the influence of top management support on...

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THE INFLUENCE OF TOP MANAGEMENT SUPPORT ON EXECUTION OF

STRATEGIC PLANS IN TANZANIA’S EXECUTIVE AGENCIES

Venance Shillingi Salum Mzumbe University,

Email: [email protected]

ABSTRACT This study investigated the influence of top management support on execution of strategic plans in Tanzania’s executive agencies. Seven (7) sampled executive agencies (i.e. 26% of the 27 executive agencies in the country) were randomly drawn, and the study used stratified random sampling to obtain a sample size of 188 respondents which was 30% of the target populations (632 respondents) from the headquarters of sampled executive agencies. The study found that there was strong positive relationship between top management and execution of strategies that significantly influence execution of strategies in Tanzania’s executive agencies at alpha of 0.05. Also, R square= 0.477 at α = 0.05 shows that, 47.7% of the total variations in implementation of strategic plans is influenced by top management support and 52.3% is contributed by other factors not considered in this study. The findings suggest that top management is key for successful implementation process in Tanzania’s executive agencies, and the study concluded that top management support does influence implementation of strategic plans in Tanzania’s executive agencies. Finally, it is recommended that top management should make sure resources required for strategy implementation are available as planned in order to avoid failures. Keywords: Tanzania, executive agencies, strategies, top management, executions Paper type: Research paper Type of Review: Peer Review

1. INTRODUCTION

The major purpose of public service organisation is to promote social equity and create public value by embracing

changes in government’s structure, roles, boundaries and changes to the management paradigm (Bryson, 2011).

Public sector encompasses organizational arrangements, political choices, community interests and objectives of

organisations that are sometimes at odds with those of stakeholders (Morgan, Levitt & Malek, 2007). Also,

according to Horton (2006), public management emphasizes policy analysis, budgeting systems, zero-budgeting,

programme planning, productivity measurements, and restructuring; where these initiatives are directed towards

social equity. It includes organisational arrangements, values, political choices, community interests,

organisation’s objectives and individual views, which are sometimes conflicting and inconsistent with those of

stakeholders (Heyer, 2010). New Public Management (NPM) which became popular in the 1980s and 1990s

(Horton, 2006), as a major concern in public sector organisation, managing interconnectedness and

interrelationship between the various external and internal factors to enhance delivery of quality services for

satisfying the expectation of the citizens. Pollitt and Bouckaert (2004) argue that, the NPM model supports reforms

that are deliberately designed to reshape services in the public sector to the like of operations of private sector. In

an NPM ideal prototype, agencies are created with several autonomy-enhancing features, including financial and

human resources autonomy, accompanied by strict performance result accountability for Chief Executive Officer

(CEO) (Joshi & Ayee, 2009). Automatisation and performance contracts are the defining features of the

agencification reform. They are part of government, and are intended for the administration of law, which sets

them apart from privately owned firms and other non-profit organizations (James, 2003). In Tanzania public

East African Journal of Social and Applied Sciences (EAJ-SAS) Vol.1, No.2 Publication Date: December 30, 2019

ISSN: 0856-9681

The current issue and full text archive of this journal is available at: http//www.mocu.ac.tz

Cite this article as: Salum, V. S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive Agencies, East African Journal of Social and Applied Sciences, 1(2), 114-131.

mailto:[email protected]

Shilingi, V.S. (2019). The Influence of Top Management Support on Execution of Strategic Plans in Tanzania’s Executive

Agencies.

East African Journal of Social and Applied Sciences [EAJ-SAS] Vol. 1, Issue 2, 2019. 115

sector’s various reforms have been carried out and performance improvement tools have been introduced such as

Strategic Plan, Open Performance Review and Appraisal systems (OPRAS), Client Service Charter and Medium

Term Expenditure Framework.

However, both private companies and public agencies produce value, but, in agencies, the public value (Moore,

2000) benefits the whole population, not merely paying customers (private value). Smullen (2007) has argued that,

agencification has become fashionable and every country is trying to put the idea into practice. This is because the

aim of the agencification reform is to create task-specific units within the government that are flexible and

output/outcome-focused. Hence, within a short period of time the idea of agency has spread from its original

backyard, mainly in the Anglo-American countries to different parts of the world (Caulfield, 2002). Canada, for

example, began to implement the agencification programme in 1993 (Prince, 2000). In Japan, the idea of creating

agencies was put into practice in 1998 through the creation of Independent Administrative Corporations

(Yamamoto, 2000). In Sub-Saharan African countries, agencification programmes were mainly sponsored and

promoted by international financial institutions like the World Bank, the International Monetary Fund (IMF), and

other Western donors (Caulfield, 2002). The sponsors provided both financial and technical support for

introduction of executive agencies in public sector with aim of improving performance, and as a result, executive

agencies were introduced in Tanzania under the public service reform programme (PSRP) phase two of 2000 –

2011 (Bana & Ngware, 2006). Strategic plan is one of performance tools introduced by PRSP in Tanzania’s public

sector in order to improve performance. The aim was to move from process oriented based performance to

performance based on output.

