Abstract:
Resource allocation, leadership, organizational culture, and structure play an important role in the performance of an organization. For companies to remain competitive, there has to be a clearly formulated strategic plan and ways of implementing it. Several companies in Kenya experience difficulties in implementing strategic plans. In light of this, therefore, the study sought to fill the gap by determining the effects of strategic plan implementation on the performance of South Nyanza Sugar Company Limited, Kenya. The specific objectives were to determine the effect of resource allocation, the contribution of organizational structure, the attitude of employees towards leadership, and the role of organizational culture in the performance of South Nyanza Sugar Company Limited. The study used a descriptive research design with 994 employees of South Nyanza Sugar Company Limited being the target population. A sample size of 329 respondents acquired through purposive and stratified random sampling techniques was used for this research. The researcher used primary and secondary data. Primary data were collected using self-administered questionnaires and secondary data included documented information obtained from the company’s website. Data collected were sorted, coded, and analyzed. Data were analyzed using both descriptive and inferential statistics with the aid of Statistical Package for Social Sciences. The outcome of the research was later presented using tables, pie charts, and bar graphs. Resource allocation, organizational structure, leadership, and organizational culture were studied, all the factors were found to have high effects on performance, except for leadership which had little effect on performance. The study recommended that the organisation should provide strict accountability measures to ensure resource allocation decisions are thoroughly vetted, simplify its structure to ensure easier information flow and improved teamwork, initiate a policy of providing chances for leadership development for its staff, and commence policy modifications that are geared towards devolving decision making and authority to staff at all levels. Further studies would be more appropriate in areas that compare the effects of strategic plan implementation on the performance of private and public firms in Kenya. This would seem likely to lead to new insights and therefore enrich the efforts that have been made in this study.
