful sport for Kenya and its growth requires minimal infrastructural input but requires a tremendous amount of worthwhile effort its union for it to grow. Kantai (2014) state that, Kenyan rugby team is one of the most exciting and impressive in the world and they have fans world over due to the fluidity of their play, their speed, bravery and flair. The game is managed in Kenya by the Kenya Rugby Union (KRU) which is one of the leading Sport Federations in the country (Center for Multiparty Democracy Kenya, 2014). It is the governing body that is in charge of running the Kenyan Rugby national teams and organizing of various rugby competitions in Kenya among Kenyan rugby clubs and schools including the; Rugby Elgon Cup, Mwamba Rugby Cup, Mombasa International Sevens, National Sevens Circuit, Rugby Super Series and the annual Safaricom Sevens among others. Through the union’s presence, the Kenya Rugby clubs are well developed and managed leading to success in the rugby game competitions organized (Mashariki Team, 2015).

The union has also received immerse support from corporate sponsors, media profiling making them an envy of many other sports federations in Kenya. However, the union has also had its share of challenges internally including the welfare of the players and a change of the Kenya sevens team coaches from now and then due to political wrangles internally (Nel, 2015). It is with this background that this research is geared to focus on the union’s progress so far, looking at the implementaion of its strategies.

1.2 Statement of the Problem

Over the years, rugby has gained popularity in the world and has become the second-most popular game after soccer, and a major money-maker in the world (Green, 2015). However, the management of the game is crucial for the success of the game. In Kenya, the Kenya Rugby union tasked with managing and governing the rugby teams in the country has had its share of challenges that have threatened the success of the game in the country (Onyango, 2012).

The challenges of the union include management of KRU clashing over the appoitmnets and dismissals of head coaches of the national team. This is evident as Lawrence (2013) stated that, in 2013 the KRU director announced in a statement to newsrooms the dismissal of the head coach Mike Friday uttering that he failed to exemplify the vision,mission and core value of the union. On the same note, the chairman of the union

4 came out strongly and denied the sacking of the coach asking Kenyans to treat the sacking claims as a rumour. The chairman went ahead to say that the director of the union had no right to speak on behalf of the board and announced the sacking of the director and replaced him.

In 2015 Nel (2015) stated the eruption of chaos in Kenyan rugby as a result of players not been paid salaries for 3months that even forced the South African rugby management to intervene.This was seen as a threat engulfing the team that threatened to quit and would affect it qualifying for the Rio Olympics to be held in the year 2016. As a result of the South African rugby management intervention, it led to an uproar from the KRU and they even tried to boot assistant coach Vuyo Zangqa and conditioning Coach Graham Bentz from the country without resolving the crisis by handing them plane tickets and asking them to pack and leave.

KRU is also swamped in Internal politics that saw the coach of sevens teams Blitzbok coach Paul Treu sever his relationship with KRU in 2014. In addition, there has been a breakdown of structures and high performance equipment and little support from KRU leading to players not training properly threatening the performance of the national team (Nel, 2015). Part of this problems have been stated to stem out of an agreement signed in 2011 where KRU promised to set up a proper gym for the players, get them supplements and remunerate the players all of which were not kept promises (Nel, 2015).

According to Were (2009), the failure to keep the promises KRU gave the players was as a result of lack of funds at the union to provide what the players required. Money issues at the union were also evident in the audited reports for the period upto December 31st 2008 revealing that the union had a deficit of Sh1.8 million and in July 2015 the union also stated in a special meeting that they were virtually bankrupt (Nel, 2015).

This underlying conundrum therefore demonstrates the conclusion that the state of Kenyan Rugby is under siege of its union’s poor management and political wrangles within. It is therefore evident that there exists a gap between strategy implementation in theory and outcome as a result of what is practiced on the ground. This identifies a gap in research that this research ought to fill.

1.3 General Objective of the Study

The general objective of this study was to investigate the factors affecting strategy implementation with a focus on the Kenya Rugby Union (KRU).

1.4 Specific Objectives of the Study 1.4.1 To determine the impact of human resource factors on strategy implementation 1.4.2 To examine the effect that cultural influences have on strategy implementation 1.4.3 To establish the extent to which the Influence of organization structure has on strategy implementation 1.5 Significance of the Study

The findings of this study were envisaged to be generalizable and were to add value to the following constituents:

1.5.1 Kenya Rugby Union

The study having identified the factors affecting strategy implementation at the union will help the union identify the weak areas and find solutions that will not hinder strategy implementation and affect the welfare of the union like the other sports unions in the country.

1.5.2 Scholars

Academicians will gain from a wealth of knowledge that this study has generated by using the same concepts of strategic management but from the perspective of Kenyan Rugby and indeed, rugby at large.

1.5.3 Government

The Kenyan government may use the findings of this study to establish a strategic steering committee that would reduce the strategy formulation-implementation gap that has risen in the running of rugby in the country. Remedial action from the government can be done from a strategic point of view. These findings assist the government in doing an audit of the strategy process and incorporate it in some of the vision 2030 milestones.

1.5.4 Rugby Players

The findings of this research study pointed out what ails the industry and provides a platform for players to participate in the strategy formulation and implementation process as an all-encompassing process. Morale of players would be restored if finally, brilliantly formulated strategies that are formulated can also be perfectly executed and implemented.

1.6 Scope of the Study

This study was based on Kenya as it focused on Kenya’s Rugby Union which has its headquarters in Nairobi. Due to the concept of the Upper Echelons Theory, the study focused on respondents drawn from the management and key employees of the union involved in the strategy formulation of the Kenya Rugby Union strategies. The study was a longitudinal study and collected data in March 2016 at a specific point in time.

1.7 Definition of Terms 1.7.1 Staff Turnover or Employee Turnover

This is a measurement of how long employees stay with the company and how often they need to be replaced. Any time an employee leaves the organization, for any reason, they are called a turnover or separation (Woods, 2015).

1.7.2 Organizational Culture

This is the way of doing things in an organization considered as a pattern of shared basic assumptions of a group learned as it solved problems of external adaptation and internal integration and works well and considered valid enough to be taught to new members in the organization as the correct way to perceive, think, and feel in relation to issues in the organization (Tharpe, 2015).

1.7.3 Organizational Structure

This is a system that is used to define a hierarchy within an organization that identifies each job, its function and where it reports to within the organization. This structure enables the organization in obtaining its goals to allow future growth (Friend, 2014).

1.7.4 Strategy Implementation

According to Thompson & Strickland (2003),.strategy implementation is the the process that turns the formulated strategy into a series of actions and then results to ensure that the vision, mission, strategy and strategic objectives of the organization are successfully achieved as planned

1.8 Chapter Summary

This chapter introduced the subject matter and set the foundation of the study in the background using a funnel approach taking cognisance of the issues outside Kenya and narrowing down to specifically Kenya. The dependent variable of strategy implementation was defined alongside the independent variables of staff turnover, organizational culture and organizational structure. The statement of the problem, general objectives, specific objectives, scope of the study, and significance of the study and definition of term were also presented in this chapter. The next chapter looks at the literature review guided by the specific objectives highlighted in chapter one. The research methodology that was used in this research was presented in chapter three; chapter four discussed the findings of this research after analysis of data collected using questionnaires and chapter five presented a summary, discussion, recommendation and conclusion of this study.

CHAPTER TWO

2.0 LITERATURE REVIEW 2.1 Introduction

This chapter reviews literature from various scholars on factors affecting strategy implementation based on the three specific objectives of the study highlighted in the first chapter. The three objectives include; determining the impact of human resource factors on strategy implementation; to examine the effect that cultural influences have on strategy implementation and to establish the extent to which the Influence of organization structure has on strategy implementation. A chapter summary is given at the end of this chapter.

2.2 The Human Resource Factors on Strategy Implementation

According to Zaribaf & Hamid (2009), it is difficult to distinguish between strategic planning and human resource management in most successful organizations since the two work as a team. Policies and strategies relating to individual management are implemented through the management function of human resource management (Omolo, Oginda, & Oso, 2012). Key elements for the success of businesses in strategy implementation are human resource factors and human resource practioners are best placed to pioneer the realization of such factors in strategy implementation (Ali, 2013). Schuler (1998) states that human resource factors are contained in the human resource function that has eight menus of HRM practices from which companies can choose the ones that are most viable for implementing their strategy.This research refers to; employee recruitment and selection, training and development, orientation, performance appraisal, compensation and benefits and work environment as menus that refer to particular function areas of HRM.

2.2.1 Employee Recruitment and Selection

Olian & Rynes (2000) indicates that, a company engaged in strategy implementation requires different types and numbers of employees who are Knowledgable in the current economy sought through employee recruitment and selection and are seen as the primary factors of production (DeCenzo & Robbins, 2002). Ahmadi, Salamzadeh, Daraei, &

Akbari (2012) indicates that recruitment and selection is the process of attracting and selecting people to serve in an organization. Dowling, Schuler, & Welch (1994) defines the process of recruitment and selection as searching for and obtaining potential job candidates in sufficient numbers and quality for the organization to select the most appropriate people to fill the job needs. This process is a priority in organizations for them to acquire employees with exceptional skills, knowledge, experience and attitude (Brindusoiu, 2013). According to Cummins (2015) and Rees & French (2010), it is also the most expensive part of human resource but still an essential component of any organization where the right people are appointed and trained to produce good results.

Recruitment process is the beginning of good or bad services in both public and private organizations. If an organization does poor recruitment, they are faced with long-term negative effects including; high training and development costs to minimize poor performance, disciplinary issues, absenteeism, disputes, poor service delivery to customers, high turnover and low productivity which impacts on staff morale. The organization is also not able to implement their strategies and their competitive edge and market share is also lost (Chukwu & Igwe, 2012). Swanepoel, Erasmus, & Schenk (2008) and Dessler (2011) emphasise that, it is important in the recruitment and selection process to acquire employees with multidimensional skills and knowledge infusing organizational capacity and competitiveness.

Referring to the analysis above, it is clear that recruitment and selection is not just a human resource factor and an administrative function but a strategic process aimed at contributing to the achievement of organizational objectives (Public Service Commission, 2015). This underlines the significance of recruitment and selection to strategy implementation process having a well-planned human resource that is well coordinated and knowledgeable to execute strategies (Lavigna & Hays, 2005).

2.2.2 Training and Development

Training and development is a key human resource management practice that is necessary for organizations while implementing new strategies (Niazi, 2011). Employees must be trained to become productive employees and to integrate well in their organizations. Niazi (2011) states that training and development is a process of transferring knowledge, skills and abilities (KSA) that are required to perform specific tasks in an organization making

10 this process strategic. Research shows that in order to meet the current and future challenges of organizations, training and development takes up a big role of learning actions which involves training of the employees for their present tasks and more so, knowledge sharing to improve their businesses.

According to Dessler (2006), training is referred to as a method that is applied to provide new recruits with skills needed to perform their duties and development refers to broadening the horizon of the employees. Development activities that help an individual make positive contributions in an organization are refereed as training and development focuses on factors of maintaining and expanding the performance of individuals in an organization (Ivancevich, 2001).

Training and development also focuses on career development expanding individual, group and organizational effectiveness. In strategy implementation, a comprehensive training and development program help deliberate on the necessary knowledge, skills and attitudes that assist to achieve organizational goals and also create competitive advantage (Peteraf, 1993). Niazi (2011) indicates that training and development contributes to increase in productivity and quality of work in an organization and especially development reduces staff turnover and absenteeism helping in improving motivation among the employees. Niazi points out that to stay ahead of the competition, organizations must incorporate innovation and reinvention which is possible if training encompasses a wide range of learning actions. Training then becomes part of the organizations-wide strategy and it is linked to business goals and organizational performance.

