To Investigate The Role Of Monopolistic Competitive Environment Responses On Organizational Performance: A Case Of Kenya Power Company In Kisii And Nyamira Counties

Abstract

Monopolistic competitive environment responses operate effectively in managing changes. Competitive environment plays a role in improving organizational performance. They are many variations for achieving competitive responses and its effects on organizational performance. This was shown by the current and previous years of strategic management for long term strategic plans of the organizations. The monopolistic competitive environmental responses have brought anxieties and threats created by new entrants, technological advancement, social reforms, legislative changes, government policy changes, regionalization and economic changes. Kenya power company inflates power bills to its customers, postpaid meters are not read they do estimates that lead to illegal connections, the electronic payment system normally breaks making hard for payment of top up tokens on prepaid meters, customers often encounter delays when buying tokens, exploitation by third party vendors, pressure on the payment channel and delayed in installation of prepaid paid meters. The main objective was to assess the effect of competitive environment response on organizational performance in Kenya Power Company. The study used specific objectives that follows; to assess the effects of technological response on performance, to determine the effects of social competitive response on organizational performance, to establish the effects of marketing responses on organizational performance, and establish moderating role of government policy on the relationship between monopolistic competitive environment and organizational performance in Kenya power company in Kisii and Nyamira counties. This study used case study design on the target population of 64 respondents. This comprised of employees of Kenya Power Company working at Kisii and Nyamira counties. This is because of convenience as it has many customers across the counties. The study sampled a population of 61 respondents who were employees of Kenya Power Company by applying 30% of the target population. A research questionnaire was used as the main research instrument to collect data. The data was collected and entered to excel and SPSS for analysis using statistical methods of descriptive and correlation. Supervisors verified content validity. The study also used multiple regression analysis to determine the relationships. Reliability was tested and measured by Cronbach alpha coefficients. The results were presented in tables and figures. The study found that employees were encouraged to use brand image value for social competitive response in improving performance. The study concluded that technological responses have positive relationship to organization performance. The research also recommends that the organization can restructure their strategic operations in Kenya power, Rural Electrification and Renewable Energy and Kenya Electricity Transmission Company across consumer segments. The study recommended that Kenya Power Company should connect power using a communal connection scheme. The study also recommended that Kenya Power Company should also pursue a revolutionary technology aimed at enabling Kenyans to share tokens with their friends, relatives as well as neighbors who are on the prepaid option as well as move with their tokens to their new locations whenever they migrate. The study recommended that Kenya Power Company to effectively link customers with emergency team to respond to power disruptions and emergencies whenever they occur. The study also recommended that Kenya Power Company should produce new measures to control payment of bills and provide consumer management systems that would enhance organization performance. The study finally recommended that KPC should install modern transformers that are of good quality and be serviced regularly.