the relationship between employee mainstreaming …
TRANSCRIPT
THE RELATIONSHIP BETWEEN EMPLOYEE MAINSTREAMING STRATEGIES
AND PERFORMANCE OF SACCOS AS MODERATED BY STRATEGIC
LEADERSHIP DIRECTION: A CASE OF WAKENYA PAMOJA LIMITED, KISII
TOWN
MWAURA STEPHEN
BED-KENYATTA UNIVERSITY
A RESEARCH PROJECT SUBMITTED TO THE SCHOOL OF POSTGRADUATE
STUDIES IN PARTIAL FULFILLMENT FOR THEAWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION (STRATEGIC MANAGEMENT
OPTION)IN THE SCHOOL OFBUSINESS AND ECONOMICS KISII UNIVERSITY
NOVEMBER, 2019
ii
DECLARATION AND RECOMMENDATION
DECLARATION
This Research Project is my original work and has not been submitted for the award of any
degree in any university or institution of higher learning.
Mwaura Stephen.................................................... Date……………………….. .
CBM12/10358/13
RECOMMENDATION
This Research project has been submitted with our approval as the university supervisors
Dr. Stella Omari, PhD.................................................... Date……………………….. .
Senior Lecturer, Department of Human Resource and Strategic Management School of Business
and Economics Kisii University
Dr. WafulaChesoli, PhD.................................................... Date……………………….. .
Senior Lecturer, Department of Finance and AccountsSchool of Business and Economics Kisii
University
iii
COPYRIGHT
All rights reserved, no part of this research project may be reproduced, distributed, transmitted in
any form or by other electronic or mechanical means either by photocopying, recording without
the prior written permission of the researcher, except in the case of the brief quotations embodied
in critical reviews and certain other noncommercial uses permitted by copyright law. Permission
requests should be written to the researcher, addressed attention to that of Kisii University.
© 2019, Mwaura Stephen
iv
DEDICATION
I dedicate this work to my family; wife Christine, my children Magdalene, Felisters, Martin and
Eliana for their warm endurance and encouragement.
v
ACKNOWLEDGEMENTS
My sincere thanks go to Kisii University for giving me an opportunity to study in the institution.
Special thanks to my supervisors; Dr Stella Omari, PhD and Dr. Wafula Chesoli, PhD for their
professional guidance, attention, support and encouragement towards completion of this
proposal. I also thank Dr Erick Onsongo for his incessant and unequivocal moral and
professional impetus, my course mates for their good cooperation and assistance they gave me
during the whole process of the course. Finally, I appreciate the support from all across the board
that has helped me in writing this Research Project.
vi
ABSTRACT
Performance of a SACCO is very important for its survival and growth. Management includes the balance of a diversity of people. In strategic management, strategies are chosen and applied in accordance with the organizations goals. In Mainstreaming strategy, managers consider input from different individuals based on their specific endowments, experiences, gender and background. The main objective of the study was to assess the relationship between Employee Mainstreaming Strategies and Performance of Saccos as moderated by Strategic Leadership Direction: a case of Wakenya Pamoja Limited, Kisii town. Specific objectives of the study were to determine the effect of gender balance strategy on organizational performance in Wakenya Pamoja limited, to assess the contribution of ethnic balance strategy on organizational performance and to evaluate the effects of disability strategy on organizational performance. Theories were put forward to give support and contribute towards the enhancement of the understanding of mainstreaming strategies to organizational performance, these are, theory of Agency and Organizational theory. The study was conducted in Wakenya Pamoja Limited located in Kisii town. The study adopted descriptive research design to evaluate the relationship between Employee Mainstreaming Strategies and performance as Moderated by Strategic Leadership Direction. The target population was 55 employees working in Wakenya Pamoja Limited. A census was done. A sampling unit was all the employees. Data was collected by use of structured questionnaires and analyzed by the use of descriptive statistics such as mean, percentage and standard deviations. The validity of the research instrument was checked by experts from topic and research questions with the help of the supervisor. The inferential statistics was used to test hypothesis. The analysis was carried out through the use of ANOVA, inferential statistics, Correlation and Regression methods; data was presented in figures and frequency tables. The study findings showed that for ethnic balance to affect performance, management must take legal requirement for direction, and alignment of ethnic commitments. The findings recommended that gender balance strategy should be enhanced for improved performance. The study showed that there was need to manage disability collectively in the organization to improve performance. The findings would be of significance to the management of the organizations as may help in mainstreaming their employee’s for an impressive performance.
vii
TABLE OF CONTENTS
DECLARATION AND RECOMMENDATION ....................................................................... ii
DECLARATION........................................................................................................................... ii
COPYRIGHT ............................................................................................................................... iii
DEDICATION.............................................................................................................................. iv
ACKNOWLEDGEMENTS ..........................................................................................................v
ABSTRACT .................................................................................................................................. vi
TABLE OF CONTENTS ........................................................................................................... vii
LIST OF TABLES ....................................................................................................................... xi
LIST OF FIGURES .................................................................................................................... xii
LIST OF APPENDICES ........................................................................................................... xiii
LIST OF ABBREVIATIONS ................................................................................................... xiv
LIST OF ACRONYMS ...............................................................................................................xv
CHAPTER ONE
1.0 INTRODUCTION .....................................................................................................................1
1.1 Background of the Study .......................................................................................................... 1
1.1.1 Savings and Credit Cooperative (SACCO)............................................................................ 7
1.2 Statement of the Problem .......................................................................................................... 7
1.3 Objectives of the Study ............................................................................................................. 9
1.4 Research Hypothesis ................................................................................................................. 9
1.5 Significance of the study ......................................................................................................... 10
1.6 The scope and justification of the study ................................................................................. 10
1.7 Limitations of the Study.......................................................................................................... 11
viii
1.8 Assumptions of the Study ....................................................................................................... 11
1.9 Operational Definition of Terms ............................................................................................. 12
CHAPTER TWO
2.0 LITERATURE REVIEW .....................................................................................................13
2.1 Theoretical Review ................................................................................................................. 13
2.1.1 Theory of Agency ................................................................................................................ 13
2.1.2 Organizational Theory ......................................................................................................... 16
2.2 Empirical Literature ................................................................................................................ 17
2.2.1 Ethnic Balance strategy........................................................................................................ 17
2.2.2 Disability strategy ................................................................................................................ 20
2.2.3 Gender balance strategy ....................................................................................................... 25
2.2.4 Organizational Performance ................................................................................................ 34
2.2.5 Moderating effect of Strategic Leadership Direction .......................................................... 36
2.3 Summary of Research gaps ..................................................................................................... 40
2.4 Conceptual Framework ........................................................................................................... 41
CHAPTER THREE
3.0 RESEARCH METHODOLOGY.............................................................................................44
3.1 Research Design...................................................................................................................... 44
3.2 Study Area .............................................................................................................................. 44
3.3 Target Population .................................................................................................................... 45
3.4 Sample Size…………………………………………………………………………………45
3.4.1 Sample size .......................................................................................................................... 45
3.5 Data collection ........................................................................................................................ 45
3.5.1 Instrumentation .................................................................................................................... 45
ix
3.5.1.1 Validity of the Research Instrument ................................................................................. 46
3.5.1.2 Reliability of the Research Instrument ............................................................................. 46
3.2: Reliability of the Research Instruments ................................................................................ 46
3.5.2 Data collection procedures ................................................................................................... 47
3.6 Data Analysis .......................................................................................................................... 48
3.7 Ethical Considerations ............................................................................................................ 49
CHAPTER FOUR
4.0 DATA ANALYSIS AND PRESENTATION .........................................................................50
4.1 Response Rate ......................................................................................................................... 50
4.2 Background information ......................................................................................................... 51
4.2.1Genderof the Respondent in the Organization ...................................................................... 51
4.2.2 Title of the Respondents in the Organization ...................................................................... 51
4.2.3 Academic level of the Respondents in the organization ...................................................... 52
4.3 Descriptive statistics ............................................................................................................... 53
4.3.1 Ethnic balance Strategy on Organizational Performance .................................................... 53
4.3.2 Disability Strategy on Organizational Performance ............................................................ 56
4.3.3 Gender strategy on Organizational Performance ................................................................. 58
4.3.4 Moderating Effect of Strategic Leadership Directions ........................................................ 60
4.3.5 Organizational Performance ................................................................................................ 61
4.3.1.1 Correlation analysis .......................................................................................................... 63
4.3.1.2 Mainstreaming strategy and organizational performance. ................................................ 63
4.3.1.3 Regression analysis ........................................................................................................... 64
4.3.1.4 Multiple Regression model ............................................................................................... 64
4.3.1.5 Testing of Hypothesis ....................................................................................................... 66
x
CHAPTER FIVE
5.0 SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS ............68
5.1 Summary of the Findings ........................................................................................................ 68
5.2 Conclusions of the findings .................................................................................................... 70
5.3 Recommendations for policy and practice .............................................................................. 71
5.4 Recommendation for further studies ....................................................................................... 72
REFERENCES ..............................................................................................................................73
Appendices .....................................................................................................................................82
xi
LIST OF TABLES
Table 3.1 Target Population .......................................................................................................... 45
Table 3.2: Reliability of the Research Instruments ....................................................................... 46
Table 3.3: Reliability Coefficients ................................................................................................ 47
Table 4.1 Response Rate ............................................................................................................... 50
Table 4.2 Gender of the respondents in the organization ............................................................. 51
Table 4.3 Title of the Respondents ............................................................................................... 52
Table 4.4 Academic level of the Respondents .............................................................................. 52
Table 4.5 Descriptive Statistic for Ethnic Balance strategy ......................................................... 54
Table 4.6 Disability strategy on Organizational Performance ...................................................... 57
Table 4.7 Gender strategy on Organizational Performance .......................................................... 59
Table 4.8 Moderating Effect of Strategic Leadership Direction on organization performance ... 60
Table 4.9 Mainstreaming Strategy on Organizational Performance ............................................. 62
Table 4.10 Correlation between mainstreaming strategy and organizational performance .......... 63
Table 4.11 Model Summary ......................................................................................................... 64
Table 4.12 ANOVAa ..................................................................................................................... 65
Table 4.13 Regression Coefficients .............................................................................................. 66
xii
LIST OF FIGURES
Figure 2.1 Conceptual Framework ............................................................................................... 42
xiii
LIST OF APPENDICES
I) Questionnaire………………………………………………………………………...82
II) Introductory Letter from the University……………………………………………..89
III) NACOSTI Passport………………………………………………………………….90
IV) Research Permit……………………………………………………………………...91
V) Map of Kisii Town…………………………………………………………………..92
VI) Turn- report …………………………………………………………………………93
xiv
LIST OF ABBREVIATIONS
D.F: Degree of Freedom
K.F.C.U: Kisii Farmers Co-operative Union
N.C.P.D: National Council for Persons with Disabilities
P.S.C: Public Service Commission
W.P.S: WakenyaPamoja Sacco
xv
LIST OF ACRONYMS
ANOVA: Analysis of Variance
NACOSTI: National Commission for Science, Technology and Innovation
SASRA: Sacco society Regulatory Authority
SACCO: Saving Credit Cooperative
1
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Study
Mainstreaming is the act of including people who have particular difficulties or needs in a work
place. In an ideal situation, an organization will provide a well balanced team of workforce; this
will entail recruiting experts based on a rational need for the company to exhibit a compliance
with statutory requirements. A strategy involves selecting various set of actions to give a mix of
returns (Ndahiro, 2015). Mainstreaming strategy is allowed as a worldwide strategy of an
organization to bring the sense of balance of gender, disability and ethnicity. Mainstreaming
strategies maintain a complete plan on how an organization achieves its vision and mission
cutting across groups. The mainstreaming strategy plays a major role in any organizational
development; it is a vital mark of government and global organizations in corporate legality.
Though mainstreaming is used to minimize disparity disadvantages, it maximizes competitive
advantage, yet its implementation is faced with extensive challenges which call for strategic
management in all organizations’ environment to rise to the occasion; Mainstreaming Strategies
under this study includes employees’ gender balance, employees’ disability mainstreaming, and
employees’ ethnic balance.
Diversity is part of an organization’s strategic plan; a more diverse and inclusive work
environment will lead to greater productivity and help improve both organizational and
individual performance. Diversity need to be mainstreamed in all organization’s strategic
management systems and its instruments developed in a format accessible to all groups.
Industries employ different mainstreaming strategies to improve performance. Mainstreaming
2
strategies are significant when an organization’s strategy is well defined. Strategies commonly
used in organizations mainstreaming are arranged in a hierarchical form through gender equality
strategy, business strategy, ethnic/race strategy, disability strategy and function strategy.
Mainstreaming strategy is about describing strategies used by management to attain performance
in relations to equality perspective (El-farra, 2017).