2.2.3 Orientation

Towards execution of proper strategies in organizations, orientation is considered as a key component to assist in the execution of the employee’s roles (Shehzad & Akhtar, 2012). Orientation is the process of conveying information to new employees about the expetation of their jobs and assisting them adapt to the stresses of transition to new jobs (Gomez-Mejia, Balkin, & Cardy, 2001). Orientatiuon is conducted in informal brief introductions or lengthy formal courses to introduce new employees to the organization.This introduction is done on the rules and regulation of the organization, hierarchical structure and the expectation of the organization (Shehzad & Akhtar, 2012).

Robbins & DeCenzo (1999) adds that the orientation program also communicates the relevant human resource management policies such as work hours, pay procedures, benefits; review the specific duties and responsibilities of the new member’s job.

According to Geroski, Machin & Reenen (1993) and Praveen, Lilien & Wilson (1993), the profitability of a firm is seen in strategy,marketing and economic literatures to be related to the ability of the firm to innovate. In strategy, orientation of a firm leads to superior performance because of the innovations that are brought to the market (Gatignon & Xuereb, 2006).This reflects the strategic direction implemented by a firm to create proper behaviors for continuous superior performance of business (Narver & Slater, 1990).

Mankins & Steele (2005) pointed out that in various businesses have a strategic potential value of 63% while Johnson (2004) indicates that 66% of business strategy was never implemented explaining why companies that develop complex and extensive strategic plans do not reach competitive advantages. According to Crittenden & Crittenden (2008), there is a gap between formulation and implementation process since employees lack knowledge of the company´s strategy contributing to strategy implementation failure resulting in poor financial performance. However, with proper orientation of strategies formulated to all employees great success of strategy implementation is possible.

2.2.4 Performance Appraisal

This is the evaluation of the current and past performance of employees based on the performance standards with the view to improve performance (Dessler, 2006). The appraisal can be used to reward employees whose performance is better than others. It evaluates the work of employees and motivates them to improve their future performance providing an opportunity to the employees to identify the skills they need inorder to progress within their organization activities (Cleveland, Murphy, & Williams, 2005). Using the performance appraisal of all employees the management of the organization is able to identify their exemplary employees to spearhead strategy implementation in the organization.

According to Shehzad & Akhtar (2012), employees must have a say in developing the performance appraisal system as evidenced by Mayer & Davis (1999) that involving

12 employees in developing the performance appraisal system leads to favourable reactions to the process and increases trust for top management. The same involvement of employees in the strategy implementation process leads to favourable reactions of the process and increases acceptance of the process in the organization (Shehzad & Akhtar, 2012). Participation of employees leads to a sense of possession developing the satisfaction of the strategy implementation process (Cawley, Keeping, & Levy, 1998). Anthony, Kacmar, & Perrewe (2002) indicates that performance appraisal is important in strategy implementation process as it is an integral part of an organization’s performance management process.

2.2.5 Compensation and Benefits

Williams (2005) indicates that compensation and benefits are all forms of pay or rewards Institutions give to employees in exchange of their services. Employees get a reward in return of performing the tasks assigned by the administration (Hackett & McDermott, 1999). Bateman & Snell (2007) indicates that a good compensation and benefits package leads to improved performance of employees. Cherrington (1995) adds that with a good compensation and benefits package an organization is able to retain employees who are satisfied and are motivated.

If a compensation and benefits package is less compared to another organizations of the same nature,employees may leave the organization to join others with a better package. If an organization experiences high turnover due to a poor compensation and benefits package, organizations may not achieve strategy implementation (Roberts, 1997). According to Appelbaum & MacKenzie (1996), the improvement of organizational performance is related to the innovation of competitive strategies required for successful strategy implementation.The system of compensation and benefits maximize profits making fairness of the system a pre-requisite.

2.2.6 Work Environment

Shehzad & Akhtar (2012) indicates that working conditions of an organization need to be conducive to improve on the performance of an organization. The conditions are conducive when the organization provides employees with a safe healthy environment which Byars & Rue (1997) indicate that safety and health are important concerns for

13 organizations today. Delery & Doty (1996); Pfeffer (1995) State that employment security is a important factor in HRM practices and employees are more cooperative in strategy implementation process if they feel their jobs are secure. They increase their efficiency but withdraw from their responsibilities if the environment is not secure. Shehzad & Akhtar (2012) indicates that job or employment security plays a major role in harmonizing the interests of the employer and employees in a long-term mutual commitment relationship like the strategy implementation process and particulary important in the human resource management context (Levine, 1995).

2.3 Cultural Influences on Strategy Implementation

According to Aanya (2015), the shared beliefs, values and norms in organizations are referred to as organizational culture. It sets the foundation for strategy within an organization and for a strategy to be implemented successfully it must align to organizational culture. An organization must establish goals and initiatives within an organization to support and establish an organizational culture that embraces the organization’s strategy over time. Ahmadi et al., (2012) opines that all types of organizational culture have significant relationship with the implementation process but the extent of influence varies from the most effective to the least effective.

Aanya (2015), points out five organizational factors that impact on strategy implementation. These include; flexibility and adaptability, characteristics of stability, goal unification, process implementation and cultural alignment. Denison (2009) developed the Denison model and was based on two decades of research linking culture to bottom-line performance measures such as profitability, growth, quality, innovation, and customer and employee satisfaction. The Denison model was divided into four sections as answers to questions of organizational culture. The four sections include; adaptability, mission, involvement and consistency. This research will study the four sections of organizational culture identifying their effects on strategy implementation.

According to Carpenter, Bauer & Erdogan (2010), culture is not easily observable and identifying a set of values might be used to describe an organization’s culture helps identify,measure and manage culture more effectively. Several researchers have proposed various culture typologies and organizational culture profile (OCP) has received a lot of research attention.

2.3.1 Adaptability

This is the ability of an organization to adjust swiftly to signals from the external environment including customers and the market place (Mobley,Wang & Fang, 2005). It involves; creating change through employees learning from the external environment and reacting to trends and changes to improve their work (Denison, 2009). Muthoni (2012) adds that an adaptability is also characterized by strategic focus on the external environment through flexibility and change to meet customer needs. The culture encourages entrepreneurial values, norms, and beliefs that support the capacity of the organization to detect, interpret, and translate signals from the environment into new behaviour responses. Harrison (2004) adds that an adaptive organization as one whose roles are open to continual redefinition and where coordination is achieved by frequent meetings and lateral communication. According to Barnat (2005), adaptability is described as a cycle where managers solve organizational problems including; entrepreneurial, engineering, and administrative problems.

According to Mobley, Wang, & Fang, (2005), organizations should be able to read the business environment,envision changes in the process and procedures and make timely changes. Secondly, adaptability involves customer focus involving concentrating on the customers by understanding their needs and employees committed to their ever changing needs. Lastly it involves organizational learning where there is learning of the work place and creating an environment where reasonable risk can be taken and innovation can occur sharing knowledge across the organization (Denison, 2009).

Aanya (2015) indicates that, creating an environment that is open to production and communication requires organizations to be flexible enough to embrace change. This particular environment provides a model that welcomes cultural diversity and assist in the clarification of strategy implementation. Alpander & Lee (1995) adds that organizational development program and its application influence a company to change its culture, structure, and operating procedures concluding that flexible and adaptable employees are willing to initiate the process and procedure changes necessary to produce high-quality products or services at the lowest possible cost. According to Aanya (2015), culture within an organization unifies members and helps create a set of common norms or rules within an organization that employees follow.

2.3.2 Mission

Hughes (2005) describes the mission of an organization as the reason for existence and Nazir & Mushtaq (2008) added that mission is the most cultural trait that organizations should focus on. According to Muthoni (2012), organizations embrace mission and purpose for the organization and allow employees to design their own work activities with this mission. Leaders play the role of coaches in giving general direction, but encourage individual decision-making to determine the operating details to execute the plan.

Mobley, Wang, & Fang (2005) indicates that, for organizations to become successful, they must have a clear sense of purpose that gives them a long-term direction.This trait enables organizations to identify if they are in danger of shortsightedness or they are equipped with systematically defined strategic and action plans. The mission trait involves the vision, strategic direction and intent and the goals and objectives of an organization. Under the vision, organizations evaluate if they have shared view of a desired future state and if the vision is understood and shared by all in the organization. Strategic intent involves organizations evaluating whether they are able to make a mark in the industry. Organizations having a clear strategic intent conveys the organization purpose and make it clear how everyone can contribute. Goals & Objectives are linked to the mission, vision, and strategy to adequately give all employees in an organization a chance to draw a reference of their work.

Aanya (2015) opines that, strategy implementation is affected in a positive manner if the goals of the organization are aligned. This is possible when organizations focus on productivity and getting the mission of the organization accomplished for example; by getting products delivered to customers on time, shipping out more products than the organization’s chief competitor or similar goals. This creates a domino effect in the organization ensuring that all work performed by each individual in the company and work group focuses on performance and on the strategic importance of the company allowing culture to align with strategy implementation at the most basic level.

2.3.3 Involvement

This is the empowerment and teamwork necessary to address the competitive advantage measured by empowerment, team orientation and capability development (Denison, Lief , & Ward, 2009). According to Denison (2009), involvement culture is all about creating a shared sense of ownership and responsibility all through the organization building human capability. This involves empowering employees making them feel informed and involved in the strategy implementation process; Team orientation where employees are encouraged to be collaborative and feel mutually accountable for common goals and capability development.

According to Zahra (2014), whether employees are contributing individually or working in a team towards strategy implementation the objectives and goals of an organization are highly affected with their involvement. Effort must be put to improve communication skills developing human capabilities and empowering them also in decision making and strategic plans at all levels. This shows commitment of employees who work diligently to make the organization more effective.

2.3.4 Consistency

This describes the approach of goal achievement and problem resolution that can provide internal resonance essential to dealing with outside challenges and unexpected situations measured by coordination and integration, core values and agreement (Denison et.al., 2009). According to Denison (2009), core values involve the shairing of set values that create a sense of identity and a clear set of expectations. Agreement involves the ability of the organization to reach an agreement on critical issues especially employees able to reconcile their differences in a diplomatic way when problems arise. Coordination and integration involve the shairing of a common perspective among employees allowing them to work effectively across boundaries. Employees work to eliminate silos and promote actions that are in the best interest of the organization as a whole.

Zahra (2014) indicates that the effectiveness of an organization is strongly correlated with the consistency culture. Through this trait, there are no gaps between leaders and followers and they are well trained in adopting commonalities even when having diverse points of view and neglecting their differences. Ethical dimensions of strong cultures are

17 well defined and a set of core values are well coordinated and well integrated which bring stability and well correspondence in diverse groups to work at same platforms.

2.4 Organization Structure on Strategy Implementation

Organizational structure presents how people interact with each other, how communication flows, and how power relationships are defined reflecting on the value based choice made by a company and how job tasks are formally divided, grouped and coordinated (Munyoroku, 2012). According to Distelzweig (2004), organizational structure refers to the way an organization arranges people and jobs so that its work can be performed and its goals met. Rajasekar (2014) indicates that organizational structures are necessary for employees to act readily on the knowledge developed to craft and implement strategy.The structures provides a visual explanation of the decision making process and resource allocation. Bhimani & Langfield (2007) found the process of strategy implementation to be structural and formal in their study to investigate the organizational structure influences in strategy implementation. Forman & Argenti (2005) found out that internal communication of a company has an overarching hand that makes strategy and also contributes to successfully implement the strategy.