Strategic planning in the public sector is expected to promotes decision making, strategic thinking, enhances

organisational effectiveness, creates interconnectedness among departments, aligns the value chain, and the entire

societal system is broadly served. Studies have shown that, failure rate of strategy execution range from 50% to

90% respectively, and this is due to indecisive and lack of commitment by managers (Sirkin, Keenan & Jackson,

2005; Franken, Edwards & Lambert, 2009). Moreover, for successful implementation strategies, CEO should

champion the process with support from other managers through communication by providing new direction of

the firm. This at the end minimizes resistance to change from other employees (Koufopoulos & Chryssochoidis,

2000; Jarzabkowski & Bologun, 2009). Strategic planning has an integrative effect which uncovers clashes of

interest at different levels; and hence each business unit and sub-business unit will experience and respond in a

different manner to the integrative effects of planning strategies. Also, self-interest, political issues within

organisation, and the limited level of managers’ responsibilities influence how information is shared, and hence

the degree of implementation of strategies.

In addition, successful implementation of strategy depends on two factors: first, the need to focus on right strategic

goals that are championed by senior managers, that blend the firm behind its strategy, establish measures and

milestones of success, and ensure effective allocation of resources; and second, the freedom granted to all elements

of the organisation to be creative in discovering new and innovative ways of carrying out these goals

(Jarzabkowski & Bologun, 2009). Execution of strategy requires a company to set up annual objectives, formulate

policies, motivate staff, and allocate resources so that planned strategies can be implemented (Syrett, 2007).

Further, Wheelen and Hunger (2000) assert that, divisional and functional managers work in developing

programmes, budgets, and procedures for executing strategy with their colleague managers. This is done to attain

synergy among divisions and functions for creation and maintenance of organisation’s unique competency.

Furthermore, the most important pre-condition for successful execution of strategy is the commitment of

executives at top level to follow the direction of the strategy. Top managers therefore, need to show their

willingness to give loyalty and energy to the execution process. This noticeable commitment becomes, at the same

time, a positive signal for all the affected members of an organisation (Jarzabkowski & Bologun, 2009). To ensure

the strategy is executed as planned, top executives should not consider that, lower level managers have the same

perceptions about executing strategies, and their importance and urgency. Rather, they must work together with

employees to attain these goals.


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The concept of implementation is not always well-defined in the literature (Miller & Hickson, 2004), but may be

described as putting something into effect, or realizing or enacting something. Cater and Pucko (2010) affirmed

that, the execution of strategy is a key driver of the emergence of strategic management in the late 20th century, but

most large firms have difficulties in executing their strategies (Zaribaf & Bayrami, 2010). In contrast to formulation

of strategy, execution of strategy is not accomplished at the top level alone; but involves teamwork within the firm

and, on many occasions, parties outside the firm. Though strategy formulation is normally a top-down endeavour,

implementation needs concurrent bottom-up; top-down; and across efforts (Cater & Pucko, 2010). Moreover,

implementation of strategy has been widely recognized as a main management challenge (Li et al., 2010). Further,

implementation of strategy is a process which is interactive, complex, dynamic and composed of a series of

decisions and activities by employees and managers who are affected by internal and external factors as they strive

to achieve objectives through execution of strategic plans. Musyoka (2011) adds that, execution of strategy is an

internal activity of administration within the firm. It requires the need to work through others, motivating,

organizing, culture, creating strong links between operations of organisation and its relevant strategy. It also

requires a process of changing the formulated strategies into viable operations that will generate results which are

targeted by the organization. It is therefore clear that firms which implement strategic plans achieve superior

performances than those without such plans, but these strategies often fail due to problems encountered at the

execution stage (Sirkin et al, 2005).

Furthermore, if a strategy fails because of unsuitable or poor execution, then the effort invested during the

formulation phases becomes worthless. Strategic thinking has no effect on a firm’s performance, unless all the

elements or factors of the strategy fit together using the appropriate capabilities, structure and systems (Okumus,

2003). Most executives in different organisations spend more time, money and energy in strategy formulation, but

do not offer adequate input to properly implement it (Zaribaf & Bayrami, 2010). Usually, firms adjust their

strategy to position themselves from the threats and opportunities in the external environment; also, this demands

creativity in crafting new strategy. However, in the empirical reviews discussed, no one studied the influence of

top management support on implementation of strategic plans in Tanzania’s executive agencies. Therefore, this

study was set out to investigate the influence of top management support on the implementation of strategic plans

in Tanzania’s executive agencies.

2. LITERATURE REVIEW 2.1 Upper Echelon Theory

The upper echelon theory proposes that decisions made by executives are coherent with managerial background

characteristics (Hambrick& Mason, 1984) which comprises of the elements of psychological characteristics and

observable experiences. Mavhiki (2012) suggested that executive experiences, values and personalities greatly

influence their interpretation of the situations they face and in turn affect their choices. The upper echelon theory

highlights that executive cognitive base, demographic characteristics, resource utilization, quality of decisions and

capabilities influence the strategy choice and corporate performance (Hambrick, 2007).

The effectiveness of strategy execution is triggered by management, monitoring of the process and posing a clear

direction of the project. Okioga (2012) argues that, management should be willing to change and accept the fact

that the exercise involves learning from lower level to the top-level management of the firm. The role of top-level

managers is to attach management bonuses with project activities is of great significance for the successful

implementation of the project (George &Desmidt, 2014). Also, effective execution of the strategic plan requires

creating some core competencies by using strategies for change management to promote infusion of the strategic

plan in the work place; where the attitude of key users is changed through communication (Al-Mashari et al, 2003).