Mainstreaming refers to equality and balance of work force taking into consideration gender,
impairment and ethnic background based on equality of a third rule in employment.
Mainstreaming strategy is all about creating plans that are equal to different strategic
management. David (2017) noted that mainstreaming strategy is a diverse decision of balanced
management in United States organizations to conform to legal, societal and moral requirements.
The firm’s mainstreaming strategy is linked to performance as it describes different strategies
used as a way of identifying cultural identities between management of people. It is easier to
mainstream knowledge from a group of people to different skills of diversity management. It has
been observed that management has not selected women or disabled individuals to the board
leaving men in the management to give powerful board without appropriate way of selecting
both gender and any disabled potential.
Mainstreaming is essential in providing effective development of equality targeting the necessary
requirement. Hanpuwa (2017) maintains that the idea of mainstreaming strategy that it is
important it be applied as a strategy in decision making to change performance of the
organization. The mainstreaming plan is adopted to investigate relationship between female
managers and male manager’s performance in relations to ethnic background in the board of
governance on organizational performance. Ethnic balance strategy in recruitment of workers
3
should be checked without partiality to given ethnic background performance for the reason of
uniformity in the organizational balance. In South Africa the strategy encourages organizations
to incorporate all ethnic, males, disabled, and religious affiliation from different diversities in
corporate governance (Lindy, 2009).
The strategy puts together various skills regardless of their background, position of staff and has
a target set on organizational performance. The equivalent gender is considered by Setia (2015)
who argued that mainstreaming strategy is linked to gender and ethnic balance and corporate
governance significance. Competent individual is compared to their ethnicity in human resource
capital management on importance of corporate governance but in strategic management is left
behind. The effects of all mainstreaming strategies leading to good governance will improve
performance in corporate organization if well supported with diversity development with
financial presentation. There is no indication that mainstreaming strategy will show negative
gender diversity on performance (Gupta 2014).
Gender equality as a strategy involves diversification of roles played by individual performance
over diversity management in American Industries (Kochan, 2017). The strategy is expected to
only favor females but this is not the case due to its high rates of employees’ turnover in
response to management diversity which ends with strategic performance. The decision making
approach points out that there is a complex provision of equal rights along with responsibility
given to male and female in a socio cultural connection among ladies and gentleman in diverse
group. Target asset should measure individual returns achieved by a multiplicity of roles in the
world development of the firm, low performances have resulted from imperfectly gender
mainstreaming employed in operations on organization performance (Gamble, 2016).
4
Mainstreaming is an action used to formulate and implement gender equality to do away with
misconceptions of imbalance at corporate level and operational level of the organization. In
strategic management, corporate strategy involves responding to key questions about gender
perception but without gender equality the question must be raised. The common mainstreaming
strategies used in the organizations are applied to corporate strategy, target support strategy, and
operational strategy, focus strategies, remuneration strategy but this study will only select three
strategies for the purpose of the study. Business strategy analyzes the environment in which the
business is taking from their competitive behavior and aiming to get rid of bargaining effort from
their buyers and suppliers by gender mainstreaming strategy threats, new business entrants in the
industry by ensuring continuous ability to gender balance in organization products sustainability
terms of service offered (Harald,2016).
As observed by Lear (2014) in the 21st-century companies will be different only in the way top
leaders discharge their strategic leadership responsibilities. Certain actions characterize effective
strategic leadership directions; the most important as follows; managing the organization’s
resources effectively, developing human capital, determining strategic direction, sustaining an
effective culture, exploiting and maintaining core competencies, establishing balanced strategic
controls, and establishing ethical practices,. Among these critical criteria the research will look
at determining strategic direction on organizational performance
Mainstreaming as applied in corporations sets plans and actions which involve changing working
relationships to improve performance (El-Farra, 2017) this strategy can be formed to improve
performance through growth strategy, stability and retrenchment which depend on how
management can use the strategy to balance workload and responsibilities. It could be one way
5
of removing unprofitable production by rethinking work size in relation to gender lines through
significant responsibility to improve organization performance. It certainly acts as a benefit of
shared ideas in business action to assist organizational efficiency. On the influence of strategic
plan and performance in clothing shops in Kenya, mainstreaming strategy provides clarity of
gender discussion where individual beliefs that only women can be able to use the sewing
machine but this is a misunderstanding of gender responsibility which was to examine the effects
of strategic plan on clothing performance (Njuguna, 2014).
The use of mainstreaming is related to appraisal policy that regards competency of employees in
the strategic plan which is a positive relationship between the strategic plan and performance in
clothing shops. The harmony of mainstreaming strategy contributes to the study of
organizational mainstreaming strategies practice and performance in Kenya. This study will try
to identify concrete effects of mainstreaming which will not only be of benefit to female
employees but with great significance on strategic plan which in turn support the growth and
performance. Management of the organizations involves the use of strategic plan which call for
all employees to participate for better performance (Barnet, 2015).
Article 232 of the constitution of Kenya provides that subject to the representation of Kenya’s
diverse communities and affording adequate and equal opportunities to men, women, members
of all ethnic groups and persons with disabilities, fair competition and merit are the basis of
appointment and promotion .The public service commission of Kenya(PSC) baseline survey
2013-2014 indicates that the ratio of men to women in public service stood at 70:30 with the
ratio of women reducing to 23 percent at policy making levels (PSC 2016).The constitution
provides for the principle that not more than two-thirds of members of appointive positions shall
6
be of the same gender; at least 5 percent are persons with disabilities; and youth, minorities and
marginalized groups be provided with special opportunities for access to employment.
PSC code of practice on mainstreaming Disability defines’ “mainstreaming” as a strategy
through which concerns, needs and experiences of persons with disabilities are made an integral
part of dimension of the design, implementation, monitoring and evaluation of policies and
programmes in all political, economic and societal spheres so that persons with disabilities
benefit equally and inequality is not perpetuated. The general objective of this code is to serve as
a practical guideline towards mainstreaming disability in the public service; it also ensures that
persons with disabilities have equal opportunities, finally in engenders to improve employment
prospects for persons with disabilities by facilitating recruitment, return to work, job retention
and opportunities for advancements.
Kariuki (2015) argued that, there are various mainstreaming factors affecting strategic
management due to insufficient gender balance in global business. Wakenya Pamoja SACCO
being one of the growing organizations strives to improve better mainstreaming strategies.
Gender strategy is seen as a way of maintaining inclusion of women to men equally to the
leadership’s management. Scholars of strategic management have focused on various strategies
and mostly rely on strategic planning and performance on target strategy, corporate strategy,
business unit strategy and functional strategy and hence there is no serious attempt to address
mainstreaming strategy on organizational performance which calls for this study to assess the
influence of employees mainstreaming strategies on organizational performance using the case
of Wakenya Pamoja SACCO Ltd in Kisii town. Branch network of Wakenya Pamoja Sacco is
contained within the larger Gusii region, the Head office is in Kisii town at Kahawa House
others are Nyamira Branch, Nyamarambe Branch, Ogembo Branch, Marani Branch, Kebirigo
7
Branch, Magombo Branch, Nyamache Branch, Keroka Branch, Oyugis Banch,Tabaka Branch,
Ikonge Branch, Kenyenya Branch, Suneka Branch and Magwagwa Branch.
1.1.1 Savings and Credit Cooperative (SACCO)
Savings and credit cooperative is an organization which is owned, managed and run by its
members who have a common interest. In Kenya, the Sacco’s offer services such as savings,
deposit, credit and banking; this sub- sector is considered the fastest growing in the cooperative
movement. The Sacco Societies Regulatory Authority (SASRA) is a statutory state organ
mandated with the duty of overseeing the operations of Sacco’s. SACCO sector contribution in
the financial industry is about 45% of the economy (Makori 2013)
Wakenya Pamoja Sacco Society (WPS) Limited was started in 1976 as a Union Banking section
of Kisii Famers Co-operative Union (KFCU). It became autonomous in 1992 under the name
Gusii Famers Rural Sacco Society Limited. The society has over the years, undergone major
governance reforms which have facilitated the change of name which is in line with the strategic
move to expand geographically and explore other financial opportunities; and diversification of
membership to increase the society’s scope to include value chain financing, microfinance,
business development financing, asset financing among other(www.wakenyapamojasacco.com)
1.2 Statement of the Problem
When SACCOS employ mainstreaming strategies, ethnic balancing, Disability balancing and
Gender balancing with an intervention from Strategic leadership Directions; organizational
performance in achieved. Mainstreaming essentially offers a pluralistic approach that values
diversity.
8
Kochan (2017) posited on the influence of gender mainstreaming on performances in American
companies and observed that mainstreaming improves management decisions. Micheni (2013)
observed that the use of mainstreaming strategy is no longer related to organization’s returns. It
involves making decisions in a variety of positions offered to employees. The promotion of
employee ethnic balance strategy has been used as a platform to maximize organizational
performance. Thus, the study failed to analyze the effect of mainstreaming strategies. Gamble,
(2016) also noted that the mainstreaming strategy cannot achieve performance. It is important to
value all employees regardless of gender in the organization. Employee mainstreaming strategies
on performance of Sacco’s in Kenya is a challenge. Organizations frequently rely on
mainstreaming strategies on the performance which leads to alignment of constitutional
requirements to capture their current market dynamics in its entirety. Njuguna (2014) argued on
the factors affecting essentials of gender mainstreaming and observed that approach affect
strategic plans, the study recommends that the management must empower their employees
through training and development programmes, diversify human resources to enable the
organization obtain competitive advantage in terms of strategy development.
Despite these studies, there is need to conduct more research to link them on how mainstreaming
strategy influences organizational performance. Organizations applying common strategies with
mainstreaming strategies need to be analyzed, but they are insufficient to link all mainstreaming
strategies used in the organizations as of Wakenya Pamoja SACCO Ltd on the said employee
mainstreaming strategies which call for the study.
9
1.3 Objectives of the Study
The main objective of the study was to assess the relationship between Employee
Mainstreaming strategies and performance of Saccos as moderated by strategic Leadership
Direction: a case of Wakenya Pamoja Limited, Kisii Town
The specific objectives were;
i. To assess the influence of ethnic balance strategy on organizational performance in
Wakenya Pamoja SACCO limited Kisii,
ii. To examine the influence of disability strategy on organizational performance of
Wakenya Pamoja SACCO limited Kisii
iii. To evaluate the influence of gender balance strategy on organizational performance
of Wakenya Pamoja SACCO limited Kisii
iv. To establish the moderating effect of strategic leadership directions in the relationship
between ethnic balance, disability strategy, gender balance and Organizational
performance of Wakenya Pamoja SACCO limited Kisii
1.4 Research Hypothesis
The following hypotheses were used:
H01; Ethnic balance strategy has no statistical significant effect on performance of Wakenya
Pamoja SACCO Limited
H02: Disability strategy has no statistical significant effect on performance of Wakenya Pamoja
SACCO limited
10
Ho3: Gender balance strategy has no statistical significant effect on performance in Wakenya
Pamoja SACCO limited
Ho4: Moderating effect of strategic leadership directions on mainstreaming strategies has no
statistical significant effect on Organizational performance of Wakenya Pamoja SACCO limited
1.5Significance of the study
This study was of significance to the management of the company, can apply the study to line
with mainstreaming requirements of the organization. To stakeholders, they were able to
understand the mainstreaming strategies of the company. To SACCO regulatory and financial
policy makers were able to find this study of value as it provided a formative evaluation of
targets while highlighting the possible areas that pose challenge to the success of firms. It was
useful for scholars to provide further discussions of the research topics.
1.6The scope and justification of the study
The study was conducted at Wakenya Pamoja SACCO Kisii Branch located in Kisii town. It
was chosen because of its vibrant and motivated team of employees in the SACCO. It targeted
departmental Heads, clerks and the subordinate staff. It was used to assess the effect of employee
mainstreaming strategies on organizational performance which was conducted from April to
October 2018. Other Savings and credit financial institutions include but are not limited to are,
Stima Sacco society was established in 1974 to act as a means of facilitating savings and to
provide affordable credit to employees of the then East African Power and Lightening Company.
Stima Sacco Membership is open to all Kenyan Nationals anywhere in the world(www.stima-
sacco.com)theSacco has a wide range of products ranging from savings, credit, Asset finance and
11
banking .These products are tailored to meet various needs of a diversified membership with
each member’s unique need being catered for in this array of products and services.
Gusii Mwalimu Sacco is a member owned and member controlled financial institution offering a
diversity of financial products tailored to meet individual member’s need
(gusiiwalimusacco.co.ke) It was established in the year 1977 but started operations in 1979.The
Sacco has branches in the Gusii region namely Kisii town, Nyamira town, Ogembo town, Rongo
and Kilgoris towns.