Wheelen & Hunger (2006) indicates that organizational structure plays an important role in increasing the consitency of successful results in strategy implementation. According to Olson et.al., (2005), organizational structure involves formalization, centralization, and specialization key dimensions of organizational structure that influence communication, coordination, resource allocation and environmental turbulence while implementing strategies. These influences are discussed further below;

2.4.1 Communication

Andersson & Zbirenko (2014) indicates that, communication as a tool used to create, modify, and end relationships between people. It is also a channel of influence, a mechanism of change and a critical dimension of an organization structure. Andersson and Zbirenko concluded that communication is a crucial dimension for effective and efficient organizational functioning. According to Bloisi, Cook, & Hunsaker (2007), internal communication in an organization should be established and maintained by the

18 management in upward, downward, and horizontal directions. This is communication between managers and employees as well as between workers on the same level.

Communication in an organization transmits directions or ideas along the lines of command; providing confirmations, information, and feedback upwards; informing staff on changes, encouraging and motivating employees (Bloisi et al.,2007). Taylor (2007) indicates that, oragnizational structure in many companies defines the modes ond tone of communication.He argued that highly stratified organizations have formal methods of communication which is conducted between managers and employees and small organizations may have informal communication as companies leverage on their flat nature.Taylor argued that startegic leaders must learn how to match the appropriate style of communication to company norms as they are in the process of strategy implementation.

Research shows that, organizations where employees have easy access to management through open communication outperform those in a restrictive communication environment (Rapert, Velliquette, & Garretson, 2002). According to Peng & Litteljohn, (2001), effective communication is key to effective startegy implementation. Thus Communication as an effect of organizational structure and plays a key role in training of employees, knowledge dissemination and learning during the process of startegy implementation. Yang, Guohui & Eppler (2008) states that in startegy implementation, communication is pervasive and it relates in a complex way to organizing processes,organizational context and implementation objectives which, in turn, have an effect on the process of implementation.

2.4.2 Coordination

Coordination of activities in an organization is critical to the success of strategy implementation. Important to note is that coordination is a result of structures put in place in an organization. According to Richard (1998), coordination of activities of organizational units is accomplished through positioning of activities in the hierarchy of authority. The power to coordinate activities during strategy implementation is then placed on the mangers in the organization since they have more authority over more organizational units and the power to coordinate, integrate, and arrange the

19 cooperation of the units under their supervision becomes an easy process (Barrows, 2014).

Through the organizational structure, coordination of strategic efforts is also achieved through informal meetings, social task forces, project teams and standing committees. The process of negotiating and deciding on the objectives and strategies of each organizational unit, making sure the related activities mesh suitably and help coordinate operations across organization units (Barrows, 2014). Richard (1998) adds that, organizations generally respond positively to strategy implementation process if there is a coordination mechanism put in place. The organization's structure at any point in time is the sum total or the mechanisms it has developed and modified to achieve control and coordination of strategies of organizations.

According to Edinger (2012), cordination also involves cascading of the strategy throughout the organization getting to the practical and tactical components of people’s jobs every day. Managers are at the forefront in this process and help in translating the elements of the strategy to the functional areas in the organization. Doing this, allows the coordinators who are mostly managers in the organization own the process of strategy implementation (Barrows, 2014).

2.4.3 Resource Allocation

Strategy implementation includes designing the organization's structure, allocating resources, developing information and decision process, and managing human resources, including such areas as the reward system, approaches to leadership, and staffing (Barnat 2005). Resource allocation is a central management activity that allows for strategy execution. The real value of any resource allocation program lies in the resulting accomplishment of an organization's objectives. Factors do exist that prohibit effective resource allocation, including an over-protection of resources, too great an emphasis on short-run financial criteria, organizational politics, vague strategy targets, a reluctance to take risks, and a lack of sufficient knowledge (Barnat, 2015). The author further states that the most prevalent way of evaluating and defining resources is by their functional areas of finance, research and development, human resources, operations and marketing.

According to Vanguard papers (2015) effective resources allocation enhances administrative efficiency. The strategic plan captures the organization’s aspirations whereas implementation creates the required infrastructure needed to put the plan into action. Resource allocation plays a key role in strategy implementation since it focuses on the acquisition, commitment and allocation of finance, personnel and other key resources that the organization requires to achieve its objectives. Resources deployment has to be discussed as early as possible in the whole implementation planning process, and these resources; financial, personal and time, have to be included in the company’s budget from the beginning (Mankins & Steele, 2005).

Appropriate resource allocation and budgeting gives the organization competitive advantage by enhancing its core competencies and capability. The management holds the responsibility of ensuring that adequate resources are available to pursue organizational strategy (Vanguard Papers, 2015). In a study on the effects of resource strength on strategy implementation in insurance companies in Kenya, the findings established that resource strength significantly determines strategy implementation. Most notably resource strength in the study areas impact strategy implementation through adequate resource base matching firm’s needs; firm always being able to meet its set resource department goals and objectives; access to cost efficient resources; operations never delayed or halted due to resource unavailability; efficient and reliable resource sourcing mechanisms and adequate and efficient human resources in this case, competent employees (Kibicho, 2015). In study recommendations, Kibicho (2015) reveals the importance of many strategy implementation facilitating factors relate to resource strength and this he says is both financial as well as knowledge resources. Flexibility in budgetary allocation should be observed as well as transmission of knowledge through accessible routes, such as intensive training and consultation on key implementation processes.

2.4.4 Environmental Turbulence

Turbulence is defined as the dynamism in the environment that involves rapid unexpected change in the environment sub dimensions (Conner, 2006;Vorhies, 2007). Barnat (2005) indicates that environmental turbulence exists when changes are unexpected and unpredictable and the pressures for change at which the organization must be able to respond to the change are key environmental issues. According to Barnat, environmental 21 turbulence appears to influence structure in terms of formation of departments division of labor, the configuration of the organization, and the allocation of power within the organization which flows from strategy.

In turbulent environments, there are many unexpected changes. Turbulence is the natural state of the world Benton & Lloyd (2012) caused by the changes in the various environmental factors as a result of advances in technology (Iansiti, 2005). The result of this growth in environmental turbulence has been the reduction of orderly competition, an increasing need for information, innovation and quicker cycles of development, and more difficulty in predicting customer, product and service requirements (Pine, Victor, & Boynton, 2006)

As a result of the turbulent environment, businesses processes have to be streamlined in the organization to allow for flow of information and decision processes within the organization which in turn affect strategy implementation positively (Barnat, 2005) This is to give to give people accurate and timely information upon which to make decisions. Reward systems need to be structured so that people's behavior corresponds with the purpose of the strategy (Byars & Rue, 1997).

2.5 Chapter Summary

This chapter reviews literature on the impact of human resource factors on strategy implementation, the effect that cultural influences have on strategy implementation and the extent to which the Influence of organization structure has on strategy implementation. The next chapter discusses the research methodology that was used in this research.

CHAPTER THREE

3.0 RESEARCH METHODOLOGY 3.1 Introduction

This chapter discusses the research methodology that was used in this research to gather data for this research answering the specific objectives highlighted in Chapter one. The research methodology entails the; research design, population, sample design, sample frame, sample technique and sample size, data collection methods, research procedures and data analysis method applied in this research. The chapter then concludes with a chapter summary.

3.2 Research Design

According to Kothari (2004), research design is the conceptual structure within which research should be conducted with the function of providing relevant information and minimal expenditure of effort, time and money. Research design constitutes collection, measurement and analysis of information incorporating a framework of what the researcher does throughout the research. Kumar (2005) states that, research design include four types; descriptive designs, exploratory designs, experimental designs and quasi designs.

This research study chose descriptive research design to determine the factors affecting strategy implementation in Kenyan Rugby. Descriptive research desig is a scientific method that describes and the behavior of subjects without influencing them in any way (Shuttleworth, 2008). This design helped in generating statistical data and an analysis for the research on the factors affecting strategy implementation in Kenyan Rugby. Descriptive statistics including mean, standard deviation and coefficient of variation to assist in analysis was used in this research. The dependent variable was strategy implementation of Kenyan Rugby and the independent variables included the human resource factors, cultural influences and the influence of the organization structure.

3.3 Population and Sampling Design 3.3.1 Population

This includes of all subjects that a researcher wants to study (Yount, 2006).The subjects include people, objects or events that are possible cases that constitute a known whole. This study involved a population of 60 employees from the Kenya Rugby Union (KRU) offices in Nairobi.

3.3.2 Sampling Design

According to Cooper & Schindler (2008), sampling includes the process of selecting individuals for a study in a way that individuals selected represent a larger group from which they are selected. Sampling involves the researcher securing a representation from the larger population group.

3.3.2.1 Sampling Frame

These present a list of all the items in a population. It consists of a listing of all sampling units including the whole population or part of a population (Cooper & Schindler, 2008). In this study, the sampling frame includes 60 employees including the Kenya rugby union officials involved in strategy formulation and implementation at the union. The list of the members was obtained from the human resource office of KRU in Nairobi.

3.3.2.2 Sampling Technique

According to Cooper & Schindler (2008) a sampling technique involves the procedure of selecting a sample from a population. This study did not however employ a sampling technique but conducted a census on the target population. Kothari (2004) indicates a census as a process where all the members of a population being studied through a research process are involved in the data collection process. The census was conducted on 60 employees of KRU.

3.3.2.3 Sample Size

Chaudhuri & Stenger (2005) states that a sampling size refers to individuals, items, objects selected to represent a larger population in research. This study includes the total

24 population of employees of the Kenya Rugby Union a total of 60 employees who were all involved in this research by carrying out a census.

3.4 Data Collection Methods

This involves gathering facts that include behaviors, attitudes and perceptions from the respondents (Cooper & Schindler, 2008). In this reseach data was collected using primary data collection techniques and secondary data collection techniques. Secondary data was gathered in literature related to this study by other scholars and primary data collected using questionnaires that were structured including both open ended questions that provided an insight of the respondent and close ended questions.

The open ended questions include the general information of the respondent and the closed ended questions include questions designed on the basis of the specific objectives and were standardized, valid and reliable for testing purposes for this research. Closed ended questions ensured that the respondents are restricted to certain categories in their responses using the likert scale. The questionnaires were distributed to the target population using a research assistant who was oriented of what was expected in this data collection process.

3.5 Research Procedures

This study conducted a pilot study by pre-testing the questionnaires on four employees of the KRU who were not participating in the main study. The pre-test was to ensure the validity and reliability of the questionnaire. Based on the pre-test, any amendments to be done on the questionnaires were done before administering the final questionnaires. An approved introductory letter from the university to facilitate data collection was presented to KRU and with the approval of the organization, the questionnaires were administered to the employees of KRU who are target respondents for this research with the help of a qualified research assistant. In ensuring high response rate, reminders and pre-contact with respondents was done. Important to note is that ethical issues of confidentiality and privacy were emphasised on the introductory letter guaranteeing the organization and the respondents that this research was purely academic.

3.6 Data Analysis Methods

The collected data using is coded and entered into Statistical Package for Social Science (SPSS) for analysis. The coding helped in avoiding errors and omissions of questionnaires. The entered data was analysed and data presented using descriptive statistics including mean, standard deviation and coefficient of variation as well as use of inferential statistics including correlation, regression and cross tabulation.

3.7 Chapter Summary

This chapter discusses the research methods and procedures that were used in carrying out the study. The total population under study included 60 employees and the sampling frame was based on the whole population by conducting a census. A pilot test was conducted to examine the completeness and clarity of the questionnaire and data was analysed using SPSS and findings, conclusion and recommendations of the study presented in chapter four and five.

CHAPTER FOUR

4.0 RESULTS AND FINDINGS 4.1 Introduction

This chapter presents the analysis of results and findings of the study on the specific objectives based on the data collected from the respondents. The first section covers the response rate. Background information presenting h demographics of the respondents is covered in the second section. The third section deals with the impact of human resource factors on strategy implementation. The fourth section is on the effect that cultural influences have on strategy implementation. The fifth section is on establishing the extent to which the influence of organization structure has on strategy implementation and the final section is the summary of the whole chapter.