The implementation process needs top management support throughout the organisation, since their approval is

important to align the plan with strategic business goals. Therefore, the top-level managers’ role in tying

management bonuses to the success of the projects is of great importance. This includes allocating necessary

people for implementation and providing reasonable time in accomplishing the task (Al-Mashari, et al, 2003).

Therefore, top management support has positive influence on implementation of strategic plans, and hence the

discussion on the theory underlying this variable generated research hypothesis of this study:


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𝐻𝑎 :Top management support enhances implementation of strategic plans in the Tanzania’s executive agencies.

Managers can enhance commitment with involvement and integration of workers starting from a lower lever (Beer

& Eisenstat, 2000). This creates a kind of ownership of the new strategy for which, in return, commitment is

increased. That is why other scholars argue that firms need a contributing, capable, competent, effective and

executive leader as far as strategy execution is concerned. This also is supported by Cater and Pucko (2010) who

argue that, a well-crafted strategy with a strong and effective pool of skills delivered from human resources,

positively impacts successful execution of strategies, while poor leadership is considered as one of the key

obstacles for execution of strategies in an organisation. Further, poor communication in an organisation has

negative effects on a firm’s ability to execute and refine its strategy (Beer & Eisenstat, 2000). Similarly, Janis and

Paul (2005) who studied the link between corporate communication and execution of strategy found that, CEOs

focus on reputation and branding thorough prioritizing of internal communications. In this study therefore,

communication, empowerment, employees’ involvement, employee rewards and decision making sub-variables

were considered to see how top management use them to influence implementation of strategic plans in

Tanzania’s executive agencies. This finally proved or not if top management has influence on execution issues in

the executive agencies in Tanzania.

2.2 Empirical Review

The study by Imbali, et al., (2016) on factors Influencing Strategy Implementation in the Tourism Industry

conducted in Maasai Mara National Park in Kenya, revealed that, values held by top management as well as the

strength of culture in the organisation relating to the degree of consistency of values, beliefs, assumptions and

practices in the sector were the most influential to strategy implementation. The findings revealed that, leadership

and change management factors were key factors influencing strategy implementation in the tourism sector

particularly in national parks in Kenya. However, the study considered only two variables of this study, and the

study is on tourism industry and not public sector, hence this study bridged the gap that was not filled by this

study. Also, Mumenya, Mokaya, and Kihara (2014) in the study on “Leadership as a Factor Affecting Effective

Strategy Implementation in Manufacturing Industry in Nakuru County Kenya: A Case Study of Bidco Oil

Refineries Limited” revealed that organizational leadership was found to be the most important factor influencing

effective strategy implementation. The findings revealed that, almost half of the employees were not frequently

part of decision-making. This study however, goes beyond the issue of leadership to explore other factors in the

implementation of strategic plans in public organisations in Tanzania.

A study by Ng’ang’a and Ombui (2013) on factors influencing implementation of strategic plans in Public

Secondary Schools in Lari District, Kiambu County found that, leadership was key in execution of strategic plans

followed by resource allocation, communication and organisation structure. The study did not look at

organisational culture and roles of stakeholders as this study plans to do. Furthermore, in the study on corporate

performance comprising 49 large insurance organisations, Awino (2007) revealed that, culture and management

were very critical variables in firms’ performance; and concluded that, financial and non-financial performance

were both affected by these variables in varying degrees. Also, it was revealed that 70% of failed strategies are due

to poor execution caused by indecisiveness of managers and lack of commitment; and not because of the strategic

content or decision itself (Franken et al., 2009). Middle level managers’ participation enhances successful strategy

execution, and hence, managerial involvement is essential for organisations to attain the execution of planned

strategies. However, none of the reviewed studies (i.e. Imbali et al., 2016; Kihara, 2014; Ng’ang’a & Ombui, 2013;

Awino, 2007; Franken, et al., 2009) looked at the influence of top management support on implementation of

strategic plans in Tanzania’s executive agencies. This study therefore attempted to bridge that gap focusing on top

management influence on execution issues in the executive agencies in Tanzania.

2.3 Conceptual Framework

The conceptual framework is a map that gives coherence to empirical enquiry (Mugenda & Mugenda, 2003).

Therefore, in this study, while other things remain constant, it was under assumption that, successful

implementation of strategic plans was theorized as dependent variable to top management support (independent


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variable). The figure 2.1 shows the conceptual framework and how the variables were operationalized in this

study.