1.7 Limitations of the Study
The study was carried out at Wakenya Pamoja SACCO in Kisii town; due to the small sample
available for the study, results may not be generalized beyond the specific population from
which the sample was drawn.
The researcher conducted an in-depth study to come up with findings which can easily be
generalized to other areas.
1.8 Assumptions of the Study
1. The study assumed that the SACCO staffs were on duty throughout the study time
2. In addition to measures agreed with the management, mainstreaming remained unvaried for
the period of this research
3. It is the belief of the researcher that every act in response was confidently recorded
12
1.9 Operational Definition of Terms
Gender balance; Application of social roles attributed to being masculine or
feminine to mainstreaming.
Disability strategy; Including persons with any physical, sensory, mental,
psychological or other impairment, condition or illness that has or
is perceived by significant sectors of the society to have a
substantial or long-term effect on an individual’s ability to carry
out ordinary day-to-day activities in the recruitment of manpower.
Mainstreaming
strategies;
It’s the consistent integration of persons with disabilities,
minorities, ethnicities and gender in the design, implementation,
monitoring and evaluation of policies plans, programmes,
activities and project at all levels
Disabled people; How People living with impairment that may be cognitive,
developmental, intellectual mental, physical, sensory or some
combination of these impairments are incorporated in the
organizations day to day running.
Ethnic Balance;- Inclusion of individuals who have shared cultural practices,
perspectives, language and distinctions that set apart one group of
people from another in the workforce of an organization.
13
CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Theoretical Review
2.1.1 Theory of Agency
Agency theory is about unrelated goals set between managers, owners or shareholders and goals
agents. The theory was proposed by Donaldson(1995) who summarized a range of straining ,as
unforeseen events of the theory was used to improve performance in terms of structural
adaptation to regain fit model. In open organization systems of management, it creates possible
requirement in adaptation of strategy for every organization’s needs through managers who
address a fraction of adopting management strategies for improving performance. It explains the
organization as an agent of contract of businesses. Agency theory provides both parties in the
contract of agreement with self interest and cunning. The agreement between parties works best
when they are efficient in sharing of business risks and information to recognize variability of
organizational objectives. This agency theory proposes that board of management act as the
monitor employed by means of shareholders and management. Souze (2014) applied this study
of agency theory to hold that the role played by monitoring managers should be diversely
balanced and mainstreamed within the main perception of agency theory. Agency theory is about
conflict of interest between managers and owners of the organization. According to this theory,
an organization’s manager seeks to act as an agent and business operations in contract of
agreement. It holds that in case of any change in management shareholders must be informed so
thereby creating a conflict of interest between management of the organization. The agreement
between parties works efficiently in sharing business risks and returns to recognize variability of
14
organizational objectives. The agency of the principal proposes that board of management are
acting as monitoring tool employed by means of organization shareholders to put pressure for
improving performance, therefore the agency theory has impact on organizational performance.
This theory is related to management strategies in that it creates a strong conflict of interest
between the principle and the agents to improve organizational performance. The study applied
this theory and noted that it plays an important role in formation of Mainstreaming strategy by
involving both parties in decision making process. They give competitive advantage
interdependence of management decision diversity, therefore high equity ownership in an
organization by management board significantly increasing willingness of managing resources to
show the agency is beneficial for all management strategies that affect organizational
performance of a firm (Souze 2017).
The theory proposes more change in mainstreaming board for better management, since
mainstreaming increases interdependence but it will not give proper prediction based on the
relationships between variety and performance. However, there are factors influencing
ownership in an organization on monitoring progress than interdependence, the theory does not
give a strong prop up for competitive advantage. High equity ownership in an organization by
management board is significantly increasing willingness of management in monitoring
resources but the agency theory is more beneficial for all management strategies in the
organization (Quinetta, 2016).
When organizational managers find themselves with a strategy that cannot match with their
contingencies because of contingencies which have changed beyond their organization’s
performance they automatically suffer at the beginning and later on they adopt the strategy, and
15
they try to change their organization structure to fit to improve their performance. It is about
adopting unrelated goals between managers, or shareholders and provides both parties in the
contract of adopting the new strategy. The adoptions affect both parties and force them to work
with best fit for efficient sharing of business risks and information to recognize variability of
organizational objectives. This theory proposes that board of management act as a monitor by
means of shareholders. It pressures on essential relationship between share holders and managers
to improve organization performance (Gamble, 2016)
Souze (2017) applied this theory on the role of monitoring managers as the main idea. This
proposes that more change in mainstreaming board for better management, since adoption
increases interdependence for proper prediction based on performance. It pressures on essential
relationship between shareholders of the organization and managers to improve organization
performance (Ojiku, 2013).Agency theory gives both parties a contract of agreement to
mainstreaming strategy applied in every interest (Gitonga, 2015).
However, there are factors influencing adoption of ownership in an organization as a monitoring
tool than interdependence, the theory does not give a strong competitive but significant
willingness of management in monitoring performance, and this theory is more beneficial for all
management strategies adopted in the organization (Njuguna 2015).
At Wakenya Pamoja Sacco, the managers have been mandated by the shareholders to steer the
organization in achieving its goals and objectives. The Theory of Agency helps one to
understand the relationship that exists between these two entities and how the management is
mainstreaming with an aim of achieving performance. Strategic leadership directions among the
16
mainstreaming strategies will lead to organizational performance when there is a free and
efficient sharing of information between the managers and the owners.
2.1.2 Organizational Theory
This theory is based on organization in terms of operations, routine and culture. This theory
proposed that no organization has ability to continue and exist without proper understanding of
organizations culture and those further than their competition. Organization will try to manage by
either internally or externally in use of best decision to improve performance of their survival
through variation of the top management. This theory put forward that organizations are occupied
in the mix of organizational competition (Naum, 2016).This idea of the theory support systematic
approach to strategy formulation entrenched on the purpose of the organization to implement
choices and actions of the business from its mission of operations. The organization task forms a
direct basis for the specific target customer will select goals (Naum, 2016).
It defines the nature, form and extent of evaluation of the organization environment to the nature of
the business decisions made. Finally the mission describes the terms by which the business
establish success in its strategic actions. This resource based theory provides tools required to
implement Mainstreaming strategy as well as deliver better performance for organization. This
theory is done through relevance of mapping on how to simplify achievement based on
commitment to success. By means of performance appraisal involve tools used to run process of
organization to capture feedback and prioritizing strategy. The series of management decisions
determine the organization behavior over matching of the strategy. This will allow organization
to measure resources and direct the process of anticipating organization routines.
17
At Wakenya Pamoja Sacco, the organization theory gives a glimpse of how the organization’s
operations, routine and culture lead to mainstreaming of employees thus affecting performance.
The prevailing environment will either positively or negatively affect the achievement of
objectives and mission of the Sacco. The choice of top management which supports gender
balance by the shareholders of WPS has an influence on the overall performance in respect to
mainstreaming.
2.2 Empirical Literature
2.2.1 Ethnic Balance strategy
Simkins (2010) conducted a study on ethnic diversity and race on financial performance in the
United States. The study objective was to examine the effect of incorporating race balance in the
alternative management board. The study indicated that there was a connection between ethnic -
race strategy and performance. The ethnic diversity is differently used to explain how companies
use individual to improve performance. Gupta, (2019) did a study of the management controls on
ethnic strategy and performance. The purpose of the study was to find the influence of ethnic
control in firm performance. The study employed descriptive statistic for analysis of data. In
strategic management it is indicated that mainstreaming strategy deals with all ethnic strategy
which require balance in both gender mainstreaming strategy based on organizational growth and
stability in form of strategic rewards. Recruitment of employees does not necessarily lead to
ethnic positivity which increases disparity in community without reducing conflict of target. The
results from ethnic balances strategy find that it is advantage to give all employees equal
opportunity on performance. Organization mainstreaming strategies work out with method of
diversifying ethnic balance due to diverse group (Jegak 2015).
18
Chan and Heng (2017), a study of ethnic balance in employee’s performance observed that every
SACCO promotes employees regardless of gender in order to raise different organizational
performance. The study’s aim was to evaluate the effect of appraising gender balance and
competitions. The study used correlation to evaluate the relationships between different
procedures used in promotion of skills in the organization to provide finance. The recent
appraisal in county government positions showed that gender mainstreaming towards gender
grouping has a beneficial performance. Organizational investors use this strategy to motivate
equality of employees who can manage different groups by shares of individual firms in various
locations with diverse industries generating various groups in operations of workflow selection
of which difference is techniques used to generate high returns from different operations.
Ethnic mainstreaming strategies lead good and diverse workers knowledge to employee
performance. Claessens, (2015) hold that ethnic balance strategy is featured by competent ethnic
contributions as well as employee’s diverse performance. The women’s competence is free to
explore mixed results with perfect things done. Ketchen (2016) observed that organization’s
strategic function in industry influences all ethnic workers as the main cause of organizational
performance (Claessens, 2015).
The variation of ethnic effort has an effect on performance if the firm has realized disparity for
financial growth as compared to the business results of symmetric financial performance.
Claessens, (2015) noted that organization’s ethnic balance describe the effect of competent
gender to ethnic management in corporate performance of equal ability but only qualified female
of any ethnic to create value in the organization. The mainstreaming strategy involves gender to
ethnic variety of good corporate control of firms. Oliver (2008) indicated that ethnic strategy is
19
related to complex production of SACCOS. The study aimed to underlie management on
financial firms in china. The study found that effectiveness to large institutional support is
important in ethnic and gender management. In making strategic decision regarding financial
activities, firms are fond of building up country to country interventions regardless of gender
balance and strategic decisions to desirable performance with other firms and institutions and
other members of their group. The results of the study reveal several ethnic differences depend
on the behavior of firms in mainstreaming positions developed in Central Eastern Europe.
Mainstreaming due to ethnic balance strategy is committed to gender incentives, religion
relationship between fair payments to industrial firms for the benefit of management, this study
stressed on the importance of ethnic balance to unit labor performance achievement. The definite
subsistence to ethnicity is diverse to financial system comprise of industrial firms. The difference
in ethnic balance lead to performance attributed to diverse knowledge. Kaplan (2016), the result
of ethnic strategy is the characteristic of societal inclusion. The study found that complexity of
performance is determined by diverse decision which has the influence to the strategic
management in balanced score cards (Otiso 2015).
Misati (2010) studied the results of employee performance in the banking industry using equity
bank. The same study was argued according to Herzberg’s two aspect theory, attractiveness to
work is diversely motivated at the same time as good wages is a hygiene aspect, and this theory
holds that the motivators are currently in employment and the motivation to control ethnic
balance displeasure.
Njuguna, (2014) studied the effects of ethnic competition on government services in Kenyan
market. The study sought to examine the relationship between the levels of ethnic competition in
20
governance. Secondary data was adopted in the research. The study found out that power of an
employee in the organization is in relationship to women inclusive in participation to
management decision. The study showed that ethnic balance strategy has a statistical significant
impact on organizational performance. Ethnic management improves organization competitions
which are influenced by women inclusive strategies which lead to good service delivery for
financial performance.
From the above literature on ethnic balance in employee’s performance, it is observed that many
scholars have analyzed ethnic balance with different dependent variables, thus creating a gap in
SACCOs. Most of them applied survey design but this study applied descriptive design.
2.2.2 Disability strategy
NDEAM (national disability employment awareness month) (2019) emphasized that it is an
essential role of people with disability to have employment opportunity for global competition.
This will improve economic growth in America. Australian government’s department of social
science (2016) noted that due care should guide disability policy in all government and non
government organizations and which aim to convey about disability changes in all service
programs offered. Disability is highly taken into consideration in Australian national disability
strategic planning. The mainstreaming strategies implied that all persons of disability should be
given a chance to contribute to management opportunities as is adopted in Commonwealth
countries and governments. In strategic management, mainstreaming approved a wide range of
policies which encompasses all individual performance as a disability strategy commitment.
A study conducted by Carter (2017) on employees’ disability on the financial performance, the
aim of the study was to examine the concept of employee’s disability mainstreaming on financial
21
performance. In the primary stage, the questionnaires were presented in tables, the data helped to
understand the analysis of SACCOS. The findings from the study indicated that choice of a
strategy is no longer related to returns. From the findings of the study, promotion strategy is a
management process which is used to deal with various strategic decisions chosen.
Mainstreaming strategists makes decisions involving variety of positions offered to employees.
The promoting of disability for equality has been used as a platform strategy to maximize
organizational performance. It is the management of strategic planning method used to
standardize performances. It provides organization’s best image which act as an evaluation of
performance, it is obtained by ensuring quality of work production in getting performance. It is
important to value all employees regardless of gender in the organization.