4.2 Response Rate

A response rate is the total number of respondents or individuals participated in a study and it is presented in the form of percentage. This study had a sample size of 30 individuals working with the Kenya Rugby Union.

Table 4.1 below represents the response rate of the study. From the study, it is clear that 87% of the respondents took part in the study while 13% did not participate in the study. The study, therefore, implies that the response rate was good to be used.

Table 4.1: Response Rate DISTRIBUTION Sample Size Frequency Percentage Participated 26 87 Non-participated 4 13 Total Sample 30 100

4.3 Background Information 4.3.1 Gender

Gender representation of the study is presented in table 4.2 below. From the table, it is clearly shown that 53.8% of the population in the Kenya Rugby Union (KRU) is male while 46.2% is female.

The study implies that majority of the population in Kenya Rugby Union are males.

Table 4.2: Gender Frequency Percent Male 14 53.8 Female 12 46.2 Total 26 100

4.3.2 Work Experience

To show the work experience representation of the population in Kenya Rugby Union, Table 4.3 was used. The table indicates that 65.4% represents individuals who have work experience of 1 to 3 years, 26.9% of the respondents have a work experience of 3 to 6 years, 3.8% of respondents have a work experience of 6 to 9 years and 3.8% have a work experience of 9 to 12 years.

The implication of the study is that majority of the population at Kenya Rugby Union have a work experience of 1 to 3 years.

Table 4.3: Work Experience Period working at KRU Frequency Percent 1-3Years 17 65.4 3-6 years 7 26.9 6-9 years 1 3.8 9-12years 1 3.8 Total 26 100

4.3.3 Level of Education

The level of education of the population working at Kenya Rugby Union is represented in Table 4.4. The study categorized the level of education from secondary level, tertiary level, university level, to postgraduate level. From the table, 19.2% of the respondents had secondary education, 7.7% had tertiary level, 61.5% had degree level of education, and 11.5% had masters level.

The study shows that the majority of employees at Kenya Rugby Union hold degree level of education.

Table 4.4: Level of Education Highest Level of Education Frequency Percent Secondary Level 5 19.2 Tertiary Level (Colleges , 2 7.7 Polytechnics) University 16 61.5 Post Graduate 3 11.5 Total 26 100

4.3.4 Working Experience

Table 4.5 is a cross-tabulation revealing the relationship between year of experience at Kenya Rugby Union and involvement in strategy implementation process. From the table, 11.8% of respondents with 1 to 3 years of work experience have very often involved in strategy implementation process, 41.2% have sometimes involved in the process, 23.5% have rarely involved in the process and 233.5% of the respondents have never involved in strategy implementation process. The table also shows that 42.9% of respondents with 3 to 6 years of experience have sometimes involved in strategy implementation process, 26.8% have rarely been involved and 26.8% have never been involved in strategy implementation process.

The table still reveals that 100% of respondents with work experience of 6 to 12 years of experience have sometimes been involved in the strategy implementation process in Kenya Rugby Union.

Table 4.5: Working Experience Have you been involved in strategy implementation process while in KRU? Very Often Sometimes Rarely Never Total Period 1-3Years 2 7 4 4 17 working 11.80% 41.20% 23.50% 23.50% 100.00% at KRU 3-6 years 0 3 2 2 7 0.00% 42.90% 28.60% 28.60% 100.00% 6-9 years 0 1 0 0 1 0.00% 100.00% 0.00% 0.00% 100.00% 9-12years 0 1 0 0 1 0.00% 100.00% 0.00% 0.00% 100.00% Total 2 12 6 6 26 7.70% 46.20% 23.10% 23.10% 100.00%

4.3.5 Strategy Implementation Process

From the study, Table 4.6 depicts the relationship between the level of education at Kenya Rugby Union and the strategy implementation experience. The table shows that 40% of respondents with secondary education level found that strategy implementation process was average, 20% show that it was below average and 40% show that it was very poor. From the study, 50% of respondents with tertiary level of education believed that strategy implementation process was above average while 50% believe that it was below average. The study also reveals that 6.3% of respondents with degree level of education found that strategy implementation process was excellent, 31.3% found that it was above average, 18.8% found that it was average, 31.3% found that it was below average and 12.5% found that it was very poor. On the other side, 66.7% of respondents with post graduate education found that strategy implementation process was average and 33.3% found that the process was very poor.

Table 4.6: Strategy Implementation Process How was the Experience Above Below Very Excellent Average Average Average Poor Total Secondary 0 0 2 1 2 5 Level 0.00% 0.00% 40.00% 20.00% 40.00% 100.00%

Tertiary 0 1 0 1 0 2 Level 0.00% 50.00% 0.00% 50.00% 0.00% 100.00% University 1 5 3 5 2 16 Education 6.30% 31.30% 18.80% 31.30% 12.50% 100.00% Highest Level of Level Highest Post 0 0 2 0 1 3 Graduate 0.00% 0.00% 66.70% 0.00% 33.30% 100.00% Total 1 6 7 7 5 26 3.80% 23.10% 26.90% 26.90% 19.20% 100.00%

4.4 Humana Resource Factors on Strategy Implementation

The aim of the study was to determine the impact of human resource factors on strategy implementation. The study sought information from performance standard, performance appraisal, communication, training and development. The study divided this section into two variable categories (highly significant and moderately significant) depending on the levels of coefficient of variation (C.V).

4.4.1 Highly Significant Factors

The study sought to determine the impact of human resource factors on strategy implementation at Kenya Rugby Union. The significance of the human resource factors in strategy implementation t the Kenya Rugby Union was ranked using the Coefficient of variation (C.V) starting from the highest to the lowest significant factors. The lower the value of coefficient of variation (C.V) the higher the significance and vice versa.

The study in Table 4.7 reveals that employee performance is very critical in Kenya Rugby Union as they help in strategy implementation process. The study shows that at Kenya Rugby Union, employees are evaluated on their current and past performance standards with the view to improve their performance (C.V, 0.258). From the study, it is revealed that through the performance appraisal, the skills required by employees are identified and action taken by the management to instilling the skills to their employees through training (C.V, 0.268). It is clear that new strategies formulated at Kenya Rugby Union are communicated to new employees (C.V, 0.274). Through human resource, the organization is able to select employees who are knowledgeable for the task assigned. The study found that at Kenya Rugby Union, there is an opportunity to put into practice what employees are trained on after a training and development program (C.V, 0.299).

Table 4.7: Highly Significant Factors Std. N Mean CV Deviation Employees are evaluated on their current and past performance standards with the view to improve their 26 3.808 0.981 0.258 performance Through the performance appraisal, the skills required by employees are identified and action taken by the 26 3.538 0.948 0.268 management to instilling the skills to their employees through training New strategies formulated in the organization are 26 3.692 1.011 0.274 communicated to new employees The Organization is able to select employees who are 26 3.769 1.07 0.284 knowledgeable for the tasks assigned There is an opportunity to put into practice what employees are trained on after a training and 26 3.731 1.116 0.299 development Program

4.4.2 Employee Performance

Table 4.8 shows the relationship between the gender of respondents and employee performance. From the study, 50% of male respondents agree that employees are evaluated on their current and past performance standards with the view to improve their performance, 7.1% disagreed and 42.9% were uncertain about the statement. The study also revealed that, 83.4% of female respondents agreed that employees are evaluated on their current and past performance standards with the view to improve their performance while 16.6% of the same respondents disagreed with the statement.

On a general view, the highest percentage (65.4%) of respondents highly agrees that employees are evaluated on their current and past performance standards with the view to improve their performance.

Table 4.8: Employee Performance Employees are evaluated on their current and past performance standards with the view to improve their performance Strongly Disagree Uncertain Agree Agree Total

Male 1 6 5 2 14 7.10% 42.90% 35.70% 14.30% 100.00% Female 2 0 5 5 12

Gender 16.70% 0.00% 41.70% 41.70% 100.00% Total 3 6 10 7 26 11.50% 23.10% 38.50% 26.90% 100.00%

4.4.3 Performance Appraisal

Table 4.9 depicts the relationship between work experience of respondents and performance appraisal. From the study, 58.8% of respondents with 1 to 3 years of work experience agreed that through the performance appraisal, the skills required by employees are identified and action taken by the management to instilling the skills to their employees through training, 17.6% disagreed and 23.5% were uncertain to the statement. The study also shows that 42.9% of the respondents with 3 to 6 years of experience believe that through the performance appraisal, the skills required by employees are identified and action taken by the management to instilling the skills to their employees through training, 14.3% disagreed and 42.9% were uncertain about the statement. For respondents with 6 to 9 years of experience, 100% of the respondents were

32 uncertain about the statement while 100% of respondents with 9 to 12 work experience agreed to that through the performance appraisal, the skills required by employees are identified and action taken by the management to instilling the skills to their employees through training.

Table 4.9: Performance Appraisal Through the performance appraisal, the skills required by employees are identified and action taken by the management to instilling the skills to Total their employees through training Strongly Disagree Uncertain Agree Agree 1-3Years 3 4 7 3 17 17.60% 23.50% 41.20% 17.60% 100.00% 3-6 years 1 3 2 1 7 14.30% 42.90% 28.60% 14.30% 100.00%

KRU 6-9 years 0 1 0 0 1 0.00% 100.00% 0.00% 0.00% 100.00%

Period working at at working Period 9-12years 0 0 1 0 1 0.00% 0.00% 100.00% 0.00% 100.00% Total 4 8 10 4 26 15.40% 30.80% 38.50% 15.40% 100.00%

4.4.4 Strategy Formulation

Cross-tabulation between respondent’s level of education and strategy formulation is presented in table 4.10 below. From the study, 60% of respondents with secondary level of education agree that new strategies formulated in the organization are communicated to new employees, while 40% disagreed to the statement. The study also showed that 50% of the respondents with tertiary level of education agreed that new strategies formulated in the organization are communicated to new employees while 50% of the respondents were uncertain about the statement.

The table still shows that of the respondents with degree level of education, 62.6% agreed that new strategies formulated in the organization are communicated to new employees, 6.3% disagreed and 31.3% were uncertain about the statement. The study finally reveals that 33.3% of respondents with postgraduate education highly agree and 66.7% agreed to the statement that new strategies formulated in the organization are communicated to new employees.

Table 4.10: Strategy Formulation New strategies formulated in the organization are communicated to new employees Total Strongly Strongly Disagree Uncertain Agree Disagree Agree Secondary 1 1 0 2 1 5 Level 20.00% 20.00% 0.00% 40.00% 20.00% 100.00%

Tertiary 0 0 1 1 0 2 Level 0.00% 0.00% 50.00% 50.00% 0.00% 100.00% University 0 1 5 7 3 16

Education 0.00% 6.30% 31.30% 43.80% 18.80% 100.00%

Highest Level of Level Highest Post 0 0 0 2 1 3 Graduate 0.00% 0.00% 0.00% 66.70% 33.30% 100.00% Total 1 2 6 12 5 26 3.80% 7.70% 23.10% 46.20% 19.20% 100.00%

4.4.5 Employee Selection

To reveal the relationship between involvement in strategy implementation and employee selection, Table 4.11 was extracted. From the table, 100% of respondents who very often have been involved in strategy implementation agreed that the organization is able to select employees who are knowledgeable for the tasks assigned.