Figure 2.1: Conceptual framework of the study

3. METHODOLOGY

A descriptive survey design was adopted to collect information from different executive agencies in Tanzania. This

design allows researchers to collect information, summarize, interpret and present data for clarification (Orodho,

2009). The design was selected due to its ability to warrant objectivity and increase the reliability of evidence

collected. The target population of this study included employees working at headquarters of selected seven (7)

executive agencies. Employees working in other offices other than at the headquarters of selected agencies were

not considered in this study. Both probability and non-probability sampling technique were used, where

probability sampling (simple random sampling) was used in selecting seven (7) out of twenty-seven (27) executive

agencies; stratified random sampling was used to select 188 respondents from target population of 632 employees

at the headquarters of selected seven (7) executive agencies; and purposive sampling was used to select senior

officials like managers and directors. Also, both qualitative and quantitative data were collected using

questionnaires, interviews and documentary review. A multiple regression model was useful to establish how

independent variables (communications, employee involvement, employee empowerment, and rewards) influence

implementation of strategic plans in Tanzania’s executive agencies at alpha = 0.05. Also, t-test was used to measure

individual influence of independent variables, and R-square was used to test collective influence of independent

variables on dependent variable. Moreover, content analysis was used to analyze qualitative data.

4. FINDINGS

In this study, data were collected from seven (7) out of twenty-seven (27) Executive Agencies in Tanzania. Table

4.1 gives the details of the agencies which were sampled and the response rate of respondents in this study. The

sample size of 26% is large enough as statistical inferences are valid at 10% of the population under a given study

(Sekaran, 2010; Sounders, Lewis & Thornhill, 2012; Kothari, 2011). Also, the study targeted 632 employees

working at the headquarters of the seven executive agencies with sample of 188 respondents out of which only 146

respondents returned the questionnaires, translating to 77.7% of the response rate. This is appropriate response

rate as argued by Sekaran (2010) that, any response above 75% is classified as best to provide reliable information.

Also, this is higher response rate compared to previous scholars such as Cater and Pucko (2010) who had a

response rate of 49%, Awino (2007) had a response rate of 57% and Abok (2013) had a response rate of 55% from

the target population of their study. This is further supported by Mugenda and Mugenda (2003) who supports

that, any response rate with 50% is sufficient, 60% is good and 70% and above is excellent. Therefore, it is clear that

the response rate of this study is excellent to provide reliable information.

Top Management

Rewards Management

Communication

Employee empowerment

Employee involvement

Execution of Strategic plans

Planning scope

Review period

Timeliness & process

Action plans & systems

Linkage with other

performance tools


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Table 4.1: Response Rate

Agency Expected

Sample

Observed

Frequency

Percentage of the Field

Total

Percentage within the

Agency

TAESA 21 18 12.3 85.7

GPSA 31 22 15.1 71

TFSA 29 16 11 55.2

TEMESA 33 27 18.5 81.8

RITA 26 24 16.4 92.3

BRELA 18 11 7.5 61.1

GCLA 30 28 19.2 93.3

4.1 Top Management Support in Strategic Plans Implementation

The researcher investigated the influence of top management support in implementation of strategic plans in

Tanzania’s executive agencies. The respondents were given categorical questions to answer yes or no to the main

question which asked, “do you think top management influence operations in your organisation? As figure 4.1

indicates out of 146 respondents 81% agreed on the influence of management on daily operations while 19% did

not see any influence of top management on agencies operation in implementation process of strategic plans. This

was further supported by Senior Administrative Officer-RITA who commented that:

“…top management in our agency provides leadership and coordination of other resources, giving feedback to staff on

what has transpired in management meeting regarding execution of strategies, setting directions and key

performance indicators, involving employees in decision making, recognizing the best performers by issuing

certificates of outstanding performance and other rewards positively influence employees’ performance in our

organisation…” (Interview, RITA Headquarters, 16th June 2017)

Figure 4.1: Influence of Top Management on Employees’ Operations

This finding corresponds with Eisenbeiss, Van Kinppenberg and Boerner (2008) who argue that top management

team always saturate the firm as a whole, and hence having flexible and adaptive management team influence the

organisation to be more effective, innovative and responsive for successive execution of organisation strategies.

Also, cohesion of top management influence positive firm performance and growth of income (Peterson, Smith,

Mortorana & Owens, 2003).

Further, the study investigated whether incentives offered by management influence implementation of strategic

plans in Tanzania’s executive agencies. The findings revealed that, out of 146 respondents, the majority of about

73% agreed while 27% did not see any incentives which are linked with implementation process of strategic plans

in executive agencies. Also, on the question as to whether there are types of incentives offered by Tanzania’s

executive agencies, all organizations TEMESA, GPSA, TFSA, BRELA, RITA, TaESA and GCLA indicated the

following incentives offered:

81%

19%

19%Yes

No


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“…monetary rewards, letter of recognition for good performer, internal and external trainings, house allowances for

senior staff, tea and refreshments, calendars and diaries, appreciation letters, furniture allowances, house and vehicle

loans, salary increments, salaried loans, lunch allowances, extra duty allowance, bonus, honoraria, May-day awards,

promotions, transport allowances, risk allowances, and special duty allowances to top leaders such as house,

electricity and telephone…” (Interviews, 20thJune to18th July 2017).