International labor organization (2014) conducted a study of managing disability in workplace
and found that management of disability improves work place performance in Geneva. The
findings further hold that any disabled people were not a homogeneous type since one might be
having sensory disability or physical or psychological impairment. The study articulated that
disability strategy is required to help all disabled to be incorporated in the management and
employment. The implication of disability had effect on work place as they play significantly to
society considerably. The management of the organizations provide global trend to disabled
persons for available opportunity regardless of age, religion or gender. The disability balance
contributes to economic growth as it leads to employment opportunity, an indication to best
mainstreaming strategies on organizational performance.
Cahan (2013) posited that an increase in the hiring of the disabled may not be valuable in
improving performance; the suitability of a disabled person is academic qualification to a
22
particular field to fit any available employment opportunity. Mainstreaming strategy measures
policy statement of disability provisions to support their opportunity. The law of international
labor outlines the code to which disabled people are addressed in SACCOS. Employers are
looking for ways to assist all employees on what to adopt in mainstreaming strategy to manage
disability related problems in work place, despite the problem never solved. The findings showed
that organization employers have developed a strategy to consider management issues in
workplace priority assignment. The study recommended complement strategy to increase
benefits to the ability of employees support intervention in referral process to responsibility. The
conclusion indicated that disability strategy can be used as a management strategy for every
individual to bring into attention all employees.
Shaughnessy (2016) argued that disability management affect board room managers decision.
The study was conducted with the aim to investigate the effect of disability on manager’s
decision making. The study indicated that organizational performance is improved by disability
dimension of which managers improve performance. The organization incorporates all
individuals whether to measure their level of performance. The study showed that all employees
deal with specific mainstreaming strategy in the work environment. Disability strategy is the
development of communication among diverse manager’s strategies. This strategy includes
measures in all areas to consider in recruitment access and effectiveness. The findings from the
study indicated that choice of a strategy is no longer related to returns. From the findings of the
study, promotion of disability strategy is a management process which is used to deal with
various strategic decisions chosen. Management makes decisions involving variety of positions
of employees. It provides organization’s best image which act as performance evaluation. It is
23
obtained by ensuring quality of work production in getting performance. It is important to value
employees in the organization.
Kang,(2012) conducted a study on the employment of disabled group on organizational
performance. The study found that the hiring of people with disabilities is the responsibility of all
which cuts across regardless of opportunities implementations. The study showed that the effects
of disability mainstreaming strategy affect organizational performance of centum company. The
study adopted the descriptive research design. They found out those strategic managers advance
more to produce sufficient productions to improve performance of the organization. The training
in industry requires gender balance in more spheres for specialist management, to achieve
organizational performance with available resources.
According to South African Human Rights Commission, (2009) the South African constitution
prohibits discrimination through failing to eliminate obstacles that unfairly limit or restrict
persons with disabilities from enjoying equal opportunities or failing to take steps to reasonably
accommodate the needs of such persons; However as a result of historical discrimination,
persons with disabilities face disproportionately high levels of unemployment, are employed in
low status jobs or receive lower than average remuneration. Workplace opportunities for persons
with disabilities are scarce because disability discredits the perceived or actual ability of an
individual to engage in a variety of social, political and economic fields. Disability often leads to
unemployment which in turn leads to poverty, the two are intertwined. High unemployment
levels among persons living with Disabilities are high in Africa and this is a major challenge to
the society to make it sure that these section of society live their lives with dignity.
24
Appia (2018) conducted a study on performance of medium enterprises in Ghana; the study
objectives were to examine the effect of disability practices as a determinant of quality. The
study interviewed 51 employees and found that organizations implement disability strategy to
balance employment opportunities in many business and public institutions. The practice of
mainstreaming strategy enhances best and quality management decisions in small business
enterprises in Ghana. The strength of organizational strategies is the one that apply
mainstreaming strategy to disability with success from competitive advantage in aligning diverse
competition. The study findings did not express the application of disability on organizational
performance which calls for a study. In mainstreaming Strategy in relations to disabilities focus
is done on the foundation in the implementation through engagement of mainstream policy. The
Areas for future action were prioritized in collaboration with people with disability and other key
stakeholders.
National council of persons with disabilities Annual workplace analysis (2018) stated that
disability mainstreaming is the process of integrating formerly segregated and stigmatized issues
and people into mainstream society and development programmes and out of the welfare
department. It’s an established department at NCPWD(Kenya). Its sole mandate is to facilitate
Disability Mainstreaming Programmes in public and private sector; it is centered at creating all
inclusive and accessible environments for persons with disabilities. However, there is no
empirical evidence based on statistics to arrive at appropriate findings.
Owino (2017) conducted a study of disability strategy on performance of companies operating in
Netherlands. The study aimed to investigate the need for disability strategy through
organizational awareness. The study used census sampling technique to arrive at 12 employees
25
operating in the company’s senior managers. Descriptive research design was employed.
Descriptive statistics such as mean and inferential statistics were used to analyze the collected
data. The results showed that disability strategy has no significant effect on organizational
performance; the study did not expose disability as a mainstreaming strategy and had impact on
organizational differences, hence this study.
From the above literature on disability strategy on the performance of organizations, it was found
that disability strategy affect performance. However, the study failed to establish the influence of
employees’ disability on performance of organizations in relations to disability mainstreaming
strategy, and hence the aim of the study was to examine the effect of employee’s disability
mainstreaming strategy on the performance which was the gap.
2.2.3 Gender balance strategy
Cahan (2013) conducted the impact of gender balance on quality of management; the study
observed that, there were various mainstreaming factors affecting strategic management due to
insufficient gender balance in global business. For many years, leadership gender target is seen
as a way of leadership management for equal inclusion of women to men in the management of
an organization. In strategic management gender balance has focused on various strategies and
mostly relies on strategic planning and organizational performance on target strategy, corporate
strategy, business unit strategy and functional strategy and hence there is no clear link to address
mainstreaming strategy on organizational performance. Wakenya Pamoja SACCO being one of
the growing organizations calls to improve better mainstreaming strategies which calls for this
study to assess the effects of mainstreaming strategies by gender balance on organizational
performance.
26
The European Commission stated gender mainstreaming in the following way:”Gender
mainstreaming is the integration of the gender perspective into every stage of policy processes-
design, implementation, monitoring, and evaluation-with a view of promoting equality between
women and men”. It means assessing how policies impact on the life and position of both
women and men- and taking responsibility to re-address them if necessary. Gender
mainstreaming is not a goal, or a set of contents but instead a strategy to achieve equality
between women and men in their diversity (European commission, 1998).
Garlow (2018) reported from a magazine on poverty, inequality and social policy in state of the
Union in United States of America. The results from the magazine showed that while the USA
made progress on eliminating gender inequality in the latter half of the 20thcentury, progress has
since slowed or stalled entirely in most organizations. The report also identifies some disparities
that favor women rather than men. Stereotypes and unconscious biases are to blame for standing
in the way of faster social change; we still cling to the belief that women and men are differently
endowed with inherent abilities. This contributes to segregation, discrimination on the basis of
these beliefs and worker sort themselves into these make–belief gender conforming roles. The
study has not adopted a scientific evidence to be concluded fully which led to the need to
conduct this study.
Arnoud, (2017) noted that coordination of gender balance programmes in the organization has
influence of rising SACCOS performance. The study’s aim was to assess the effect of offering
equal responsibility as a method of rising standards of service industry. The study showed that
equal responsibility increases returns at low cost of resources. Mainstreaming is the positive
feature strategy which can be done through expectancy of rewards. The study found that gender
27
responsibility involve slot between numbers of available jobs over gender promotion. In long-
term responsibility increase affect level of management strategy to vary effort in the condition of
effective strategy implementations in organizations. The short term responsibility goal entails
that checklist does not vary in gender position as much expectation which will involve the use of
strategic dimensions other than quality practice of mainstreaming. The individual staff involves
use of principles to operational terms of promotional requirements but not just gender comparing
activities in mainstreaming aspects of Sacco performance.
Kirac (2018) examined the impact of advocacy and equality. The study found that the strategy
involves guidance in determining business development. The study also examined the impact of
gender partnership and societal development on organizational performance and noted that
gender equality affects management programmes. The study used descriptive analysis and
indicated that gender equality is used to investigate disparity of what the female do similarly to
access decision of management. The study found that performance is affected by gender
disparity in relations to organization’s resource endowments. The analysis advocacy approach
increases effort of power to improve performance. It found that business organization respond to
equality in salesmanship to raise financial performance. Organizations are looking at ways to
accomplish equality in gender promotions but its short plan to control local initiatives to political
influence to adjust customer’s gender perspectives. These related studies indicated that gender
equality in promotions is insufficient to mainstreaming strategy hence need to conduct a study to
investigate whether promotion strategy influences organizational performance and try to close
the gap in mainstreaming management.
28
Kang (2012) conducted a study of gender and performance. The study found that, performance is
the responsibility of both gender which cut across regardless of opportunities. The study adopted
the descriptive research design. The training of gender in industry conditions requires gender
balance in more adoptive way to specialist management. The gender balance involves the use of
training in various areas to achieve organizational performance with available resources.
Huynh, (2017) did a study on the influence of mainstreaming on gender performance of
companies operating in Netherlands. The study’s aim was to investigate the need for gender
promotion in creating organizational awareness. Since it was a comparative study the objective
was to find the effects of gender diversity on manufacturing firms of Netherlands. The study
revealed that performance is influenced by mainstreaming democratic governance which later
hinder staff appraisal. On the other hand, the change strategy is not well developed due to
training gender equality in strategic management and activity based value chain analysis which is
poor. The successive gender balance has increased workforce efforts in relations to productivity
in executive women responsibility change (Owino, 2017).
Liang (2016) observed that governance of mainstreaming strategies leads to well desired
performance standards. The study posited that the management decisions arrived at partnership
activities through shared ideas in team work performance target relationships. The study
revealed that there is a relationship between high yields and mainstreaming strategies in business
but the relationship was not well linked to SACCO’s performance. The findings indicated that
gender strategic perspectives plans affect performance. It also found out that managers provide
equality criterion of gender performance targets in the organizational success. It showed that
gender mainstreaming strategy was adopted in establishment of strategic management plans on
29
performance, thus there is need to conduct a study to investigate the effect of mainstreaming on
organizational performance.
Fred (2016) worked on the effects of the comparative strategies to workload change such as
gender theme strategy, gender normative reductive, women power coercive and opportunity
adoptive. Mainstreaming strategy is alternatively called incorporation of both genders in
leadership performance. The gender mainstreamed strategy post development of strategic
guidelines involving set of actions on decision making with targets of leadership accountability.
It entails changing working relationships in the organization which can lead to the growth of a
firm, stability of workers and retrenchment of extra work force which go beyond resources
available. Most organizations adopt gender perspective strategy to abolish services of rethinking
organization’s service lines with clients. Benne, (2017) observed that leadership is a talent
definition of access currently; this strategy is used in organizations for divestment change in
selling organization. Based on comparative strategy, organizations seek for gender balance
strategy to all employees oppose target change set based on building new strategy on
transferring old to new mainstreaming strategy.
The organization gain perfect gender targets with improvement in strategy but gratifying due to
insufficient target experts affect the growing business. Olivers (2008), studied on the
restructuring enterprise targets on organization performance of small and medium enterprise. The
objective of the study was to determine the influence of collaborative gender management on
performance. The study found out that there is relationship between gender leadership target
setting enterprises with current market as the similar study shown by Gamble, (2015) worked on
competitive strategy on organizational performance. The study found out that organizations gain
30
by growth strategy of gender management relations to corporate restructuring through
partnership (El-Farra, 2009).
Kirca (2012), studied on the effects of firm’s leadership and organization performance. The
study used secondary data by correlation method to establish the relationship between leadership
target and firm’s predominance. The study found out that there is a relationship between
leadership target and performance. The study has been of significant interest to economists and
policy makers for changes of leadership target. It is usually accepted that effective strategy and
successful innovation on performance is difficult to achieve. Misati (2010) argued on the effect
of leadership strategy on employee’s performance in the banking industry. The same study was
done by Kirca (2010) which was related to public companies leadership target representing of
about 60% of leadership was established certain negligible level where there is no relationship
between change in leadership strategy and performance (Francais, 2016).
Schalm, (2015) observed that the organizational gender balance is evident when forming
management decisions. Gender balance is used in work load indicator in employee development
in leadership target strategy has its shortcoming which has been identified on performance of
firms which concurred with the study of Johnsen, (2014) who argued that leadership strategy has
to be equally extended in organizational model of management by objectives. The study affirms
that gender balance increase leadership strength in technical institutions. This gender balance
strategy is the ability of the company to offer equal opportunities related to leadership style.
Furthermore leadership target highlights out that any firm will equate available resources.
Organization mainstreaming strategies involves making equal focus to perform equal planning
regardless of gender, ethnic, religion and education and race without prejudice. Organizational
31
performance of any company is predictable by profits organization, but in non-profit surplus.