Table 4.11: Employee Selection The Organization is able to select employees who are knowledgeable for the tasks assigned Strongly Disagree Uncertain Agree Agree Total Have you been Very 0 0 1 1 2 involved in Often 0.00% 0.00% 50.00% 50.00% 100.00% strategy Sometimes 3 4 3 2 12 implementation 25.00% 33.30% 25.00% 16.70% 100.00% process while Rarely 1 2 2 1 6 in KRU? 16.70% 33.30% 33.30% 16.70% 100.00% Never 0 0 2 4 6 0.00% 0.00% 33.30% 66.70% 100.00% Total 4 6 8 8 26 15.40% 23.10% 30.80% 30.80% 100.00%

The study also showed that 41.7% of respondents who sometimes have been involved in strategy implementation agreed that the Organization is able to select employees who are

34 knowledgeable for the tasks assigned employees, 25% disagreed and 33.3% were uncertain about the statement.

The study shows that 50% of respondents who rarely have been involved in strategy implementation process agree that the Organization is able to select employees who are knowledgeable for the tasks assigned employees, 16.7% disagree and 33.3% were uncertain to the statement. On contrary, 100% agreed that the organization is able to select employees who are knowledgeable for the tasks assigned.

4.4.6 Moderate Significant Factors

Table 4.12 shows the moderately significant factors that reveal the impact of human resource factors on strategy implementation at Kenya Rugby Union.

Table 4.12: Moderate Significant Factors Std. N Mean Deviation CV Training and Development enhances employee Performance at the organization 26 3.846 1.156 0.3 The environment factors such as poltics and the job market affect recruitment and selection at the organization 26 3.846 1.19 0.309 Employees are involved in developing the performance appraisal system of the organization 26 3.538 1.208 0.341 Employees are rewarded as a result of performing tasks assigned to them which motivates them to perform better 26 3.385 1.169 0.345 Information is conveyed to new employees on the expectation of their jobs including the human resource policies of the organization 26 3.654 1.263 0.346 Salaries of the employees are paid in on time 26 3.5 1.241 0.355 Employees are trained on the knowledge, skills and abilities required to perform tasks in the organization 26 3.577 1.27 0.355 The Organization uses the competency model while hiring which results in transparency in the recruitment and selection Process 26 3.385 1.203 0.355 The working conditions of employees at the organization are conducive 26 3.231 1.177 0.364 The organization has favourable compensation and benefits package 26 3.077 1.23 0.4 Employees feel secure in their jobs which leads to their cooperation in strategy implementation of the organization 26 3.231 1.531 0.474

From the table, the study confirms that training and development enhances employee Performance at the organization (C.V 0.300). The study reveals that the environment factors such as politics and the job market affect recruitment and selection at the organization (C.V, 0.309). Employee involvement is key in strategy implementation hence employees are involved in developing the performance appraisal system of the organization (0.341). The study found that Employees are rewarded as a result of performing tasks assigned to them which motivate them to perform better (C.V, 0.345).

4.4.7 Training

Table 4.13 shows the relationship between respondents’ involvement in strategy implementation and training. From the table, 100% of respondents who very often have been involved in strategy implementation agreed that there is an opportunity to put into practice what employees are trained on after a training and development Program. Contrary, 58.3% of the respondents who sometimes have been involved in strategy implementation agreed that there is an opportunity to put into practice what employees are trained on after a training and development Program, 25% disagreed and 16.7% were uncertain about the statement.

Table 4.13: Training There is an opportunity to put into practice what employees are trained on after a training and development Program

Agree Agree

Strongly Strongly

Disagree Disagree Uncertain Total Very Often 0 0 0 2 0 2 0.00% 0.00% 0.00% 100.00% 0.00% 100.00% Sometimes 0 3 2 4 3 12 0.00% 25.00% 16.70% 33.30% 25.00% 100.00% Rarely 0 0 3 2 1 6 0.00% 0.00% 50.00% 33.30% 16.70% 100.00% Never 1 0 0 2 3 6

Have you been Have in strategy involved implementation in KRU? while process 16.70% 0.00% 0.00% 33.30% 50.00% 100.00% Total 1 3 5 10 7 26 3.80% 11.50% 19.20% 38.50% 26.90% 100.00%

The table shows that 50% of respondents who rarely have been involved in strategy implementation process agreed and 50% were uncertain that there is an opportunity to put

36 into practice what employees are trained on after a training and development Program. The table also shows that 83.3% of respondents who has never been involved in strategy implementation agreed that there is an opportunity to put into practice what employees are trained on after a training and development Program while 16.7% disagreed to the statement.

4.5 Effects of Cultural Influences on Strategy Implementation

The study aimed at examining the effect that cultural influences have on strategy implementation. The study sought information from external environment, leadership, empowerment, promotion, cultural diversity among others. The study employed correlation analysis to test the relationship between variables.

Table 4.14 reveals a correlation between organizational environment and leadership. From the study, it was found that when organization is open to continual redefinition as a result of changes in the external environment, it causes leaders in the organization to lead by examples by guiding the employees to attainment of the organization’s goals at (r = - 0.531**, p<0.01, N= 26). Also organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically (r = -0.596**, p<0.01, N= 26).

Table 4.14: Correlation of External Environment and Leadership The organization is open to continual redefinition as a result of changes in the external environment Sig. Pearson (2- Correlation tailed) N Leaders in the organization are leading by example by guiding the employees to attainment of the organization's goals .531** 0.005 26 The organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically .596** 0.001 26 **. Correlation is significant at the 0.01 level (2-tailed).

4.5.1 Cross-Tabulation of Gender and External Environment

Table 4.15 shows the cross tabulation between gender and external environment. From the table, it is very clear that 57.1% of male respondents agreed that the organization is open to continual redefinition as a result of changes in the external environment, 14.2% disagreed and 28.6% were uncertain to the statement. On the other side, 33.4% of female respondents agreed that the organization is open to continual redefinition as a result of changes in the external environment, 33.3% disagreed and 33.3% were uncertain about the statement.

On a general point of view, the highest percentage (46.1%) of respondents believe that the organization is open to continual redefinition as a result of changes in the external environment.

Table 4.15: Cross Tabulation of Age and Market and Product Development The organization is open to continual redefinition as a result of changes in the external environment Strongly Strongly Disagree Disagree Uncertain Agree Agree Total Gender Male 1 1 4 5 3 14 7.10% 7.10% 28.60% 35.70% 21.40% 100.00% Female 0 4 4 2 2 12 0.00% 33.30% 33.30% 16.70% 16.70% 100.00% Total 1 5 8 7 5 26 3.80% 19.20% 30.80% 26.90% 19.20% 100.00%

4.5.2 Cross-Tabulation between Work Experience and Leadership

Table 4.16 reveals the relationship between work experience and organizational leadership. From the study, 47% of the respondents with 1 to 3 years work experience agreed that leaders in the organization are leading by example by guiding the employees to attainment of the organization's goals, 23.5% disagreed and 29.4% were uncertain about the statement. Contrary, the study shows that 42.9% of respondents with 3 to 6 years of work experience agreed that leaders in the organization are leading by example by guiding the employees to attainment of the organization's goals, 42.9% disagreed and 14.3% were uncertain about the statement. The study also shows that 100% of respondents with 6 to 9 years of work experience agreed that leaders in the organization are leading by example by guiding the employees to attainment of the organization's goals

38 while 100% of respondents with 9 to 12 years work experience strongly agreed to the same statement.

Table 4.16: Work Experience and Leadership Leaders in the organization are leading by example by guiding the employees to attainment of the organization's goals Strongly Strongly Disagree Disagree Uncertain Agree Agree Total 1-3Years 3 1 5 5 3 17 17.60% 5.90% 29.40% 29.40% 17.60% 100.00% 3-6 years 2 1 1 2 1 7 28.60% 14.30% 14.30% 28.60% 14.30% 100.00% 6-9 years 1 0 0 0 0 1 100.00% 0.00% 0.00% 0.00% 0.00% 100.00%

9-12years 0 0 0 0 1 1

Period working at at working Period KRU 0.00% 0.00% 0.00% 0.00% 100.00% 100.00% Total 6 2 6 7 5 26 23.10% 7.70% 23.10% 26.90% 19.20% 100.00%

4.5.3 Cross-Tabulation between level of Education and Agreement

The study in Table 4.17 reveals the relationship between level of education and agreement. The study shows that 60% of respondents with secondary level of education agreed that the organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically, 20% disagreed and 20% were uncertain about the statement. The table shows that 100% of respondents with tertiary education agreed to the latter statement. On those respondents who hold university degrees, 43.8% agreed that the organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically, 25% disagreed and 31.3% were uncertain about the statement. Finally, the study reveals that 66.7% of respondents with post graduate degrees strongly agreed that the organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically, while 33.3% disagreed to the statement.

Table 4.17: level of Education and Agreement The organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically Strongly Disagree Uncertain Agree Agree Total Highest Secondary 1 1 3 0 5 Level of Level 20.00% 20.00% 60.00% 0.00% 100.00% Education Tertiary Level 0 0 2 0 2 (Colleges , Polytechnics) 0.00% 0.00% 100.00% 0.00% 100.00% University 4 5 5 2 16 25.00% 31.30% 31.30% 12.50% 100.00% Post Graduate 1 0 0 2 3 33.30% 0.00% 0.00% 66.70% 100.00% Total 6 6 10 4 26 23.10% 23.10% 38.50% 15.40% 100.00%

4.5.4 Correlation between Cultural Diversity and Employee Empowerment

The study in Table 4.18 shows the correlation between cultural diversity in an organization and employee empowerment. From the table, the study shows that when organization is open to cultural diversity that provides diverse views on strategy formulation and implementation, employees are empowered and involved in the strategy implementation process (r = 0.677**, p<0.01, N= 26) and they work to eliminate silos, promoting actions that are in best interest of the organization (r = 0.472*, p<0.05, N= 26). This implies that cultural diversity enhances strategy implementation.

Table 4.18: Correlation between Cultural Diversity and Employee Empowerment The organization is open to cultural diversity that provides diverse views in strategy formulation and implementation Pearson Correlation Sig. (2-tailed) N Employees are empowered and .677** 0 26 involved in the strategy implementation process Employees work to eliminate .472* 0.015 26 silos (lack of information flowing between groups) promoting actions that are in best interest of the organization **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).

4.5.5 Cross tabulation between Cultural Diversity and Gender

Table 4.19 reveals the cross tabulation between cultural diversity and gender. From the table, 50% of the male respondents believe that the organization is open to cultural diversity that provides diverse views in strategy formulation and implementation, 7.1% strongly disagreed and 42.9% were uncertain about the statement. On the other hand, 50% of female respondents agreed that the organization is open to cultural diversity that provides diverse views in strategy formulation and implementation, 16.7% disagreed and 33.3% were uncertain about the statement.

From a general point of view, the highest percentage (50%) of respondents believed that the organization is open to cultural diversity that provides diverse views in strategy formulation and implementation.

Table 4.19: Cross Tabulation between Vertical Integration and Work Experience The organization is open to cultural diversity that provides diverse views in strategy formulation and implementation Strongly Strongly Disagree Disagree Uncertain Agree Agree Total Gender Male 1 0 6 5 2 14 7.10% 0.00% 42.90% 35.70% 14.30% 100.00% Female 0 2 4 3 3 12 0.00% 16.70% 33.30% 25.00% 25.00% 100.00% Total 1 2 10 8 5 26 3.80% 7.70% 38.50% 30.80% 19.20% 100.00%

4.5.6 Correlations between Leaders and Leading by Example

The study in Table 4.20 depicts the relationship between leaders and leading by examples. From the study, it is clear that when leaders in the organization are leading by example by guiding the employees to attainment of the organization's goals, the organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically (r = 0.552**, p<0.01, N= 26).

Table 4.20: Correlations between Leaders and Leading by Examples The organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically Leaders in the organization are leading by Pearson Correlation .552** example by guiding the employees to Sig. (2-tailed) 0.001 attainment of the organization's goals N 26 **. Correlation is significant at the 0.01 level (2-tailed).

