Abstract:
The most important aspect of organizational management is revenue. It is the one that keeps the
organization running day in day out. Thus, it is in order to manage revenue efficiently as the
environments keep changing, thus adapting technology in response to the changes will greatly
improve management in organizations. The goal of this study was to determine the effects of
automation management strategies on revenue growth in Kenya's Selected Lake Region
economic bloc counties. The specific goals were to ascertain the impact of the revenue
mobilization strategy, ascertain the impact of the real-time strategy, ascertain the impact of the
fraud control strategy, and ascertain the impact of the monitoring and tracking strategy on
revenue growth in Kenyan county governments. The study was guided by McKinsey 7S Model,
resource based view theory and organizational change management theory. Descriptive research
design approach was used. The study covered 7 selected counties in the lake region economic
bloc. The 331 employees who worked in revenue collection were the study's target population.
259 respondents made up the sample size, which was determined using a stratified and random
sampling procedure. With the help of a closed-ended, structured questionnaire, primary data was
gathered. The university supervisors and experts were consulted in order to establish the research
instrument's face validity, construct validity, and content validity. Reliability was established by
conducting a pilot study in Uasin-Gishu County where 26 questionnaires were administered and
reliability was determined by using Cronbach Alpha coefficient of more than .746 was accepted.
Data was collected, edited, and coded before being analyzed using descriptive statistics methods
such as means, percentages, and standard deviations, and data was displayed as tables and
figures. Pearson Product moment correlation was used to gauge the relationship's strength, and
simple linear regression was used to gauge how the independent variable affected the dependent
variable. The study discovered that increasing one unit of tax revenue resulted in a significant
increase in revenue growth. Increase in one unit of real time report led to increase in revenue
growth and it was found to be significant. An increase in one unit of fraud control led to a
decrease in revenue growth and was significant. An increase in one unit of monitoring and
tracking led increase in revenue growth and was found to be significant. Lastly increase in
monitoring and tracking by one unit led to 1.263 increases in revenue growth and it was
indicated as significant. The study concluded that: performance targets were being monitored and
tracked on a daily basis, monitoring and tracking had a positive and significant relationship with
political influence and revenue growth. The study recommended that revenue targets to be set in
a way that they can be monitored and tracked easily in the system the study recommended that
hiring and transfers should be done based on merits.