The study found that there are connection between gender balance and organizational
performance (Loganadin (2015).
Naum, (2016) studied gender program strategy which act as a factor of mainstreaming on
performance. The objective of the study was to reveal program strategy impact on performance
as a determinant of benchmarking process. The study found out that the type of gender program
is influenced to improvement of strategic driver of planning. The decisive measure of
performance depends on gender performance. The business world has to come to understand
performance as a gender competitive tool. The study of gender equality is a turning point on
diversity way of doing work in both performances without disparity whichever the business. The
study indicated that organization managers must improve leadership performance, but the study
has insufficient facts about organizational leadership strategies on organizational performance
(Kang 2014).
When organizations compete in the same industry it must expect ethnic, gender and disability
balance to target change in order to grow but sometimes mainstreaming targets is difficult.
Owino (2017) did a study of competitive strategy on performance target in saving and credit
cooperatives in Mombasa. The study used descriptive statistics to present the findings from the
study. The study found out that competition enhances favorable operational targets management.
Organizations focus on its target indication that management policies are resistant to increase
targets up to the maximum competitive strategies formulation with fine performance. The study
recommended SACCOs to do with competitive strategy hence the study did not analyze the
effect of target strategy on performance (Ndahiro, 2015).
32
A study by Kwamboka, (2014) revealed that organization has taken gender combination
seriously; the use of mainstreaming strategies is adapted to benchmarking for better balance.
Their combination performance is measured as a long term decision which expands the choice of
a strategy in the company. The successful organization has to process benchmarking on basic
strategic points. The types of gender strategies are mutually exclusive and form part of
organizational performance. They believe that successful organizations are competitive in the
global market against organization management strategies. The study noted that the current
performance measure is improved by practice through reorienting gender performance
effectiveness in the international market (Kariuki 2015).The PSC (2016) postulated that every
institution should establish its gender balance ratios; establish the extent of imbalance and put in
place time bound affirmative action programmes to ensure the ratio of men to women
progressively achieve the principle of two-thirds. It goes further to prohibit imposition of
sanctions or dismissal on the grounds of pregnancy, maternity/paternity leave or marital status
and observe the requirement of maternity/paternity leave with pay. All employees including
women should be treated equally with regard to pay, benefits, transfers, training, education and
social programmes.
Micheni (2013) conducted a study on the effect of gender balance on the employee’s
performance in SACCOs in Kenya. The aim of the study was to examine the effect of gender
balance mainstreaming on employee performance in SACCOs in Kenya. The study adopted 22
employees from headquarter working in strategic management office. The study used stratified
sampling techniques which were to give questionnaires to fill. The collected data from the
questionnaire was distributed and presented in tables in order to easily understand the analysis of
SACCOS. Using descriptive statistics such as mean, percentage and variances, the results from
33
the study indicated that choice of gender balance strategy is no longer related to returns of
performance. Further, it was established that making decisions among genders involved a variety
of positions between employees. The promotion of equality has been used as a platform to
maximize organizational performance; it is the management of strategic planning method used to
standardize performances. This provides organization’s best image which act as performance
evaluation, obtained by ensuring quality of work production in getting performance. It is
important to value all employees regardless of gender in the organization.
Gitonga, (2015) observed that every SACCO promotes employees regardless of gender in order
to achieve organizational performance. The study aimed to evaluate the effect of appraising
gender balance and competition. The study used correlation to evaluate the relationship between
different procedures used in promotion of skill in the organization to provide finance. The recent
appraisal in county government positions showed that gender mainstreaming is towards gender
grouping of beneficial performance. Organizational managers use this strategy to motivate
equality among employees who can manage different groups by shares of individual firms in
various locations with diverse industries generating various groups in operations of workflow
selection of which difference in techniques used to generate high returns from different
operations.
From the above studies in relations to the effect of gender balance strategies on performance of
SACCOs in Kenya which only focused on descriptive statistics such as a mean and percentage,
the study failed to use inferential statistics which is an important tool to establish the effect of
gender balance on performance. Hence this study applied inferential statistics to arrive at the
conclusion in bridging the gap.
34
2.2.4 Organizational Performance
Organizational performance is a measure of organization’s effectiveness and efficiency in terms of
service delivery. It is measured by customer satisfaction and profitability from its business returns.
The performance is usually through estimating the company on financial strength on a given time. It is
used to evaluate firms in a similar industry. Pitt and Tucker (2008) observed that, organizational
performance is a vital sign of organization, showing how well activities within a process or the outputs
of a process achieve a specific goal. It’s also defined as“ a process of assessing progress towards
achieving pr-determined goals, including information on the efficiency by which resources are
transformed into goods and services, the quality of these out puts and outcomes, and the effectiveness
of organizational objectives” (Amartunga and Baldry2013)
Rittenberg, (2015) adopted Jensen measure used proportion of expected return determined through
capital asset pricing model. It explains the relationship between risk free and cost of an asset. This
measure is a ratio of financial growth of mainstreaming strategy determined by capital asset pricing
model to adjust financial growth (Setia, 2015). Francais (2016) argued on the indicators of
performance and target and found out that in a growing business organization there is need to improve
achievement of business expansion plans in service delivery by benchmarking, Mainstreaming
strategy is set on direction based on performance measurement and target setting by financial
performance, customers, employees and business benchmarking. Performance measurement work well
with target setting to help organizations to be familiar with different business areas in important
information to better position of the organization. The problem here is on the organization to identify
what’s to be measured. The financial institutions plan to know how to measure customer priority for
their business to grow by following proportion of sales in return to customers’ needs, customer’s
35
complaints expected and duration to fulfill the order of specific measures to improve performance
indicator of SACCOS as it is shown by (Stephenson, 2013).
Performance measurement is eventually driven to future improvements of the business. It is said
that it is easier to spend than to manage expansion if one knows how to note that the
management accounts for organization and identify potential chances for expansion. Measuring
profitability is done by growing strategy ultimately objectively to the increased profits by
margin. Overhead costs are then taken to account by interest with tax imbursement. Earnings
before interests and taxes are taken into costs and accounted for return on capital employed
which is used to work out for net profit as a ratio of total capital employed to evaluate how
healthy the money invested in the business is performing to measure up to other investments in
the bank (Arnoud, 2017).It is this economic performance that reveals the use of financial
performance in an entity (Morris, 2017).
Mathai, (2014) noted that the use of mainstreaming strategy to give valuable measures of
performance involving service delivery, customer satisfaction and sales volume to improve
about capacity to get financial debts, efficiency ratios let to know about adopting organization’s
assets to inform about sustainable exposure to long term debt determined by cash flow
measurement by customer retentions for analyzing clientele through sales data and complaints
by software for customer relationship management tool for getting and analyzing information
about customers products and service, performance by employees through meeting appraisals
and by benchmarking, valuable way of improving performance comparisons with best
organizations in the same industry in trade association of commercial reporting (Francais 2016)
36
it is done for performance measured in management strategies on organization growth and
performance in areas of financial reporting
For an organization to perform better, it must take long term plans which will contribute to
various organizational functions. The organization strategies must be able to provide various
decisions to line up with long term organizations’ processes and inputs to general strategy by
ongoing requirements. The organization management strategies rely on control strategic services
which are similar to quality management techniques.
2.2.5 Moderating effect of Strategic Leadership Direction
Iravo, (2013) asserts that determining strategic leadership direction is a critical strategic variable
which leads to developing a long term vision for the organization. The organization’s future
direction must be the core issue by leaders to envision or think about. Strategic planning helps
leaders of various organizations to think, learn and act strategically, (Hoskisson, 2014). Hitt,
(2017) supported and observed that for nonprofit firms; strategic planning can be an important
step in achieving success. Employees are encouraged to use the standard procedures from
strategic directions. Strategic planning enables organizations to be rational, efficient and
effective in managing the organizational resources (Sakic, 2015).
Jones,(2016) argued that determining strategic leadership direction involves specifying the
image and character that the firm seeks to develop ultimately. Change Management is handled
swiftly by strategic managers. Leaders are good role models to employees; therefore strategic
leaders have the responsibility to explicitly display and explain the mission statements of their
organizations which enable everyone to understand the overall direction of the organization.
37
Therefore the study will assess the effectiveness of strategic direction which is important for
strategic leaders in achieving organizational performance.
Leaders too need to be developed in this dynamic environment. Leadership development is an
un-ending process of self-study, education, training and experience (Keraro, 2016). Developing
leaders in an organization is a long –life process; and ethical leadership programmes is designed
to equip employees with the rudiments for effective management. Every organization should put
mechanisms in order to develop future leaders for long term survival of business. Kitonga,
Bichanga and Muema (2016) conducted a survey in UK and some continental European
companies and revealed that the most significant ethical issues to organizations are bribery,
corruption, discrimination and harassment. Leaders focus on long term objectives which must
definitely start at the top. Leaders cannot run away from their tasks of setting a moral example
for their followers; formal codes and ethic training have minimal chances of success unless the
ethical actions and behavior of top leaders are reliable with what they teach. Organizational
leaders should encourage employees through leading by examples, it is their duty to define
organizational norms and values, live up to prospects and encourage their followers to adopt the
same. Negative examples of immoral behavior by strategic leaders are like ‘cancer’ on ethical
behavior within organizations (Lear 2014).The majority of leaders are alleged to be brutal and
selfish in their business with others on performance.
Strategic direction is handled swiftly by the strategic managers and is likely to get the message
too as cited by Martindale, (2017) argued that employees desire to be associated with leaders
who are honest, trust worthy, respectful and fair, Narayan and Zane,(2009), organizations can
accomplish better employee attraction and retention when employees have the chance to work
38
for leaders who communicate clearly the organizational goals. Failing in leadership can lead to
high employee turnover and decrease the likelihood of attracting new and prolific employees.
This increases the cost associated with employee turnover, Increases employee supervision,
decreases job satisfaction and lowers the level of productivity leading to poor organizational
performance. A leader’s personal values will influence corporate beliefs, behavior and decisions.
Emphasizing strategic direction is a critical criterion for leadership of organizations and it should
be driven from the top leadership team throughout the organization.
Business budgeting is an essential segment that allows an organization to attain its objectives
and meet the expectations of its shareholders. According to Kariuki, (2010) budgeting is a
process of planning the financial operations of a business. It is through budgeting that funds
would be made available to implement the ethnic balance strategy, disability strategy and gender
balance strategy. The application of budget would impact on the performance of the organization
(Larson 1999). .The budgeting process incorporates how money is distributed to the different
spheres of interest which also corresponds to the strategies, these will lead the organization to
reduce costs, losses and increase profits therefore organizational performance.
Benson, (2014) examined mainstreaming in leadership and organizational change in the
California, Santa Cruz. The findings showed that the use of mainstreaming strategies focused on
organization’s substantive duty of individual design to describe the influence of strategic
organizational performance. The use of this promotional strategy that regards competency of
employees, strategic plan has a positive relationship between strategic plan and the performance
of clothing shops. The harmonizing of mainstreaming strategy contributes to the study of
mainstreaming practiced on performance in Kenya. This study will try to identify concrete effect
39
of gender equality and will not only benefit the female employee but also bear great significance
on strategic plan which in turn support the growth and performance. Management of the
organization involves the use of strategic plan which call for all employees to participate for
better performance. The management style has a dimension on how an organization performs;
this has a bearing on the motivation, effectiveness, cohesiveness and overall productivity of the
employees. These communication styles should be incorporated in different offices to meet the
various objectives of the organization.
An individual supports an organization if he believes his personal interests and goals will be met,
if not, his personal interests will decline and therefore performance. Management style is a
guarantor of great performance, poor leadership or one that is not popular with employees lead
to low productivity. Glantz (2018) emphasizes the need for a manager to find his leadership
style.
A study analyzed by Gamble,(2016) also noted that the strategic leadership as a strategy cannot
achieve performance, the study aimed at investigating the effect of strategic leadership directions
on organizations performance. Through these communication, improved business performance is
realized, increased greater quality through the influence strategic plan and performance in
clothing shops in Kenya. The mainstreaming strategy provides clarity of gender discussion in
these clothing shops where individual believes that only women can be able to use the sewing
machines but this is a misunderstanding of gender responsibility which was to examine the
effects of strategic plan on clothing performance (Ben, 2013)
Further, it is important to value all strategic leadership regardless of gender in the organization.
Employees mainstreaming strategies on performance of Sacco’s in Kenya is a challenge in terms
40
of strategic leadership. Organizations rely on strategic leadership and alignment of dynamic
change in performance, the adoption of leadership strategies is a form of strategic planning used
to achieve performance.
2.3 Summary of Research gaps
Campbell (2014) found that organizational management strategies tried to make clarity of
mainstreaming strategies for future performance expectations. The study found that the effect of
formulation promotion approach, organization management strategies like any other methods
adopted to provide competent of organization management strategies. The study established that
mainstreaming strategy is dedicated to the management monitoring and supervision of the
activities of the firm.
