Analysis Of Strategic Management Practices On Performance Of General Duty Police In Uasin Gishu County

Abstract

Nowadays, organizations are operating in ever changing environment coupled with unpredictable environment full of competitive pressures from the competing organization forcing organization to opt for strategic management practices.The purpose of the study was to analyze strategic management practices and performance of General Duty Police service in Uasin Gishu County. The study was guided by the following specific objectives to assess the effect of change Sponsor Mobilization and Performance of General Duty Police Service; to assess the effects of employee Participation and Performance of General Duty Police service; to find out the effects of Communication and Performance of General Duty Police Service and to identify the effects of stakeholder involvement and performance of General Duty Police service.The study was guided by the following theories; Kurt Lewins Three Step Planned Strategic Change Model; Kotters Eight-Step Model and Jick Ten-Step Change Model. This study adopted cross-sectional research design based on the key areas of interest.The target population was 265 employees therefore the researcher used census method since the target population was manageable.The researcher used a questionnaire as the primary data collection instrument.The researcher collected data through administering a questionnaire to a sample of individuals.The researcher used quantitative analysis which includes descriptive statistics mean, standard deviation and inferential statistics which is multiple regression.Expectations of this research provided vital information to facilitate the management of General Duty Police.From the discussions and findings in this chapter, the study noted the case of the general duty police is not a unique one in the application of strategic management practices on performance of general duty polices in Uasin Gishu County. The study also noted that Major weaknesses were noted in change sponsor mobilization, communication, employee participation and stakeholder invlovments. After all is said and done, the study also appreciates that the forces of change in Kenya and elsewhere around the globe are not growing any less, if anything they are growing stronger and more formidable by the day. The study therefore recommends that for successful management of change in general and strategic change in particular, Kenya Police needs to embark on a deliberate process to acquire or build capacity for change management. This can be done either through training of existing middle level managers or recruitment of personnel with post-graduate education and experience in the management of change.It was revelaed that effects of Communication and Performance of General Duty Police Service. From the findings shows that the R value (.714) reveals a strong relationship between Strategic Management Practices and Performance of General Duty Police. The R2which is 0.511 means that the stratetic management practices studied in this research contribute to 51% of performance of general duty police. It is therefore clear that there is a significant positive association between the IVs and the DV. The results show that communication practice predicts performance of general duty police. Since the p value is (0.014) < 0.05 level of significance, we therefore reject the null hypothesis and affirm that there is enough evidence to conclude that communication positively influences performance of general duty police.For every unit increase in performance of general duty police with other factors held constant as reflected by the value (1.342), there should be 0.309 increase in change sponsor mobilization and its significant is.23, Employee Partcipation 0.421,its significance is .043Communication on performance 0.934 its significance is .014. Stakeholder involvement 0.845 its significance is.013. Therefore this study confirms that there is a positive association between change sponsor mobilization, Employee participation, Communication and stakeholder involvement.