Furthermore, the study investigated whether top management use different strategies to influence performance in

Tanzania’s executive agencies, where the main question was “are there strategies used by top management to

facilitate employee’s performance in your organisation?” This also was a categorical question where respondents

were to indicate “Yes” or “No” in their responses. The finding indicates in figure 4.2 that out of 146 respondents,

75% agreed and confirmed that top management in Tanzania’s executive agencies use different strategies to

influence performance of employees in the process of executing strategic plans, while 25% did not support and

argued that, there are no any strategies which are used by management to influence performance. This was further

supported by Director of Business Support (DBS) of RITA who confirmed that:

“…we use different strategies such as team building sessions, departmental meetings, weekly and monthly

performance report, offering specialized trainings, setting individual performance targets, performance contract

(through OPRAS), competence assessments, succession plans, delegation and empowerment, provision of working

gears, rewarding and recognizing good performers, regular field visits, involving staff in preparation of SP. These

strategies positively encourage employee’s performance in our agency…” (Interview, RITA Headquarter, 13th June

2017).

Figure 4.2: Use different Strategies to Influence Performance

In addition, the GPSA Director of Business Support in respect to strategies used by top management in Tanzania’s

executive agencies towards employees’ performance improvement commented that:

“<in our agency, we managed to install Biometric attendance systems, daily performance systems, and supervisory

roles well stipulated to supervisors in all departments and sections. These strategies have improved performance of

employees a great deal since they were introduced. For examples, late comers used to be a major issue in this

organisation but now it is almost none since we introduced those gadgets for tracking attendance…” (Interview,

GPSA Headquarters, 20th July 2017).

The findings correlate with those of other scholars like Hoag, Ritschard and Cooper (2002) who confirmed that, top

management commitment is a must ingredient for successful implementation of strategic plan.The leadership

should support the design and execution of the strategic plan in the entire process of change (Paul, 2004). The

study further widens the need for effective top management support to orchestrate other factors for successful

75% 25%25%Yes

No


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execution of strategies in Tanzania’s executive agencies. Moreover, with the use of five point Likert scale five sub-

variables of Top management support such as communication flow, empowerment, involvement, rewards, and

decision making were thoroughly investigated on how they influence implementation of strategic plans in

Tanzania’s executive agencies. Questions in relation to the five sub-variables required respondents to choose the

following: 1= strongly disagree, 2 = disagree, 3 = neutral, 4 = agree and 5 = strongly agree.

4.2 Communication Flow

In this area, the study investigated whether employees’ roles and responsibilities are continuously communicated

by management towards enhancing flow of communication in the organisation for successful implementation of

strategic plan in Tanzania’s executive agencies. The findings in figure 4.3 indicated that 59.6% of respondents’

agreed and 12.2% strongly agreed that the top management clearly communicates roles and responsibilities of

employees while implementing organisation strategic plans. On the other hand, 0.7% strongly disagreed and 9.6%

disagreed, while 11.0% were neutral. Also, when respondents were asked if organisation objectives are well

communicated to employees by management, the findings revealed that 57% agreed and 16% strongly agreed

while 18% were neutral, and about 8% and 1% disagreed and strongly disagreed respectively.

Figure 4.3: Organisation Objectives are Well Communicated

The findings correlate with those of other scholars who argue that, poorly communicated objectives affect effective

implementations and employees who are not well informed about organisation objectives hinder the

implementation process (Mintzberg, 2004). Also, Noble (2008) support that effective communication as an

important element for execution of strategies effectively. It plays a very key role during implementation process

through training and learning, and knowledge dissemination in the entire organisation. The study further

supports the finding that employees in a communication environment which is restrictive poorly performed in

relation to those working in open and supportive communication environment (Jung-Chi& Chi-Hung, 2008).

Therefore, the findings of this study cement that well communicated strategies are easily implemented by

employees in the organisation. Moreover, the question as to whether feedback is promptly given to employees by

top management, the findings revealed that 49.3% agreed, 13% strongly agreed while 25.3% were neutral and

about 12.4% generally disagreed on subject under study. The respondent’s opinion summary is shown in table 4.9

where the mean average is 4, which means that the majority agreed on the support in terms of good

communication flow from top management. Therefore, the mean average of 4 and standard deviation of 1 implies

that the majority of respondents generally agreed on presence of communication flow in agencies for fostering

implementation of strategic plans.

The findings are supported by other scholars such as Mulube (2009) and Letting (2009) who argued that, good

communication by management has positive results in the organisation while lack of clear communication hinder

1%

8%

18%

57%

16%

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree


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successful implementation of strategic plans. Communication makes employees understand overall organisation

strategies and their contributions towards achieving organisation objectives (Lamb & McKee, 2004). Other scholars

affirm that, its purpose is to help departments and units facilitate execution of strategies by employees through

communication (Forman & Argent, 2005). Also, Aosa (1992) supports that management with poor communication

hinder successful implementation of strategic objectives and good communication flow is vital for effective

implementation process. Likewise, Alexander (2009) supports that lack of communications harms organisation

initiatives since employees are not informed or aware of the new activities and tasks and activities to be

accomplished. The study confirms that in Tanzania’s executive agencies top management continuously

communicate employees’ roles and responsibilities, organisation objectives and feedback were promptly given to

employees in order to improve communication flows in the organizations and hence directly influence

implementation of strategic plans. Therefore, good communication flow was affirmed to have positive influence

on execution of strategies in Tanzania’s executive agencies.