From the reviewed literature, Njuguna (2014) studied the effects of mainstreaming strategy as a
determinant of financial services in Kenyan market. The study wanted to examine the
relationship between the levels of mainstreaming strategy in business competition. The study did
not address mainstreaming in strategic management as a strategy on performance in the study.
Some researchers discuss mainstreaming strategy and fail to show the relationship between
mainstreaming strategy and organizational performance of a firm. This Literature review was not
complete in relations to strategic management. Empirical facts found out that they are at the far
end of this study to fill the gap in change management, remuneration, promotional of gender
strategy and organizational performance.
From the studies indicated, there`s concentration of mainstreaming strategy on diversity strategy
and therefore indicators were differently addressed. There is unfilled gap for which this study
41
will fill to answer mainstreaming challenges on SACCO’s performance which lead to the reason
for this study to fill the gap.
2.4 Conceptual Framework
Conceptual framework is a diagrammatic model showing the relationship between variables
under the study (Orodho, 2009).
42
Independent variable Dependent variable
Mainstreaming strategies Organizational performance
Intervening variables
Figure 2.1 Conceptual Framework
Source: Researcher (2016)
Effective mainstreaming strategies need proper gender planning to attain organizational
objectives which will involve all areas. From the conceptual framework, it is clear that Ethnic
balance strategy, Disability strategy and Gender balance strategy are acting as independent
variables and organizational performance acting as dependent variable.
Ethnic balance strategy
• employment prospect • Marketing Decision • Mode of operations
Organizational
Performance
• Service delivery • Effectiveness
Disability strategy
• Equal opportunity • Benefit • Involvement
Strategic leadership Directions
• Long term objectives • Clear communication of goals • Good role models
Gender balance strategy
• work load arrangement
• Encouragement
43
The relationship between independent variable is characterized by their contribution to
SACCO’S performance; ethnic strategy is influenced by gender strategy which is related to its
balance of work regardless of gender, race and disability. Organizational performance is
characterized by Service delivery, Effectiveness and efficiency of the firm.
The intervening variables include strategic leadership which will depend on clear communication
of goals, long term objectives and good role models .A worker supports an organization if he
feels that his/her interests are catered for, in the contrary, the support wanes and therefore the
productivity. Poor leadership which does not promote workers interests is undesirable since it
leads to lack of motivation thus low productivity. The managers will communicate the long term
objectives, goals and also exhibit desirable attributes to the employees.
44
CHAPTER THREE
3.0 RESEARCH METHODOLOGY
3.1 Research Design
The research study adopted descriptive research design. According to Mugenda (2009),
descriptive design is a process of describing the situation in the way it is with the aim of
collecting data to test hypotheses or to answer questions with an indication of progress status of
designs under study.
Descriptive research design was appropriate because it described the information under study as
the situation is and explore the effects of employees mainstreaming strategies on organizational
performance. It involves asking the respondent’s questions on how they experience from their
views about phenomena which they observed directly. It was advantageous in that it allowed the
collection of large sum of data from the standard population in using questionnaires (Micheni,
2017).
3.2 Study Area
The study was conducted in Wakenya Pamoja SACCO in Kisii town. Located at Kahawa house
along the Kisii-Sotik road, off Daraja Moja carwash and sandwiched between the church of
Christ and the music copyright society of Kenya. It has a fantastic growth on the number of
customers currently servicing the company and the issues of organization mainstreaming
strategies keeps on arising.
45
3.3 Target Population
The target population was 55 employees in Wakenya Pamoja SACCO in Kisii town. The target
population of the study was involving all the employees comprising of managers, head of units,
credit managers and support staff.
Table 3.1 Target Population
Category of the
respondents
Number of respondents Percentage %
Managers 05 9
Support staff 50 91
Total 55 100
Source: Human Resource Records (2016)
3.4 Sample Size
3.4.1 Sample size
The study was a census. A census means all the employees were used for the study because the
population is appropriate and stratified to categorize the respondents according to their levels to give
every member of the population an opportunity to participate in the final exercise.
3.5 Data collection
3.5.1 Instrumentation
Research instrument allow the researcher to collect information that the study need to collect
about the study objectives. The crossed and structured questionnaire was used to collect data in
this study.
46
3.5.1.1 Validity of the Research Instrument
According to Mugenda (2003), validity refers to the degree to which a study measures what it is
proposed to measure. The validity was verified with the help of the researcher’s supervisor and
other interim experts under the study. Content validity was checked by experts from topic and
research questions. Face validity was used by the supervisor by looking at questionnaire for
corrections.
3.5.1.2 Reliability of the Research Instrument
Reliability according to Mugenda (2003) refers to the consistency of a measure. According to
Saunders (2009) recommended the use of the piloting to improve instruments so that the
respondents difficulty in answering the questions as well as making available for easy recording
and analysis of data. The test and retest by Cronbach’s coefficient alpha technique at 0.7 was
used to test data reliability. A pilot study was conducted by the researcher taking the
questionnaire to the employees working in Mwalimu National SACCO Kisii not included in this
study.The findings are shown below;
3.2: Reliability of the Research Instruments
The calculated reliability coefficient is shown in the table below;
N %
Cases
Valid 37 100.0
Excludeda 0 .0
Total 37 100.0
a. List wise deletion based on all variables in the procedure.
47
Table 3.3: Reliability Coefficients
Variable Alpha No of items
Ethnic balance .781 16
Disability .701 11
Gender .821 14
Strategic leadership direction .771 05
General reliability .896 46
The Cronbach’s Alpha reliability coefficient value of 0.896 is higher than 0.7 out of 46 items,
since the study findings show that the reliability coefficient for disability is 0.701 which exceeds
0.70 of 11 items, gender strategy has .821 of 14 items, ethnic balance .781 of 16 items and
strategic leadership directions has .771 out of 5 items, hence the research instrument was reliable
for the study. The research supervisors and other experts were given priority to measure
reliability of the research instrument to go through and made suggestions for improvements.
3.5.2 Data collection procedures
The researcher was given authority letter from the university and NACOSTI permit then Data
was collected. The primary data was collected through self-administered questionnaire to the
respondents by use of drop and pick later approach. The structured questionnaire was used; this
is for easier analysis of data as well as permitting a greater depth of response.
48
3.6 Data Analysis
Data collected was edited, coded and keyed in to statistical programs for analysis (Statistical packages
for social sciences Version 21) then the coded data was analyzed using measures of central tendency
and measures of dispersion, namely frequency, percentages, mean and standard deviation. Correlation
was used to investigate the effect of individual mainstreaming strategies and its relationships with
organizational performance in multi linear regression model. The data was presented in tables and
figures and then the findings were made. The model summary was;
Y = β0 + β1X1+ β2X2 + β3X3+ M +e…..where,
Y=Organizational performance,
e= Error term
β0 =is a constant term of organizational performance independent of the strategies, β1X1, β2X2, and
β3X3,
X1 =Ethnic balance strategy,
X2 = Disability strategy
X3 =Gender balance strategy
M= moderating variable (strategic leadership directions)
β0, β1, β2, and β3, is model coefficients
In the model β0, - is a constant term of the variables and Measure of sensitivity β of dependent
variables Y which was the predictor variable and ɛ- is an error term to establish an unexplained
variation in the model and its variability was tested by 0.05 sensitivity. Then data was shown in tables
49
with figures and graphs. Inferential statistics and ANOVA was used to test hypothesis to arrive at the
final conclusion of the study
3.7 Ethical Considerations
A moral consideration was taken into context. A questionnaire was prepared in such a way that there
was no space of naming the respondents. Further, respondents’ participation was optional, basically
explaining the reason for replacing respondents who do not wish to respond to state in the sample size
and sample selection methods significance in the research process, and prospect from them.
50
CHAPTER FOUR
4.0 DATA ANALYSIS AND PRESENTATION
4.1 Response Rate
The general objective of the study was to assess the influence of mainstreaming strategy on
organizational performance of SACCOs in Kenya, A case of Wakenya Pamoja SACCO Limited
in Kisii Town. The specific objectives were to asses; the effect of gender balance strategy on
organizational performance, to examine the contribution of ethnic balance strategy on
organizational performance and to evaluate the effects of disability strategy on organizational
performance.
Therefore, the researcher issued 55 questionnaires and the response rate was indicated in Table
4.1. The results showed that response rate was 67.3 percent of the respondents were 37
respondents, while 32.7 percent were non response of 18respondents. A response rate of 65% is
acceptable (American psychological Association website), another survey by Miller (2017)
describes a response rate of between 54% and 75% as acceptable.
Table 4.1 Response Rate
Response Rate Frequency Percent
Response 37 67.30
Non Response 18 32.7
Total 55 100
Field Data (2017)
51
The study indicated that the majority of the respondents were able to provide information and
were willing to take part in the study.
4.2 Background information
4.2.1Genderof the Respondent in the Organization
The study sought to establish the gender characteristics of the respondents in Wakenya Pamoja
Sacco. Table 4.2 Presents genders of respondents in the organization.
Table 4.2 Gender of the respondents in the organization
Frequency Percent Valid Percent Cumulative Percent
Valid
Male 21 56.8 56.8 56.8
Female 16 43.2 43.2 100.0
Total 37 100.0 100.0
Field Data (2017)
The study showed that 21(56.8%) of the respondents were male while 16(43.2%) were female.
This implied that in Wakenya Pamoja SACCOS there were more male than female but with
close ratio of representation according to the gender rule of employment in Kenya.
4.2.2 Title of the Respondents in the Organization
The study sought to establish distribution of the respondent’s title in the organization. The
findings were presented in table 4.3.
The results showed that 2(5.4%) of the respondents were managers, followed by 4(10.8%) of the
respondents who were receptionists, 6(16.2%) of the respondents who were credit managers,
9(24.3%) were tellers, and 16(43.2%) who were accounts clerks.
52
Table 4.3 Title of the Respondents
Frequency Percent Valid Percent Cumulative Percent
Valid
Manager 2 5.4 5.4 5.4
credit manager 6 16.2 16.2 21.6
Account clerks 16 43.2 43.2 64.9
Receptionist 4 10.8 10.8 75.7
Teller 9 24.3 24.3 100.0
Total 37 100.0 100.0
Field data (2017)
The study findings showed that the majority of the respondents were accounts clerks and only
managers were few in management of the organizations.
4.2.3Academic level of the Respondents in the organization
The study sought to establish the academic level of the respondents in the organization. The
results were presented in table 4.4.
Table 4.4 Academic level of the Respondents
Frequency Percent Valid Percent Cumulative Percent
Valid
Certificate 5 13.5 13.5 13.5
Diploma 13 35.1 35.1 48.6
Degree 17 45.9 45.9 94.6
Postgraduate 2 5.4 5.4 100.0
Total 37 100.0 100.0
Field data (2017)
The results showed that the 17(45.9%) of the respondents had Bachelors Degree followed by
13(35.1%) of the respondents with Diploma, 5(13.5%) of the respondents had certificate, and
2(5.4%) of the respondents had postgraduate level of academic. This indicated that the majority
53
of the respondents had Bachelors Degree and thus they understand the relationships between
employee mainstreaming and organizational performance.
This indicated that level of education was very important for mainstreaming strategy on
organizational performance as it enabled recognitions of diversity. An assessment on the effect
of education level on the job satisfaction from the tourism sector point of view in Turkey showed
a positive relationship was found between job satisfaction and education level. The results
suggest that managers should find new methods to increase education level of their staff and
develop work concept parallel to education level (Ahmet 2015).
4.3 Descriptive statistics
4.3.1 Ethnic balance Strategy on Organizational Performance
The study sought to establish the influence of Ethnic balance strategy on organizational
performance. To understand the effects of ethnic balance and organizational performance, the
researcher used descriptive statistics with the help a likert scale 1-5 to establish the relevant
information that relates to ethnic balance strategy in the organization. Table 4.5 presents the
result.
The study showed that ethnic balance affect performance with (m=3.19, S.D= 1.43) management
take legal requirement on direction, and alignment of ethnic commitments (m=3.14, S.D =1.40),
ethnic balance is done through employee representation (m=2.64, S.D =1.44), follow up
measures in shaping model of matching opportunities (m=2.12, 1.02). The study showed that
ethnic balance strategy affect performance with grand mean of 2.93 is less than 3.0 indicating
that respondents disagreed that whether ethnic balance affects performance.
54
Table 4.5 Descriptive Statistic for Ethnic Balance strategy
N Mean Std. Dev.