4.5.7 Correlations between Strategies and Shared Values

The study in Table 4.21 reveals the correlations between strategies and shared values within an organization. From the study, it is very imperative that when the employees of the organization have a set of shared values that create a sense of identity and expectations at the organization, the strategies formulated in the organization are aligned to the goals of the organization (r = 0.602**, p<0.01, N= 26).

Table 4.21: Correlations between Strategies and Shared Values The employees of the organization have a set of shared values that create a sense of identity and expectations at the organization The strategies formulated in Pearson .602** the organization are aligned Correlation to the goals of the Sig. (2-tailed) 0.001 organization N 26 **. Correlation is significant at the 0.01 level (2-tailed).

4.5.8 Cross Tabulation between Shared Values and Gender

The cross tabulation between shared values and gender is shown in Table 4.22. From the table, 78.5% of male respondents believed that the employees of the organization have a set of shared values that create a sense of identity and expectations at the organization, 14.2% disagreed and 7.1% were uncertain about the statement. The table also shows that 66.7% of female respondents agreed to statement that the employees of the organization have a set of shared values that create a sense of identity and expectations at the organization, 16.7% disagree and 16.7% were uncertain about the statement.

Generally, the table shows that 73% of respondents agreed that the employees of the organization have a set of shared values that create a sense of identity and expectations at the organization.

Table 4.22: Cross Tabulation between Shared Values and Gender The employees of the organization have a set of shared values that create a sense of identity and expectations at the organization Strongly Strongly Disagree Disagree Uncertain Agree Agree Total Gender Male 1 1 1 8 3 14 7.10% 7.10% 7.10% 57.10% 21.40% 100.00% Female 0 2 2 6 2 12 0.00% 16.70% 16.70% 50.00% 16.70% 100.00% Total 1 3 3 14 5 26 3.80% 11.50% 11.50% 53.80% 19.20% 100.00%

4.5.9 Cross Tabulation between Shared Values and Gender

The study in Table 4.23 reveals the relationship between level of education and strategy formulation. The study shows that 80% of respondents with secondary level of education agreed that the strategies formulated in the organization are aligned to the goals of the organization, 20% disagreed about the statement. The table shows that 50% of respondents with tertiary education agreed to the latter statement while 50% were uncertain about the statement. On those respondents who hold university degrees, 50% agreed that the strategies formulated in the organization are aligned to the goals of the organization, 18.8% disagreed and 31.3% were uncertain about the statement. Finally, the study reveals that 66.7% of respondents with post graduate degrees strongly agreed that the strategies formulated in the organization are aligned to the goals of the organization, while 33.3% disagreed to the statement.

Table 4.23: Cross Tabulation between Strategy Formulation and Level of Education The strategies formulated in the organization are aligned to the goals of the organization Strongly Disagre Disagre Uncertai Strongl e e n Agree y Agree Total Highest Secondary 0 1 0 1 3 5 Level of Level 0.00% 20.00% 0.00% 20.00 60.00% 100.00 Educatio % % n Tertiary 0 0 1 1 0 2 Level (Colleges , 0.00% 0.00% 50.00% 50.00 0.00% 100.00 Polytechnics % % ) University 1 2 5 6 2 16 6.30% 12.50% 31.30% 37.50 12.50% 100.00 % % Post 0 1 0 0 2 3 Graduate 0.00% 33.30% 0.00% 0.00% 66.70% 100.00 % Total 1 4 6 8 7 26 3.80% 15.40% 23.10% 30.80 26.90% 100.00 % %

4.6 Organizational Structure on Strategy Implementation

The study aimed at determining the influence of organizational structure on strategy implementation. The study sought information from resource allocation, information, communication, management coordination, response, adaption, motivation among others. The study employed coefficient of variations (C.V) to rank the level of influence of organizational structure on strategy implementation.

Table 4.24 reveals the influence of organizational structure on strategy implementation at Kenya Rugby union. The study found that to enhance strategy implementation, the management ensures that adequate resources are available to pursue organization strategies (C.V, 0.26). The study reveals that in a well structured organization, employees have information they need to do their work (C.V, 0.27). The study shows that there is open communication between employees and the management at the organization (C.V, 0.29). The management coordinates activities through the strategy implementation process (C.V, 0.30).

Table 4.24: Organizational Structure on Strategy Implementation Std. N Mean Deviation CV The management ensures that adequate resources are available to pursue organization strategies 26 3.69 0.97 0.26 Employees have the information they need to do their work 26 3.62 0.98 0.27 There is open communication between employees and the management at the organization 26 3.62 1.06 0.29 The management coordinate activities through the strategy implementation process 26 3.73 1.12 0.3 The organization takes time to respond and adapt to new changes in the organization 26 3.54 1.07 0.3 Employees are informed of changes and also encouraged and motivated towards strategy implementation in the organization 26 3.65 1.13 0.31 The organization is affected by the unexpected and unpredictable changes in the organization. 26 3.58 1.14 0.32 There are social task forces ,project teams and standing committees formulated to spearhead the strategy implementation in the organization 26 3.62 1.2 0.33 As a result of changes in the management, the organizational structure including departments division of labor is affected 26 3.73 1.25 0.34 The organization allocates resources such as finances and personnel adequately towards strategy implementation 26 3.42 1.17 0.34

From the study, it is clear that the organization takes time to respond and adapt to new changes in the organization (C.V, 0.30) hence employees are informed of changes and also encouraged and motivated towards strategy implementation in the organization (C.V, 0.31). The study shows that the organization is affected by the unexpected and unpredictable changes in the organization (C.V, 0.32). To enhance effective strategy implementation, there are social task forces, project teams and standing committees formulated to spearhead the strategy implementation in the organization (C.V, 0.33).

4.6.1 Correlations between Employee Information and Management Coordination

Table 4.25 reveals a correlation between employee information and management coordination. From the study, it was found that when the management coordinate activities through the strategy implementation process, employees are informed of changes, encouraged and motivated towards strategy implementation in the organization

(r = 0.495*, p<0.05, N= 26). Also when management ensures that adequate resources are available to pursue organization strategies, employees are encouraged and motivated towards strategy implementation in the organization (r = 0.483*, p<0.05, N= 26).

Table 4.25: Employee Information and Management Coordination Employees are informed of changes and also encouraged and motivated towards strategy implementation in the organization The management coordinate Pearson .495* activities through the strategy Correlation implementation process Sig. (2- 0.01 tailed) N 26 The management ensures that Pearson .483* adequate resources are Correlation available to pursue Sig. (2- 0.012 organization strategies tailed) N 26 *. Correlation is significant at the 0.05 level (2-tailed).

4.6.2 Correlations between Communication and Employee Information

The study in Table 4.26 shows the correlation between communication in an organization and employee information. From the table, the study shows that when there is open communication between employees and the management at the organization, employees easily get information they need to do their work (r = 0.428*, p<0.05, N= 26). In an organization, there are social task forces ,project teams and standing committees formulated to spearhead the strategy implementation in the organization hence employees found information on strategy implementation (r = 0.445*, p<0.05, N= 26). The study also shows that to enhance employee information, the management ensures that adequate resources are available to pursue organization strategies

Table 4.26: Communication and Employee Information Employees have the information they need to do their work There is open communication between Pearson .428* employees and the management at the Correlation organization Sig. (2- 0.029 tailed) N 26 There are social task forces ,project Pearson .445* teams and standing committees Correlation formulated to spearhead the strategy Sig. (2- 0.023 implementation in the organization tailed) N 26 The management ensures that adequate Sig. (2- 0.034 resources are available to pursue tailed) organization strategies N 26 *. Correlation is significant at the 0.05 level (2-tailed).

4.6.3 Correlations between Management Coordination and Employee Information

The study in Table 4.27 depicts the relationship between management coordination and employee information. From the study, it is clear that when the management coordinate activities through the strategy implementation process, employees are informed of changes and also encouraged and motivated towards strategy implementation in the organization (r = 0.495*, p<0.05, N= 26); there is open communication between employees and the management at the organization (r = 0.483*, p<0.05, N= 26); the management ensures that adequate resources are available to pursue organization strategies (r = 0.512**, p<0.01, N= 26); and the organization takes time to respond and adapt to new changes in the organization(r = -0.411*, p<0.05, N= 26).

Table 4.27: Communication and Employee Information The management coordinate activities through the strategy implementation process Employees are informed of changes and Pearson .495* also encouraged and motivated towards Correlation strategy implementation in the Sig. (2-tailed) 0.01 organization N 26 There is open communication between Pearson .483* employees and the management at the Correlation organization Sig. (2-tailed) 0.012 N 26 The management ensures that adequate Pearson .512** resources are available to pursue Correlation organization strategies Sig. (2-tailed) 0.008 N 26 The organization takes time to respond Pearson -.411* and adapt to new changes in the Correlation organization Sig. (2-tailed) 0.037 N 26 *. Correlation is significant at the 0.05 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed).

4.6.4 Correlations between Resource Allocation and Strategy Implementation

The study in Table 4.28 reveals the correlations between resource allocation and strategy implementation. From the study, it is pointed out that the organization allocates resources such as finances and personnel adequately for social task forces ,project teams and standing committees formulated to spearhead the strategy implementation in the organization (r = 0.517**, p<0.01, N= 26).

Table 4.28: Communication and Employee Information The organization allocates resources such as finances and personnel adequately towards strategy implementation There are social task forces ,project Pearson Correlation .517** teams and standing committees Sig. (2-tailed) 0.007 formulated to spearhead the strategy N 26 implementation in the organization **. Correlation is significant at the 0.01 level (2-tailed).

4.6.5 Regression Analysis 4.6.5.1 Model Summary

When predicting the value of a variable based on the value of another variable, a model summary is used. The variable being predicted in this case is called the dependent variable. The variable being used to predict the other variable's value is called the independent variable.

Table 4.29 provides the R and R2 value. The R value is 0.996, which represented the simple correlation and, therefore, indicated a high degree of correlation. The R-square value indicated how much of the dependent variable (strategy implementation) can be explained by the independent variables, (human resource factors, cultural factors and organizational structure factors). In this case, 99.2% could be explained, which is very high.

Table 4.29: Model Summary Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate 1 .996a 0.993 0.992 0.04693 a. Predictors: (Constant), Organizational Structure, Human Resource Factors, Cultural Factors

4.6.6 Anova

The regression model, as indicated in Table 4.30 predicted the outcome variable significantly well. This is shown at the "Regression" row and at the Sig. column. This indicates the statistical significance of the regression model that is applied. For this case, P is 0.000 which is less than 0.01 and indicates that; overall, the model applied is significantly good enough in predicting the outcome variable.

Table 4.30: Anova ANOVAa Model Sum of Squares Df Mean Square F Sig. 1 Regression 6.69 3 2.23 1012.448 .000b Residual 0.048 22 0.002 Total 6.738 25 a. Dependent Variable: Strategy Implementation b. Predictors: (Constant), Organizational Structure, Human Resource Factors, Cultural Factors

4.6.6.1 Coefficient of Variation

Table 4.31 provides the information on each predictor variable. This provided with the information necessary to predict how human resource factors, cultural factors and organizational structure can enhance organizational strategy implementation at Kenya Rugby Union.

