Relationship between Strategy Implementation and Performance of Kenya Wildlife Service

Cases of a direct strategic direction–performance link may be found in numerous accounts of improvements of organizational performance attributed to changes in leadership. The same case applies to structural adaptations, human resource management, and technology. However, empirical studies into the links between these elements and performance have been lacking. However, Kenya wildlife services have experienced a lot of challenges in achieving its desired objectives more so local customer satisfaction. This study has investigated the effect of strategy implementation on organizational performance in the Kenya Wildlife Service. Four specific objectives guided the researcher and they included to establish the influence of strategic direction on performance; to assess how structural adaptations affect performance; to determine the influence of human resource management on performance; and to find out how technological requirements influence performance in the Kenya Wildlife Service. Theories that were reviewed included organizations theory, dynamic capabilities view, Okumu’s strategy implementation framework, and Higgins’ 8-S strategy implementation framework. The researcher employed a descriptive case study research design with a combination of both qualitative and quantitative methods. The population of interest in this study included all the management staff involved in formulation and implementation of strategy at the Kenya Wildlife Service. The Kenya Wildlife Service has seven deputy directors with 43 management staff under them. This study targeted all of them which translated into a population of 50 respondents in the organization. This study used a census technique which is a procedure of systematically acquiring and recording information about the members of a given population as a whole. A total of 50 members of management staff therefore took part in this study. A questionnire was used to collect data through drop-and-pick later method. Data collected was analyzed using descriptive statistics and inferential statistics and the results presented in tables and charts. The regression analysis results show that strategic direction, structural adaptations, technology requirements and human resource explains 96.3% of change in performance. Strategic direction has a positive relationship with performance and contributes by a factor of 0.343 to the change in the dependent variable. Structural adaptations also have a positive relationship with performance and contributed to the change in the dependent variable. Human resource management was found to have a negative relationship with performance and contributed to change in the dependent variable. This relationship was however not statistically significant.Technology requirements have a positive relationship with performance and it contributed to the change in the dependent variable. Performance of an organization largely depends on its external and internal customers. KWS seems to have concentrated more on the external customer forgetting its internal customers; the employees. Employee satisfaction is critical for KWS performance and therefore the need to focus on employees’ needs as the organization seeks to satisfy its customers. Motivated employees will have better individual productivity and this will yield improved overall oragizational performance. KWS should review its human resource policy and practices. Its new policy should take good care of employees; motivate them through rewards and incentives. KWS should adopt current technology for better operational performance. It should also be in a position to respond to frequent technological changes in its field.