4.3 Empowerment of Employees

In relation to employees’ empowerment, the study investigated on how management helps employees with means

to discharge their duties. Findings in figure 4.4 indicated that 56.3% of the respondents agreed and 15.8% strongly

agreed that management of agencies support employees towards discharging their roles and responsibilities for

effective attainment of organisation objectives while 21.9% were neutral. The remaining 4.1% and 2.1% of

respondents disagreed and strongly disagreed respectively. Furthermore, opinion on whether employees are

empowered with relevant skills and expertise which implementing strategies in their organisations, the findings

revealed that 47.3% agreed and 15.8% strongly agreed while 26.7% were neutral. On the other hand, 6.8% and 3.4%

of respondents disagreed and strongly disagreed respectively.

Figure 4.4: Employees are empowered with Relevant Skills and Expertise

The other interest was also to find out whether management of agencies provide employees with freedom to

accomplish organisation objectives, the findings showed that 39.0% of respondents agreed and 12.3% strongly

agreed while 33.9% were neutral. The remaining 11.6% and 3.4% of respondents disagreed and strongly disagreed

respectively. Moreover, the mean average of 4 and standard deviation of 1 show that respondents agreed that,

employees are empowered by top management in the process of implementing strategic plans in Tanzania’s

executive agencies. The findings agree with those of Letting (2009) who argued that management do influence

employees in various aspects. This is supported by Waititu (2016) who affirm that leadership at the top of

organisation have positive influence on implementation of strategic plans. Also, Marginson (2012) affirm that

honest leader’s commitment include a devotion to support process of strategic planning, implementing

programmes and commit resource allocations to achieve organisation objectives. Further, Lares-Mankki (2014)

argued that top management’s influence employee commitment, job satisfaction which directly improves

organisation performance. Moreover, top management or senior executives should support and convince

5

10

3969

23

92

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree


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employees of the validity of their ideas towards effective implementation of strategies and should never take

employees for granted (Kouzes& Posner, 2010). The study confirmed that employees’ empowerment in

Tanzania’s executive agencies is achieved thorough the top management helping employees with means to

discharge their duties successfully, provide them with relevant skills and expertise to carry out their daily

business, and provides employees freedom to do what they want to accomplish towards achieving organisation

objectives. Hence, findings of this study ratified empowerment of employees by top management positively

influence successful implementation of strategic plans in Tanzania’s executive agencies.

4.4 Employee Involvement

The study also sought to examine if management involve employees, departmental plans involve all in the

department, and if individual plans are linked with departmental plans. The findings indicate that out of 146

respondents, 38.4% agreed and 16.4% strongly agreed that employees at all levels in agencies are involved during

implementation of strategic plans while 22.6% were neutral. The remaining 19.2% and 3.4% of respondents

disagreed and strongly disagreed respectively. Also, on the opinion whether departmental plans are linked with

organisation plans, the findings revealed that, about 55.5% of respondents agreed and 27.4% strongly agreed while

13.7% were neutral in respect to this. The remaining 2.1% and 1.4% of respondents disagreed and strongly

disagreed respectively. Further, on opinion as to whether individual plans are linked with departmental plans, the

findings revealed that, 45% of respondents agreed and 17% strongly agreed while 30% of respondents were

neutral. The rest 6% and 2% of respondents disagreed and strongly disagreed respectively.

Figure 4.5: Individual Plans are linked to Departmental Plans

The mean average of 4 and standard deviation of 1 suggests that the majority of respondents generally agreed on

how employees were involved in the implementation process of strategic plans by top management in Tanzania’s

executive agencies. In comparison with other studies, the findings agree with other scholars who observed the

need and importance of involving middle and functional managers in championing execution of organisation

strategic plans (Taylor, 1995; Awino, 2007). Along the same line, Thompson et al., (2007) saw the importance of

involving all levels of management in implementation process. For example, David (2003) agree that employees

and managers should be involved in decisions regarding implementations of strategies for successful execution

process. Moreover, other scholars like Taylor (1995), Awino (2007) and Thompson et al., (2007) supported the need

to involve employees in implementation process of strategic plans for performance improvement in the

organisation. However, other authors observed in their studies that there was no involvement of lower cadre in

execution of strategic plans (Wambui, 2006; Mulube, 2009). Therefore, the findings of this study revealed that both

managers and employees are fully involved in implementation of strategic plans in Tanzania’s executive agencies,

where employees at all levels are involved by top management in SP excution process, departmental plans are

linked with organisation plans, and individual plans are linked with depatmental plans; and hence the findings

Strongly Disagree2%

Disagree6%

Neutral30%

Agree45%

Strongly Agree17%

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree


Agencies.


cement the need and importance of involving all employees in implementation of strategic plans for successful

executions.

4.5 Employee Rewards

On the issue of employee rewards, the study sought to establish if good performers are rewarded, reprimands for

poor performers is given and if incentives influence employees’ performance while implementing strategic plans

in Tanzania’s executive agencies. The findings revealed that out of 146 respondents, 37.7% agreed and 21.2%

strongly agreed while 24.0% were neutral. The rest 15.1% and 2.1% of respondents disagreed and strongly

disagreed respectively. Further, opinion on whether poor performers are sanctioned or reprimanded when

executing organisation strategies, findings show that about 32% of respondents agreed and 8% strongly agreed

while 43% were neutral. On the other hand, about 13% and 4% disagreed and strongly disagreed on this question.