Follow up measures in shaping Model of matching opportunities
37 2.12 1.02
Endure performance potential via challenges address i.e. alignment commitment
37 2.46 1.37
In your own view do you accept that ethnic balance strategies affects Service delivery
37 2.57 1.14
translates strategic target addicted to preferred result via imaginations
37 2.59 1.19
Ethnic balance is done through employee representation 37 2.65 1.44
Invest to Ethnic balance to reduce conformities 37 2.84 1.34
Set and give directions of diverse management 37 2.87 1.40
Provide limit to strategic plan is given when the processes 37 2.90 1.37
Ethnic strategy Drive Business outcome 37 2.92 1.46
Target of ethnic distribution is equally given 37 3.05 1.27
Management take legal requirement on direction, and alignment of ethnic commitments
37 3.14 1.40
Ethic balance affect performance 37 3.19 1.43
Ethnic balance gives leaders attention to business clients who fail to adopt.
37
3.22 1.34
Ethnic link societal gaps between management strategy and performance
37 3.22 1.32
Ethnic balance enhances the needs to success 37 3.27 1.43
Improve the ethnic recognitions 37 3.35 1.34
Ethnic act as a link of society enable full performance appraisal 37 3.51 1.24
Grand mean 37 2.93 1.34
Source: field data (2017)
55
The study showed that improve the ethnic recognitions had m=3.35, SD= 1.34, followed by
ethnic balance enhances the needs to success m=3.27, S.D=1.43, ethnic link societal gaps
between management strategy and performance m=3.22, S.D=1.312, Ethnic balance gives
leaders attention to business clients who fail to adopt m=3.22, S.D= 1.34, management take legal
requirement on direction, and alignment of ethnic commitments m=3.14, S.D= 1.40, target of
ethnic distribution is equally given, m=3.10, S.D 1.27, follow up measures in shaping model of
matching opportunities m=2.11, S.D=1.022, Ethnic strategy drive business outcome M=2.92,
S.D=1.46.
Provide limit to strategic plan is given when the processes m=2.89, S.D=17 Invest to ethnic
balance to reduce conformities, m=2.84. S.D=1.34, Ethnic balance is done through employee
representation m=2.65 S.D=1.44, Set and give directions of diverse management m=2.51
S.D=1.37, endure organization performance potential via challenges address, alignment
commitment m=2.46, S.D=1.37, ethnic act as a link of society enable full performance appraisal
m=2.38 S.D=1.32. The study accomplished that the majority of the respondents were at the
extent to the ethnic recognitions had m=3.35, SD= 1.34, and holds that ethnic balance enhances
the needs to which ethnic balance brings success to organizational performance at m=3.27,
S.D=1.43, ethnic balance strategy link societal gaps between management strategy and
organizational performance since they had the highest mean.
The study showed the lowest mean that endure performance potential via challenges address i.e.
alignment commitment at m=2.46, S.D=1.37 and ethnic balance should act as a link of society
enable full performance appraisal at m=2.38 S.D=1.32. The study also recommended that follow
up measures should be shaped in the model can match equal opportunities.
56
From the respondents there was no agreement that ethnic balance strategy affects organizational
performance which was supported by grand mean of m= 2.76, S.D= 1.30. The study did not
agree with Gupta, (2014) who did a study of the management controls through ethnic strategy on
performance and the purpose of the study was to find the influence of ethnic balance on the firm
performance. This implies that ethnic balance does not directly lead to higher organizational
performance.
4.3.2 Disability Strategy on Organizational Performance
The study sought to establish to what extent the aspect of disability strategy influences
organizational performance. The respondent’s results were examined by the following statement
and presented in Table 4.6.
The study showed that the competent management include framework for social responsibility
(m=2.38, S.D =1.32), disability strategy is a management strategy in work place (m=2.46, S.D=
1. 35), coordinate all to work to fit disabled people (m=2.82, S.D =1.27), disability acts to
support equality (m=2.90, S.D =1.17), and the company cooperate all job seekers as well to
customers to pay has the highest mean (m=3.03, S.D =1.12). The results showed the company
cooperates to all job seekers as well to customers to pay.
The results also indicated that the highest mean from the respondents own opinion it was shown
that respondents agree that disabled people receive equal training opportunities with (m=3.16,
S.D=1.32) and disability strategy affects performance (m=3.12, S.D=1.29) were not sure about
the effect of disability strategy.
57
Table 4.6 Disability strategy on Organizational Performance
N Mean Std. Dev.
Competent management include framework for social responsibility 37 2.38 1.32
Disability strategy is a management strategy in work place 37 2.46 1.36
Disability is collectively managed to act a management strategy 37 2.66 1.360
All employees cooperate in employment of disabled person in
relation to academic qualifications
37 2.73 1.41
Coordinate all to work to fit disabled people. 37 2.81 1.27
Disability factors affect performance in your company. 37 2.89 1.43
Disability acts to support equality 37 2.89 1.17
Disabled are involved in decision making 37 2.97 1.42
The company cooperate all job seekers as well to customers to pay 37 3.03 1.12
In your own opinion do you agree that disability affects
performance
37 3.12 1.29
Disabled people receive equal training opportunities 37 3.16 1.32
Grand mean 37 2.83 1.32
Source: (Field 2017)
58
The study also showed that disability is collectively managed to act a management strategy with
(m=2.59, S.D=1.36), followed by employees cooperate in employment of disabled person in
relation to academic qualifications with (m=2.73, S.D=1.41), disability issues affect performance
with (m=2.89, 1.43. The study recommended that there was need to manage disability
collectively in the organization to act as a mainstreaming strategy to improve organizational
performance.
4.3.3 Gender strategy on Organizational Performance
The researcher sought to establish the extent to which gender balance as a strategy influences
organizational performance. From the table 4.7 provided work load is done on praise value to the
(m=4.19, S.D =.81), coordinate all to work to fit and communicate dispatched integrations
duties, (m=3.19, S.D =1.29), Provide competency of returns in low risk (m=3.05, S.D =1.12),
freeing equality in time for proactive promotional strategies (m=3.11, S.D =1.13). The study
indicated that provided work load is done on praise values that affect organizational performance
at the highest (mean of 4.18 S.D 0.81). However, the study recommended that the organization
should not assume authorized operational needs. The findings concluded that work load is done
to praise value to the encouragement of individual in organization.
The results showed that balance of work done is given at highest mean of (4.14, S.D=0.59),
followed by A third rule in employment and training with (m=3.57, S.D=1.12), followed by
Gender equality in offering positions with (m=3.22, S.D=1.158), Rewards to performance
management with m=3.0, S.D=1.37) and the lowest at Gender balance to commitment with
proper engagement performance with m=1.75, S.D=1.23) implied that respondent were not in
agreement.
59
Table 4.7 Gender strategy on Organizational Performance
N Mean Std. Dev.
Work load is done on praise value to the encouragement on individual.
37 4.19 0.81
Freeing equality in time for proactive promotional strategies. 37 3.11 1.13
Provide competency of returns in low risk 37 3.05 1.13
Sacco assumes authorized operational need 37 2.90 1.07
Coordinate all to work to fit and communicate dispatched integrations duties
37 3.19 1.29
Balance of work is given 37 4.14 0.59
Gender equality in offering positions 37 3.22 1.16
A third rule in employment and training 37 3.57 1.12
Gender balance to commitment with proper engagement performance
37 1.76 1.23
Rewards to performance management 37 3.00 1.37
Nature and willingness to employ 37 3.51 1.12
Reduce discrimination and lead to talent recognition in management 37 4.05 0.62
Gender succession and competency investment due 37 3.38 1.21
Promotional means to offer leaders in strengthening talent priority 37 2.49 1.15
Grand mean 37 3.25 1.07
Field Data (2017)
The results also indicated that gender strategy reduce discrimination and lead to talent
recognition in management was slightly higher in the mean (m=4.05, SD=0.62), followed by
nature and willingness to employ with the mean (m=3.51, SD= 1.12), promotional means to offer
60
leaders in strengthening talent priority with m=2.49, SD=1.15 with the lowest mean. The study
indicated that promotional means to offer leaders in strengthening talent priority needs
evaluation for organization to perform better; hence organizations reduce discrimination to
improve performance. This implies that inclusion of the disabled is imperative for organizational
performance.
4.3.4 Moderating Effect of Strategic Leadership Directions
The study sought to establish the Moderating effect of strategic leadership directions on
organizational performance of Wakenya Pamoja SACCO. The table 4.8 presented the results.
The study sought to find out the extent to which the respondents level of agreement with the
statements regarding effectiveness of strategic direction on performance. The study used a five
point Likert type scale in finding out the level of agreement from the respondents on Strategic
Direction. 5 represented strongly agree and 1-strongly disagree.
Table 4.8Moderating Effect of Strategic Leadership Direction on organization performance
Mean Std. Deviation
Leaders focus on Long Term Objectives 3.43 .875 Leaders Communicate clearly the Organizational Goals
3.39 .966
Change Management is handled swiftly by the strategic managers
3.42 .990
Leaders are good role models to employees
3.13 1.053
Employees are encouraged to use the Standard Procedures
3.76 .923
Grand mean 3.426 .914
Source: Field data (2017)
61
From the study it was clear that respondents agreed that employees are encouraged to use the
standard procedures with a mean of 3.76, followed by respondents agreeing that leaders focus
on long term objectives with a mean of 3.43. Change management is handled swiftly by the
managers with mean of 3.42, leaders communicate clearly the organizational goals, mean of
3.39 and finally almost same number of respondents strongly disagreed that leaders are a good
role model to employees while others were neutral about the issue by mean of 3.13. This
concurs with Goleman et al., (2014) who argue that for organizations to be successful, a
strategic leader needs to ensure that all stakeholders are working towards a common vision,
with shared objectives and goals. Respondents also concurred with the assertion that strategic
direction is effective in their factories. This shows that the majority of respondents agree with
the statements under which the variable strategic direction had a mean of more than 3. The
study findings show that standard deviations are increasing from 87.5% of leaders focus on
long term objectives. However, this implied that employees are encouraged to use the standard
procedures for strategic leadership effectiveness.
4.3.5 Organizational Performance
The study sought to establish the relationship between mainstreaming strategy and organizational
performance. The researcher examined measures of organization’s effectiveness and efficiency
in terms of service delivery. It also measured performance by customer satisfaction, profitability
from its business returns (Rittenberg, 2015).The findings were presented in table 4.8
62
Table 4.9Mainstreaming Strategy on Organizational Performance
Frequency Percent
Improves service delivery 6 16.2
Effectiveness 7 18.9
Efficiency 9 24.3
High Production 5 13.5
High performance management 10 27.0
Total 37 100.0
Field data (2017)
The results showed that mainstreaming strategy improves High performance management with
highest percent 27.0 percent, followed by 24.3 percent of efficiency, 18.9 percent of
effectiveness, 16.2 percent of improves service delivery and 13.5 percent of High Production in
the organization. The study indicated that mainstreaming strategy creates High performance
management; however, it can be recommended that there is need to improve the level of high
production.
63
4.3.1.1Correlation analysis
4.3.1.2 Mainstreaming strategy and organizational performance.
The study sought to establish the relationship between mainstreaming strategy and organizational
performance.
Table 4.10Correlation between mainstreaming strategy and organizational performance
Ethnic Disability Gender Organizational
Ethnic balance
Pearson Correlation
1 0.87 0.41 0.49
Sig. (2-tailed) 0.00 0.01 0.00
N 37 37 37 37
Disability strategy
Pearson Correlation
0.87 1 0.27 0.52
Sig. (2-tailed) 0.00 0.11 0.00
N 37 37 37 37
Gender strategy
Pearson Correlation
0.41 0.27 1 0.33
Sig. (2-tailed) 0.01 0.11 0.05
N 37 37 37 37
Organizational Performance
Pearson Correlation
0.49 0.53 0.33 1
Sig. (2-tailed) 0.00 0.00 0.045
N 37 37 37 37
The study findings shows that ethnic balance strategy was positively related to disability strategy
(r) =0.87, 0.000) p˂0.001 implied that there was a strong statistical significant relationship
between ethnic balance strategy and organizational performance. Gender balance strategy has (r)
64
=0.41, 0.01) more than 0.001 indicating that there was weak statistical significant relationship
between gender balance and organizational performance. The study revealed that gender balance
was inversely related to organizational performance. However, the variables are independent to
each other to organizational performance at statistically significant at 0.05 which implied that
mainstreaming strategy has significant effect on organizational performance.
4.3.1.3 Regression analysis
Regression analysis was used to test the existence of the relationship between Employee
mainstreaming strategies and performance of Sacco’s in Kenya.
4.3.1.4 Multiple Regression model
The multiple regression models were used to establish the relationship between three variables as
presented by table 4.11.