Table 4.31: Coefficient of Variation Coefficientsa 95.0% Unstandardized Standardized Confidence Coefficients Coefficients Interval for B Std. Lower Upper Model B Error Beta t Sig. Bound Bound 1 (Constant) 0.026 0.067 0.389 0.701 -0.113 0.166 Human Resource 0.426 0.021 0.523 20.343 0 0.383 0.47 Factors Cultural Factors 0.309 0.029 0.322 10.555 0 0.248 0.37 Organizational 0.257 0.031 0.266 8.381 0 0.194 0.321 Structure a. Dependent Variable: Strategy Implementation

It is well shown that human resource factors, cultural factors and organizational structure contribute significantly to the model (by looking at the Sig. column). By looking at the B column under the Unstandardized Coefficients column, the regression equation is presented as:

Strategy Implementation = 0.026 + (0.426)(human resource factors) + (0.309)(cultural factors) + (0.257)(organizational structure).

4.7 Chapter Summary

This chapter provides the results and findings of the study based on the data provided by the respondents from the Kenya Rugby Union. The chapter provided analysis on the response rate, background information, human resource factors, cultural factors and organizational structures on strategy implementation as used at Kenya Rugby Union. Summary, Discussions, Conclusion and recommendation of this study is presented in the next chapter.

CHAPTER FIVE

5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS 5.1 Introduction

This chapter provides a summary of the study, discussion, conclusions and recommendations. The summary of the study is presented in section 5.2; section 5.3 and 5.4 presents the discussion and conclusion respectively and recommendations are presented in section 5.5.

5.2 Summary

The study adopted a descriptive research design to determine the factors affecting strategy implementation in Kenya Rugby Union. The descriptive research design helped in looking at the strength of relationship between human resource factors, cultural factors and organizational structures and strategy implementation. Relevant information from the respondents was obtained using questionnaires. The study focused on 60 employees at Kenya Rugby Union. Probability sampling technique was used to determine the sample size (30 respondents) and collect data from the sample. Data analysis and presentation was done using descriptive and inferential statistics. Correlation analysis, regression analysis, cross-tabulation and frequencies were obtained and presented in tables.

51 organization are communicated to them. After a training and development program, there is an opportunity to put into practice what employees are trained during strategy implementation process.

The study established the effects of cultural influences on strategy implementation at Kenya Rugby Union. The study found that Kenya Rugby Union is open to continual redefinition as a result of changes in the external environment. The study revealed that the organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically. This showed that leaders in the organization are leading by example through guiding the employees to attainment of the organization’s goals. The organization is open to cultural diversity that provides views in strategy formulation and implementation. The study shows that at Kenya Rugby Union, employees are empowered and involved in the strategy implementation process. Employees work to eliminate lack of information flowing between groups and promote actions that are in best interest of the organization.

5.3 Discussion 5.3.1 Human Resource Factors on Strategy Implementation

From the study, it was found that for Kenya Rugby Union to enhance strategy implementation process, employees are evaluated on their current and past performance standards with the view to improve their performance. Cleveland et al, (2005) support the findings of this study by asserting that performance appraisal is an essential tool that is

52 used by most organizations to enhance organizational performance. They found that the tool helps to evaluate work done and motivates employees who perform better to enhance their future performance. This, according to the authors provides an opportunity to employees to identify the skills they need in order to progress within their organizational activities. Shehzad and Akhtar (2012) strengthen the findings by arguing that employees should have a say in developing the performance appraisal system that involve all in developing performance appraisal system that is favorable and increase trust for top management. Cawley, (1998) support this argument by asserting that participation of employees in the development of performance appraisal system leads to a sense of possession developing the satisfaction of the strategy implementation process.

The study found that through performance appraisal, the skills required by employees are identified and action taken by the management to instilling the skills to their employees through training. Cleveland et al, (2005), confirm that effective performance appraisal helps management of different organizations to identify their consummate employees to spearhead strategy implementation in the organization. Anthony et al, (2002) on the other hand confirm that performance appraisal is important in strategy implementation process as it is an integral part of an organization’s performance management process.

The study showed that the organization is able to select employees who are knowledgeable for the task assigned hence new strategies formulated in the organization are communicated to the employees. Ahmadi et al, (2012) found that recruitment and selection is the process of attracting and selecting people to serve in an organization. Cummins (2015) asserts that employee recruitment and selection is the most expensive part of human resource but still a critical component of any organization where the right personnel are appointed and trained to produce good results. In support of the findings of the study, Lavigna and Hays (2005) argue that effective recruitment and selection process is aligned to strategy implementation process having a well planned human resource that is well coordinated and knowledgeable to execute strategies. According to the study done by Public Service Commission (2015), it confirms that recruitment and selection is not just a human resource factor and administration function but a strategic process aimed at contributing to the achievement of organizational objectives.

From the study, it is well demonstrated that there is an opportunity to put into practice what employees are trained after a training and development program. This is according 53 to the study enhances employee performance at all level in the organization. To support the findings of the study, Nziazi (2011) found that training and development is a key human resource management practice that is necessary for organizations while implementing new strategies. Dessler (2006) shows that for an organization to meet the current and future challenges, training and development assumes a big role of learning actions which involves training of the employees for their present tasks and more so, knowledge sharing to improve their businesses. Peteraf (1993) supports the findings by arguing that training and development focuses on career development expanding individual, group and organizational effectiveness.

The study reveals that employees are involved in developing the performance appraisal system of the organization. The study found that employees are rewarded as a result of performing tasks assigned to them which motivate them to perform better. To support the findings, Bateman and Snell (2007) indicate that a good compensation and benefits package leads to improved performance of employees. This was emphasized by Shehzad and Akhtar, (2012) that with a good compensation and benefits package an organization is able to retain employees who are satisfied and are motivated. According to Roberts (1997), when a compensation and benefits package is less compared to another organizations of the same nature, workers may leave the organization for the organization that has a better package. An organization may not achieve strategy implementation when it is experiencing high turnover due to a poor compensation and benefits package.

5.3.2 Effects of Cultural Influences on Strategy Implementation

The study established that Kenya Rugby Union uses cultural factors to enhance strategy implementation process. According to the study, for an organization to effectively implement strategies, the organization should be open to continual redefinition as a result of changes in the external environment. Mobley et al, (2005) found that adaptability is the ability of an organization to adjust swiftly to signals from the external environment including customers and the market place. Denison (2009) asserts that firms should be able to read the business environment,envision changes in the process and procedures and make timely changes. Aanya (2015) indicates that creating an environment that is open to production and communication requires organizations to be flexible enough to embrace change.

The study found that the organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically. This shows that leaders in the organization are leading by example by guiding the employees to attainment of the organization's goals. To support the argument of the study, Muthoni (2012) reveals that leaders play the role of coaches in giving general direction, but encourage individual decision-making to determine the operating details to execute the plan. Mobley et al (2005) indicates that, for organizations to become successful, they must have a clear sense of purpose that gives them a long-term direction.This trait enables organizations to identify if they are in danger of shortsightedness or they are equipped with systematically defined strategic and action plans.

From the study, it is confirmed that the organization is open to cultural diversity that provides diverse views in strategy formulation and implementation. Aanya (2015) confirm that environment that is open to production and communication provides a model that welcomes cultural diversity and assist in the clarification of strategy implementation. To strengthen the findings of the study, Alpander & Lee (1995) adds that organizational development program and its application influence a company to change its culture, structure, and operating procedures concluding that flexible and adaptable employees are willing to initiate the process and procedure changes necessary to produce high-quality products or services at the lowest possible cost. Aanya (2015) affirms that culture within an organization unifies members and helps create a set of common norms or rules within an organization that employees follow.

The study reveals that employees are empowered and involved in the strategy implementation process. This will make employees work to eliminate silos (lack of information flowing between groups) promoting actions that are in best interest of the organization. Denison (2009), argues that core values involve the shairing of set values that create a sense of identity and a clear set of expectations. Coordination and integration involve the shairing of a common perspective among employees allowing them to work effectively across boundaries. Ukpolo (2010) affirms that in order to effectively and efficiently implement a plan, all individuals involved in its implementation must function as a whole or the plan is destined for failure.

From the study, it is found that the employees of the organization have a set of shared values that create a sense of identity and expectations at the organization. Denison (2009) 55 affirm that set of shared values in an organination creates the ability of the organization to reach an agreement on critical issues especially employees able to reconcile their differences in a diplomatic way when problems arise. Zahra (2014) indicates that the effectiveness of an organization is strongly correlated with the consistency culture.

The study reveals that the strategies formulated in the organization are aligned to the goals of the organization. Aanya (2015) confirms the findings by stating that to develop a strategy within an organization and implement it successfully, it must fully be aligned with the institution’s culture. Aanya suggests that goals and objectives must therefore be established within an organization to support and establish an organizational culture that embraces the organization’s strategy over time. Denison (2009) further states that when culture is aligned with strategy execution and implementation, an organization is able to operate more efficiently in the market place.

5.3.3 Organizational Structure on Strategy Implementation

The study confirms that the management ensures that adequate resources are available to pursue organization strategies. Barnat (2005) affirms that strategy implementation includes designing the organization's structure, allocating resources, developing information and decision process, and managing human resources, including such areas as the reward system, approaches to leadership, and staffing. Mankins and Steele (2005) reveals that resource allocation is a central management activity that allows for strategy execution. The real value of any resource allocation program lies in the resulting accomplishment of an organization's objectives. Vanguard (2015) argue that appropriate resource allocation and budgeting gives the organization competitive advantage by enhancing its core competencies and capability.

From the study, it was found that employees have the information they need to do their work. Pine et al, (2006) found that in turbulent environments, there are many unexpected changes. The result of the growth in environmental turbulence has been the reduction of orderly competition, an increasing need for information, innovation and quicker cycles of development, and more difficulty in predicting customer, product and service requirements

The study found that there is open communication between employees and the management at the organization. Through this communication, employees are informed of changes and also encouraged and motivated towards strategy implementation in the organization. Rapert et al, (2002) confirm that organizations where employees have easy access to management through open communication outperform those in a restrictive communication environment. Peng and Litteljohn (2001) argue that effective communication is key to effective startegy implementation. As a result, communication as an effect of organizational structure and plays a key role in training of employees, knowledge dissemination and learning during the process of startegy implementation

From the study, it was confirmed that the management coordinate activities through the strategy implementation process. Barrows (2014) asserts that the power to coordinate activities during strategy implementation is then placed on the mangers in the organization since they have more authority over more organizational units and the power to coordinate, integrate, and arrange the cooperation of the units under their supervision becomes an easy process. Richard (1998) found that coordination of activities in an organization is critical to the success of strategy implementation. Important to note is that coordination is a result of structures put in place in an organization

From the study, the organization is affected by the unexpected and unpredictable changes in the organization. This is because the organization takes time to respond and adapt to new changes in the organization. To confirm the findings, Barnat (2005) indicates that unexpected and unpredictable changes in organizations are caused by environmental turbulence. The environmental turbulence exists when changes are unexpected and unpredictable and the pressures for change at which the organization must be able to respond to the change are key environmental issues.

The study found that in an organization, there are social task forces, project teams and standing committees formulated to spearhead the strategy implementation in the organization. Barrows (2014) found that through organizational structure, the process of negotiation and decision making on the objectives and strategies in an organization is smooth. Richard (1998) adds that organizations generally respond positively to strategy implementation process if there is a coordination mechanism put in place. Edinger (2012)

57 believes that cordination also involves cascading of the strategy throughout the organization getting to the practical and tactical components of people’s jobs every day.

5.4 Conclusions 5.4.1 Human Resource Factor on Strategy Implementation

The study concludes that factors of human resource influence strategy implementation. Employees are evaluated on their current and past performance standards with the view to improve their performance. Through the performance appraisal, the skills required by employees are identified and action taken by the management to instilling the skills to their employees through training. The study concludes that the organization is able to select employees who are knowledgeable for the tasks assigned. Through these employees, new strategies are communicated and implemented effectively. The study also concludes that there is an opportunity to put into practice what employees are trained on after a training and development Program. Employee performance at the organization is enhanced through training and Development. It is concluded from the study that employees are involved in developing the performance appraisal system of the organization. This system makes employees are rewarded as a result of performing tasks assigned to them which motivates them to perform better.