Figure 4.6: Poor Performers are reprimanded by Management

The other issue was to find out whether incentives offered by management positively influence performance of

employees in agencies. The findings revealed that out of 146 respondents, about 50% agreed and 21.9% strongly

agreed while 16.4% were neutral, and the remaining 10.3% and 1.4% of respondents disagreed and strongly

disagreed respectively. Therefore, the mean average of 4 and standard deviation of 1 suggests that the majority of

respondents generally agreed on the availability of employees’ rewards given by top management in agencies

towards implementation of strategic plans. Furthermore, the findings are supported by other studies who argued

that management has a role of rewarding which at the end motivated employees in execution of strategies

(Amulyoto, 2004; Osoro, 2009; Mulube, 2009). Thus, the findings from the evidence above confirmed that rewards

offered by top management in term of rewarding good performers and sanctioning poor performers as well as

provisions of various incentives to employees positively influence implementation of strategic plans in Tanzania’s

executive agencies. The findings further expand the need to positively or negatively reinforce employees’

behaviours through rewards which directly influence executions of strategic plans in public sector.

4.6 Decision Making

Decision making variables considered in this study were time, involvement and encouragement to make decisions

while discharging their duties and responsibilities in relation to execution of strategic plans in their organisations.

The findings in respect to whether top management make timely decisions revealed that about 45% of respondents

agreed and 14% strongly agreed while 29% were neutral. The other 10% and 2% of respondents disagreed and

strongly disagreed respectively.

4%13%

43%

32%

8%

40%

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree


Agencies.


Figure 4.7: Timely Decisions are made by Top Management

In order to find out whether employees are involved is day to day decisions by management in the process of

implementing strategic plans in executive agencies, the findings revealed that out of 146 respondents, about 36.3%

of respondents agreed and 5.5% strongly agreed while 31.5% were neutral. About 22.6% and 4.1% of respondents

disagreed and strongly disagreed. Further, as to whether employees are encouraged to make decisions in their

daily operations, the findings show that about 37.0% of respondents agreed and 10.3% strongly agreed while 33.6

of respondents were neutral. The remaining 16.4% and 2.7% of respondents disagreed and strongly disagreed

respectively. Furthermore, the mean average of 4 and standard deviation of 1 indicate that the majority of

respondents agreed on the vital effect of decision making where top management involve, encourage and make

timely decisions in the process of implementing strategic plans in executive agencies. The finding agrees with

Mulube (2009) who affirms that democratic leadership maximize involvement and participation of members in

decision making.

The overall findings on top management support correlates with Taylor (1995) who argued that radical change is

managed by strategic leaders in order to achieve improved organizational performance. It is strategic leadership

that encourage involving employees through communicating targets and values for team and individual

contributions (Curtin, 1999). Other scholars assert that management prioritise their strategies by making decisions

which are vital to the execution process given the scarcity of resources (Beer & Eisenstat, 2000). Therefore, the

findings confirm that top management support is very vital for effective implementation of strategic plans in

public sector through timely decision making regarding strategy executions, invlovling employees in day to day

decision making, and encourage employees to make decisions in their daily operations. The study further affirm

that effective decision making by top management has positive influence on successful implementation of strategic

plans in Tanzania’s executive agencies.

2%

10%

29%45%

14%

59%

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree


Agencies.


Table 4.2: Respondent’s Opinion on Top Management Support

Statement/Item

Str

on

gly

Dis

agre

e

Dis

agre

e

Neu

tral

Ag

ree

Str

on

gly

Ag

ree

Mea

n

Sta

nd

ard

Dev

iati

o

n

Employees roles and responsibilities are

continuously communicated by mgt.

0.7% 9.6% 11.0% 59.6% 12.2% 4 1

Organisation objectives are well

communicated to employees

1.4% 7.5% 18.5% 56.8% 15.8% 4 1

Feedback is promptly given to employees 2.1% 10.3% 25.3% 49.3% 13.0% 4 1

Management help employees with means to

discharge their duties successfully

2.1% 4.1% 21.9% 56.2% 15.8% 4 1

Employees are empowered with relevant

skills and expertise

3.4% 6.8% 26.7% 47.3% 15.8% 4 1

Management provides employees freedom

to accomplish organisation objectives

3.4% 11.6% 33.6% 39.0% 12.3% 4 1

Employees at all levels are involved in SP

execution process

3.4% 19.2% 22.6% 38.4% 16.4% 4 1

Department plans are linked with

organisation plans

1.4% 2.1% 13.7% 55.5% 27.4% 4 1

Management rewards good performers 2.1% 15.1% 24.0% 37.7% 21.2% 4 1

Incentives positively influence performance

of employees

1.4% 10.3% 16.4% 50.0% 21.9% 4 1

Timely decisions are made by top

management

2.1% 9.6% 29.5% 45.2% 13.7% 4 1

Employees are involved in day to day

decision making by management

4.1% 22.6% 31.5% 36.3% 5.5% 3 1

Employees are encouraged to make

decisions in their daily operations

2.7% 16.4% 33.6% 37.0% 10.3% 3 1

4.7 Correlation Analysis

The findings in table 4.3 indicate the Pearson correlation (R) of top management support on implementation of

strategic plans. R is 0.690 at 0.05 level of significance. This implies that there is a strong positive linear correlation

between top management support and implementation of strategic plans. The strength of the relationship being

clear, allows the study to use other tests to test the contributions of top management support on execution of

strategic plans in Tanzania’s executive agencies.