5.4.2 Cultural Factors on Strategy Implementation

The study concludes that Kenya Rugby Union is open to continual redefinition as a result of changes in the external environment. The study confirms that Leaders in the organization are leading by example by guiding the employees to attainment of the organization's goals. The study revealed that the organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically. The study concludes that when the organization is open to cultural diversity that provides diverse views in strategy formulation and implementation, employees are empowered and involved in the strategy implementation process. Employees work to eliminate lack of information flowing between group, promoting actions that are in best interest of the organization. The study concludes that the employees of the organization have a set of

58 shared values that create a sense of identity and expectations at the organization hence the strategies formulated in the organization are aligned to the goals of the organization.

5.4.3 Ensuring Sustainability of Competitive Advantages The study concludes that the management of Kenya Rugby Union ensures that adequate resources are available to pursue organization strategies. There is open communication between employees and the management at the organization hence employees have the information they need to do their work. The study also concludes that the employees are informed of changes and also encouraged and motivated towards strategy implementation in the organization. The study found that there are social task forces, project teams and standing committees formulated to spearhead the strategy implementation in the organization hence the organization allocates resources such as finances and personnel adequately towards strategy implementation. The study concludes that the organization takes time to respond and adapt to new changes in the organization hence it is affected by the unexpected and unpredictable changes in the organization. The management coordinate activities through the strategy implementation process hence the organizational structure including departments division of labor is affected as a result of changes in the management.

5.5 Recommendations 5.5.1 Recommendation for the Study 5.5.1.1 Human Resource Factors on Strategy Implementation

The study recommends the executive and management of Kenya Rugby Union to evaluate the current and past performance standards of employees with the view to improve their performance. The study found that through the performance appraisal, the skills required by employees are identified and action taken by the management to instilling the skills to their employees through training. The study recommends the Organization to select employees who are knowledgeable for the tasks assigned and effectively communicate new strategies formulated to them. The study found that there is an opportunity to put into practice what employees are trained on after a training and development Program. Due to the latter, the study recommends the organization to develop training and development program as it enhances employee performance at the organization. From the study, it was found out that Employees are involved in developing

59 the performance appraisal system of the organization. The study hence recommends the organization to reward employees as a result of performing tasks assigned to them which motivates them to perform better. The study recommends the organizations to develop conducive working conditions for all employees. This makes employees feel secure in their jobs which leads to their cooperation in strategy implementation of the organization.

5.5.1.2 Cultural Factors on Strategy Implementation

The study found that the organization is open to continual redefinition as a result of changes in the external environment. The study recommends the leaders in the organization to lead by example through guiding the employees to attainment of the organization's goals. The study found the organization leaders and employees are able to reach an agreement on critical issues and resolve their differences diplomatically. The study recommends leaders to open their organizations to cultural diversity that provides diverse views in strategy formulation and implementation. This will make employees empowered and involved in the strategy implementation process. Employees will also work hard to eliminate silos (lack of information flowing between groups) and promote actions that are in best interest of the organization. The study found out that the employees of the organization have a set of shared values that create a sense of identity and expectations at the organization. The study recommends management of organizations to align the strategies formulated in the organizations to the goals of the organization. This will enhance effective and efficient implementation of strategies.

5.5.1.3 Organization Structure on Strategy Implementation

The study found out that there are social task forces, project teams and standing committees formulated to spearhead the strategy implementation in the organization. Due to this, the study recommends the organization to allocate resources such as finances and personnel adequately towards strategy implementation. The study also found out that the management ensures that adequate resources are available to pursue organization strategies. The study recommends that there should be open communication between employees and the management in the organization. This will allow employees to be informed of changes and also encourage and motivate them towards strategy implementation in the organization. The study found that the organization is affected by the unexpected and unpredictable changes in the organization. The study hence

60 recommends Kenya Rugby Union to minimize on the time taken to respond and adapt to new changes in the organization. The study recommends the management of Kenya Rugby Union to coordinate activities through the strategy implementation process. This will allow employees to have the information they need to do their work.

5.5.2 Recommendation for Further Research

The study aimed at investigating the factors affecting strategy implementation with a focus on the Kenya Rugby Union (KRU). As strategy implementation is concerned, there are several areas in which research can be conducted including; the relationship between choice of strategy and the overall performance of the organization and to investigation the administrative gaps in strategy implementation.

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APPENDICES

APPENDIX I: INTRODUCTORY LETTER RE: Request To Collect Research Data

Dear Respondent, I am a graduate student pursuing my Masters in Business Administration (MBA) with a concentration in Strategic Management at United States International University. I am carrying out research on Factors Affecting Strategy Implementation in Kenyan Rugby with a Case Study of Kenyan Rugby Union (KRU) which is in partial fulfillment of the requirement of the Degree of Masters in Business Administration (MBA) at United States International University-Africa.

This is an academic research used only for academic purposes. Confidentiality is firmly emphasized and nowhere in the report are names mentioned Kindly spare some time to complete the questionnaire attached.

Yours sincerely,

Horsfall Obomate (Researcher) USIU-Africa

APPENDIX I1: QUESTIONNAIRE SECTION A: GENERAL INFORMATION

1) Gender of Respondents

Male [ ]

Female [ ]

2) Period worked with Kenyan Rugby Union (KRU) 1 – 3 Years ( ) 3 – 6 years ( ) 6 – 9 years ( ) 9 – 12 years ( )

Over 12 years ( )

3) What is your highest level of school completed?

Secondary level [ ]

Tertiary level (colleges, polytechnics) [ ]

University [ ]

Post Graduate [ ]

4 a) Have you been involved in any strategy implementation process while at KRU?

Always [ ] Very Often [ ] Sometimes [ ] Rarely [ ] Never [ ]

b) How was the experience?

Excellent [ ] Above Average [ ] Average [ ] Below Average [ ] Very Poor [ ]

SECTION B: IMPACT OF HUMAN RESOURCE FACTORS ON STRATEGY IMPLEMENTATION Kindly indicate the extent to which the following human resource factors have impacted on strategy implementation in your organization. Please (√) tick appropriately on a scale of 1-5. 1-Strongly Disagree, 2-Disagree, 3-Uncertain, 4-Agree, 5-Strongly Agree

Agree

Strongly Strongly Disagree Disagree Uncertain Strongly Agree 1. The organization is able to select employees who are 1 2 3 4 5 knowledgeable for the tasks assigned 2. The environmental factors such as politics and the job 1 2 3 4 5 market affect recruitment and selection at the organization 3. The organization uses the competency model while 1 2 3 4 5 hiring which results in transparency in the recruitment and selection process. 4. Employees are trained on the knowledge, skills and 1 2 3 4 5 abilities required to perform tasks in the organization 5. Training and development enhances employee 1 2 3 4 5 performance at the organization 6. There is an opportunity to put into practice what 1 2 3 4 5 employees are trained on after a training and development programme 7. Information is conveyed to new employees on the 1 2 3 4 5 expectation of their jobs including the human resource policies of the organization 8. New strategies formulated in the organization are 1 2 3 5 6 communicated to new employees 9. Employees are evaluated on their current and past 1 2 3 4 5 performance standards with the view to improve their performance. 10. Through the performance appraisal, the skills required 1 2 3 4 5 by employees are identified and action taken by the management on instilling the skills to their employees through training 11. Employees are involved in developing the performance 1 2 3 4 5 appraisal system of the organization 12. Employees are rewarded as a result of performing tasks 1 2 3 4 5 assigned to them which motivates them to perform better. 13. The organization has a favourable compensation and 1 2 3 4 5 benefits package 14. Salaries of the employees are paid in on time 1 2 3 4 5 15. The working conditions of employees at the organization 1 2 3 4 5 are conducive. 16. Employees feel secure in their jobs which leads to their 1 2 3 4 5

74 cooperation in strategy implementation of the organization

SECTION C: EFFECTS OF CULTURAL INFLUENCES ON STRATEGY IMPLEMENTATION Kindly indicate the extent to which the following cultural influences affect strategy implementation in your organization. Please (√) tick appropriately on a scale of 1-5. 1- Strongly Disagree, 2-Disagree, 3-Uncertain, 4-Agree, 5-Strongly Agree

Agree

Strongly Strongly Disagree Disagree Uncertain Strongly Agree 1. The organization is open to continual redefinition as a 1 2 3 4 5 result of changes in the external environment 2. The organization is open to cultural diversity that 1 2 3 4 5 provides diverse views in strategy formulation and implementation 3. Employees are allowed to design their work activities 1 2 3 4 5 aligned to the mission which leads to successful strategy implementation. 4. Leaders in the organization are leading by example by 1 2 3 4 5 guiding the employees to attainment of the organization’s goals. 5. The strategies formulated in the organization are aligned 1 2 3 4 5 to the goals of the organizations 6. Employees are empowered and involved in the strategy 1 2 3 4 5 implementation process 7. Employees are encouraged to work together for the 1 2 3 4 5 common goals and development of the organization 8. The employees of the organization have a set of shared 1 2 3 4 5 values that create a sense of identity and expectations at the organization 9. The organization leaders and employees are able to 1 2 3 4 5 reach an agreement on critical issues and resolve their differences diplomatically 10. Employees work to eliminate silos (lack of information 1 2 3 4 5 flowing between groups) promoting actions that are in the best interest of the organization as a whole

SECTION C: EFFECTS OF ORGANIZATIONAL STRUCTURE ON STRATEGY IMPLEMENTATION Kindly indicate the extent to which the following Organizational structures affect strategy implementation in your organization. Please (√) tick appropriately on a scale of 1-5. 1- Strongly Disagree, 2-Disagree, 3-Uncertain, 4-Agree, 5-Strongly Agree

Agree

Strongly Strongly Disagree Disagree Uncertain Strongly Agree 1. Employees are informed of changes and also 1 2 3 4 5 encouraged and motivated towards strategy implementation in the organization 2. Employees have the information they need to do 1 2 3 4 5 their work 3. There is open communication between employees 1 2 3 4 5 and the management at the organization 4. The management coordinate activities through the 1 2 3 4 5 strategy implementation process 5. There are social task forces, project teams and 1 2 3 4 5 standing committees formulated to spearhead the strategy implementation in the organization 6. The organization allocates resources such finances 1 2 3 4 5 and personnel adequately towards strategy implementation 7. The management ensures that adequate resources 1 2 3 4 5 are available to pursue organizational strategies 8. The organization is affected by the unexpected and 1 2 3 4 5 unpredictable changes in the organization. For example change in management. 9. The organization takes time to respond and adapt to 1 2 3 4 5 new changes in the organization. 10. As a result of changes in the management, the 1 2 3 4 5 organizational structure including departments division of labour is affected

THANK YOU FOR YOUR TIME!!

APPENDIX II: WORK PLAN

TIME SEP – OCT OCT – NOV NOV – DEC DEC – APRIL 2015 2015 2015 2016 ACTIVITIES Identifying research topic Proposal writing

Reviews with supervisor Proposal Submission Proposal presentation Corrections and amendments

Data collection

Data Analysis Preparation of final report Reviews with supervisor Printing and binding of the final report Submission of project Presentation of project

APPENDIX 111: BUDGET ITEM DESCRIPTION AMOUNT IN KSH

Stationery 4 ream of papers @ 1,000 each 4, 000

Proposal preparation and binding 45pages x10=450 5, 00 Binding-100 Transport and meals Researcher 5, 000

Data collection and analysis 13, 000 Printing and binding of the final report 3copies @ 1500 4, 500 each Miscellaneous 3,000

Total 30,000