Table 4.3: Correlations of Top Management Support and SP Implementation

Implementation of SP Top Management

Implementation of SP

Pearson Correlation 1 .690**

Sig. (2-tailed) .000

N 146 146

Top Management

Pearson Correlation .690** 1

Sig. (2-tailed) .000

N 146 146

**Correlation is significant at the 0.01 level (2-tailed).


Agencies.


4.8 Regression Analysis on Top Management Support

The study sought to establish the relationship of top management support and implementation of strategic plans

in Tanzania’s executive agencies. The following was the null hypothesis of studying this variable: 𝐻0: There is no

significant relationship between top management support and implementation of strategic plans; where = 0.05

Table 4.4: Model Summary for Top Management Support

Model R R Square Adjusted R

Square

Std. Error of the Estimate

.690a .477 .473 5.626

a. Predictors: (Constant), Top Management

`

The findings as shown in table 4.5 in respect to coefficient of determination 𝑅2 = 0.477 at significance level of 0.05

indicates that, 47.7% of the total variations in implementation of strategic plans is influenced by top management

support. This implies that, there is positive contribution of top management support by 47.7% on influencing

implementations of strategic plans in Tanzania’s executive agencies; and 52.3% is contributed by other factors not

considered in this study.

Table 4.5: Analysis of Variance (ANOVAa) for Top Management Support

Model Sum of Squares df Mean Square F Sig.

Regression 4152.042 1 4152.042 131.194 .000b

Residual 4557.328 144 31.648

Total 8709.370 145

a. Dependent Variable: Implementation of SP

b. Predictors: (Constant), Top Management

Further, the analysis of variance (ANOVA) results as indicated in table 4.5 confirms that, the model goodness of fit

is appropriate for this data since F = 131.194 and p-value of 0.000 is less than significance level of 0.05 with df = 144.

Hence, the null hypothesis ( 𝐻0) is rejected and it is concluded that there is a significant linear relationship between

top management support and implementation of strategic plans in Tanzania’s executive agencies. The result

correlates with Sidola, et al., (2012) who argues that, goodness fit means how well the model of the study fits the

data. This is so crucial indicator of equation to predict accuracy. Also, Waititu (2016) affirms that leadership has a

critical role in determining strategy execution performance in organisations and managers should not spare any

effort to persuade employees for better performance.

Table 4.6: CoefficientsaTop Management Support and Implementation of SP

Model Unstandardized Coefficients Standardized

Coefficients

t Sig.

B Std. Error Beta

(Constant) 27.196 2.487 10.935 .000

Top Management .519 .045 .690 11.454 .000

a. Dependent Variable: Implementation of SP

Furthermore, the results revealed that top management support have positive and significant effects on

implementation of strategic plans as indicated in Table 4.3. The model goodness of fit was ISP = 27.196 + 0.519X1+.

The model implies that a unit change in top management support will increase implementation of strategic plan

by the rate of 0.519, and even if top management support in non-existence, implementation of strategic plans in

executive agencies is still positive at a rate of 27.196; indicating that there are other factors such as organisation

resources, organisation culture, role of stakeholders and other related variables which can influence

implementation process and were not considered in this study.


Agencies.


5. CONCLUSION AND RECOMMENDATIONS

The study sought to measure how top management support influences implementations of strategic plans in

Tanzania’s executive agencies. The findings confirm that top management support influences implementation of

strategic plans in Tanzania’s executive agencies through timely decision making, involving employees,

empowering, and rewarding in the process of executing strategic plans in their organisations. Also, the results of

combined coefficients revealed that, the variable has t = 11.597 and p-value = 0.000 which is less than alpha = 0.05.

This implied that, individually and collectively top management support enhances implementation of strategic

plans in Tanzania’s Executive Agencies at significance level of 5%. Therefore, the study concludes that top

management support positively influences implementation of strategic plans in Tanzania’s executive agencies. In

light of these findings, the null hypothesis is rejected and the alternative hypothesis is confirmed.

Furthermore, the top management should make sure resources required for implementation of strategic plans such

as human, finance and facilities are available as planned in order to avoid failure of implementation process.

Continuous training and review also need to be emphasized in order to meet the changing need and demand

availed by internal and external environment. Coordination of resources and management commitment should

always be embraced for successful executions. Also, the management should continue supporting employees in

term of expertise, financial resources, and other resources which will add value in their efforts of executing

strategies.

6. AREAS FOR FURTHER STUDY

Moreover, due to the complex nature of public sector environment in Tanzania a similar study should be

conducted on pure civil service and local authorities in order to investigate whether there are any areas of

commonalities or unique factors with executive agencies in Tanzania’s public sector. Finally, the study findings

established that top management contributes only 47.0% of the variations in implementation of strategic plans.

This implies that 53% of the variations in implementation of strategic plans is contributed by other variables not

studied. Therefore, factors such as organisation structure, management styles, monitoring and evaluations, and

other related factors should be considered for further study in order to establish their contributions.

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