Table 4.11 Model Summary
Model
R R Square
Adjusted R Square
Std. Error of the
Estimate
Change Statistics
R Square Change
F Change
df1 df2 Sig. F Change
1 0.715a 0.512 0.467 0.47109 0.51 11.53 3 33 0.00
a. Predictors: (Constant), Ethnic balance, Disability strategy, Gender strategy
The calculated R =.0715 indicated a strong correlations between variables. The study showed
that 51.2% of change in one unit of independent variable causes a change in dependent variable
by 48.8 %. This implies that mainstreaming strategies for this study was 51.2 % variation to
organizational performance; however 48.8% of mainstreaming strategies should be examined by
other studies. Therefore, mainstreaming strategies leads to organizational performance.
65
The study sought to test the relationship of the regression model between variables by ANOVA
Analysis.
Table 4.12ANOVAa
Model Sum of Squares Df Mean Square F Sig.
Regression 7.675 3 2.558 11.529 0.000
Residual 7.323 33 0.222
Total 14.999 36
a. Dependent Variable: Organizational performance
b. Predictors: (Constant), Ethnic balance, Disability strategy, Gender strategy
The calculated F (11.529) was greater than the critical value (p=0.000). Thus, the study indicated
that there was a statistical relationship between mainstreaming strategies and organizational
performance. Thus, the model holds for this study.
The study also used regression coefficients to establish the relationship between variables as
presented in table 4.13.
66
Table 4.13 Regression Coefficients
Model Unstandardized Coefficients
Standardized Coefficients
T Sig.
B Std. error Beta
1
(Constant) 0.35 0.663 .053 .958
Ethnic balance .325 .259 .373 1.253 .219
Disability strategy -.429 .237 -.508 -1.813 .079
Gender strategy 1.046 .223 .652 4.684 .000
Strategic Leadership
direction
.169 .165 .171 1.024 .313
a. Dependent Variable: Organizational Performance
Holding other variable constant, employees mainstreaming strategies would cause an increase in
organizational performance by 3.5%. The study indicated a change in ethnic balance strategy causes a
decrease in organizational performance by 32.5%, a change in gender strategy would cause a positive
variation in organizational performance by 1.046. The study established that disability balance strategy
causes a decrease in42.9% percent of one independent variable on dependent variable in organizational
performance. The regression equation was shown in regression model;
Y = β0 + β1X1+ β2X2 + β3X3+M+e……,the regression equation becomes as shown;
Y = .325X1– 429X2 + 1.046X3 +.169X4
4.3.1.5 Testing of Hypothesis
Test of Hypothesis H01; that ethnic balance strategy has no significant effect on performance in
Wakenya Pamoja SACCO limited. The results showed that ethnic balance had the p-value of
67
.219 which was more than critical value (>.05), hence the hypothesis accepted. The study
disagreed with David (2010) who established that there was a connection between ethnic balance
strategy and performance
Test of Hypothesis H02; which stated that disability strategy has no statistically significant
effect on organizational performance in Wakenya Pamoja SACCO limited. The results showed
that disability strategy had the p-value of 0.079 which was more than (<.05), hence the
hypothesis accepted. This study concurred with Owino (2017) conducted a study of disability
strategy on performance. His study showed that different disability strategy has no significant
effect on organizational performance.
Test of Hypothesis H03; the gender strategy has no significant effect on organizational
performance in Wakenya Pamoja SACCO limited. The result showed that gender strategy had p-
value of .000 which was less than (.05) thus reject the hypothesis. This concurred with Cahan
(2013) who observed that, there was statistically significant effect of strategic gender balance on
performance of an organization.
68
CHAPTER FIVE
5.0 SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.1 Summary of the Findings
The main area of study was to assess the relationship between employee mainstreaming
strategies and performance of Saccos as moderated by strategic leadership direction: a case of
Wakenya Pamoja Limited, Kisii town.
The specific objectives were to asses; the influence of ethnic balance strategy on organizational
performance, to examine the contribution of disability strategy on organizational performance, to
evaluate the effects of gender balance strategy on organizational performance and to establish the
moderating effect of strategic leadership directions in the relationship between ethnic balance,
disability strategy, gender balance and Organizational performance in Wakenya Pamoja Sacco
limited Kisii.
The following hypotheses were used: Ethnic balance strategy has no statistical significant effect
on performance of Wakenya Pamoja SACCO Limited; Disability strategy has no statistical
significant effect on performance of Wakenya Pamoja SACCO limited; Gender balance strategy
has no statistical significant effect on performance in Wakenya Pamoja SACCO limited and the
Moderating effect of strategic leadership directions on mainstreaming strategies has no statistical
significant effect on Organizational performance of Wakenya Pamoja SACCO limited.
The study employed descriptive research design in which questionnaires were issued to the
respondents which asked their experience from their point of view about what they observed
directly
69
The findings indicated that the majority of the respondents were not sure whether gender balance
affects organizational performance. The study findings show that ethnic balance has no effect on
performance; the mean of 3.19 is more than 3.0 indicating that respondents were not sure
whether ethnic balance affects performance.
The second objective sought to establish the extent to which disability strategy aspects affect
organizational performance. The results indicated that the high mean that disability is
collectively managed to act as a management strategy followed by management to in- cooperate
the disabled in employment in relation to academic qualifications, disability issues affect
performance, disability acts as support to equality and coordinate all to work to fit disabled
people. Management cooperated for equal employment of disabled persons in relation to
academic qualifications.
The third objective sought to establish the extent to which gender balance affects organizational
performance. The results presented indicated that gender balance strategy affects organizational
performance. From the study it was provided work load was done on praise value to coordinate
all to work to fit and communicate dispatched integrations duties, provide competency of returns
in low risk and freeing equality in time for proactive promotional strategies. The study findings
indicated that promotional means to offer leaders in strengthening talent priority needs
evaluation for organizations to perform. This shows that the majority of respondents agree with
the statements under which the variable strategic direction had a mean of more than 3.
The study also sought to examine the moderating effect of strategic leadership direction on
organizational performance .The findings showed that strategic leadership direction causes a
small change (2.9%) on organizational performance and thus has no statistical significance.
70
5.2 Conclusions of the findings
The study concluded that:
i. Ethnic balance has a narrow effect on performance. Ethnic balance is done through employee
representation in which follow up measures needs to be put into place with regular evaluation to
maximize its implementation. The study shows that ethnic balance strategy adds credence to
agency theory to explain how ethnic balance affects performance. Ethnic balance strategy links
societal gaps between mainstreaming strategy, performance and social harmony; these can drive
performance positively leading to a more balanced working climate thus creating a national
picture.
ii. The study revealed that there is a strong relationship between incorporating people living with
disabilities with organization performance, the disabled form an integral part of the society; the
results indicated that the majority of participants agree that disabled people should receive equal
training opportunities, promotion and adherence to legal requirement as per the constitution. The
Organizational theory is enhanced by this study in that the theory supports systematic approach
to strategy formulation entrenched on the purpose of the organization to implement choices and
actions of the business from its mission of operations.
iii.It further indicated that disability strategy is a management strategy in mainstreaming
requirements of any organization. The disabled need to be hired for their qualification and not as
an act of mercy.
iv. From the study results under how disability balancing affects organizational performance, it
can be deciphered that training should be central; this group of the population is differently
endowed and therefore education will help uncover their potential.
71
The researcher further sought to establish the extent to which gender balance influence the
performance of an organization.
v. The study observed that gender balance is a legal requirement and should be strictly observed
for higher performance, all employees should be treated equally with regard to pay, benefits;
transfers, education and social benefits.
vi. The findings further showed that gender mainstreaming causes a positive change in
organizational performance; proper balance enhances a conducive work environment and
harmony at work. Gender inclusivity should be based on individual performance and
qualification, training and promotion opportunities should be the yardstick.
From the results on the moderating effect of strategic leadership direction, it can be concluded
that
vii. Strategic leadership direction needs to be emphasized. The performance of an organization
greatly depends on its leadership; weak leadership breeds weak results and vice versa.
5.3 Recommendations for policy and practice
The recommendations made herein were based on study findings in relation to the existing
literature. According to the findings presented in the previous chapter, the following
recommendations were imperative:
i) Ethnic balance is given a priority while hiring, management of SACCOs should take legal
requirement for direction, and alignment of ethnic commitments.
ii)Disabled persons should be given a fair chance to participate.
72
iii) That disability strategy is adopted by managers of organizations who can employ these
strategies to improve performance.
iv) The study further recommended that gender balance be given the attention it deserves
following the constitutional order.
v) That it’s important to strengthen the strategic leadership and management capability of
Saccos to properly identify and implement the strategies to fulfill the needs and expectations of
the stakeholders.
5.4 Recommendation for further studies
a) Studies should be done to look at how mainstreaming strategies can be employed in learning
institutions to enhance performance.
b) Further studies on ethnic strategy by the banking and other financial institutions should be
employed to improve performance at both managerial and other areas.
c) Studies should be conducted in SACCOs from other geographical regions since generalization
may not hold.
73
REFERENCES
Ahmet G., (2015) an assessment on the effect of education level on the job satisfaction from the
Tourism sector point of view, Journal of Saframbolu Vocational school of higher
education vol.8 issue 1(36-46)
Alexi B., (2014), Alex’s writings “Organizational setup” small business five types of business
Strategies, conference paper Univerat August 23rd 2014
American Psychological Association website
Amartunga and Baldry (2013). Strategic Appointments of outsiders to Japanese boards:
Determinants and implications for managers. Journal of Financial Economics, 36(2),
225-258.
Annual Workplace template 2018-2019 National Council for Person with disabilities, Nairobi
Kenya.
Arnoud M., (2017), Project of portfolio management in balancing performance in turbulent,
Chartered Institute of Management Accountants (CIMA)
Appia F., (2014), effect of quality of mainstreaming practices on performance in medium
Enterprise of Ghana, Webber university international journal of business and social
sciences 3 13 2102 1-11
Barnet D., (2015), the role of strategy implementation, Journal of management Butterworth
Publishers.
Benne K., (2017), factors affecting human change systems. Winston University.
Ben T. N., (2013) strategic board composition and corporate performance: How the Australian
74
experience informs contrasting theories of strategic leadership and corporate governance.
Corporate Governance: An International Review, 11(3), 189-205.
Benson C., (2014), Effective leadership and organizational change, California, Santa Cruz
Cahan S. L., (2013), the impact of compensation management quality on cash payment,
Corporate governance international journal review vol. 17 192- 195
Campbell R., (2014) Influence of strategic management on organizational performance in retail
Outletsin Kenya: A case of Uchumi Supermarkets. IJBRI. Vol 2, pp 62-69.
Carter A. D., (2017), The gender and ethnic diversity of US financial performance,
Corporate governance; International Review. Simpson US. Press
Chan S. $ Heng Y.P (2017), A study of employees retention in Malaysia bank industry
University of Tunku Abd, Rahman.
Claessens M. O., (2015) strategic leadership and practices in publicly quoted companies in
Nigeria. International Journal of Business Governance and Ethics, 3(4), 350-381.
D’Souuza B. (2010), the gender and ethnic diversity on firm performance,
Corporate Governance; an International Review. Spears school of business, Oklahoma
State University, Stillwater, USA
El-Farra Majed (2017).level of strategies and organization performance, Journal of business
And social sciences, Addis Conference, Ethiopia.
Francais O. (2016) measure of performance and set targets on information of entrepreneurs,
The team of business expert from the board of trade of Metropolitan Montreal, Canada,
business network.
Fred Nichols, (2016), planning of organizational change (2nd Edition the four strategies for
75
Management change, Winston; New York, NY.
Garlow D., (2018) Board characteristics and involvement in strategic decision making: The
Nigerian perspective. Management Research News, 32(2), 169-184
Gamble H. A. (2016), the influence of competitive of change strategy and on financial
Performance, New York McGraw Hill Irwin
Gitonga K. (2015), factors facilitating organization strategy on improving investment
Decisions between financial institutions in New Delhi, India
Glantz A., (2018) Evaluating mainstreaming strategies of Directors: what constitutes a good
Corporate board Governance: an international review, 12(4), 461-478.
Goleman. D, (2014), Developing the leadership competencies of emotional intelligence.
Boston: 4th Edition, Published by Harvard Business School.
Gupta G. (2014), the use of management control on strategic performance, Nigeria
International labor organization (2014) conduct of managing disability in workplace,
tripartite experts of management disability in work place, Geneva
Hanpuwa D. (2014), the effect of accounting strategy in financial performance of Thai land
Companies, Thailand.
Hannan C., (2016) the concept of gender mainstreaming in the organizational operations,
Review of United development program, New York
Harald D.A., (2016), managing disability in workplace, journal of Business Management
Hitt, M.A. Ireland, R.D &, R.E. (2017), Strategic management competitiveness and Globalization (7th Ed.) Mason, Ohio: Thomson/South Western. Hoskisson, R., Hitt, M. and Ireland R. D. (2014), Strategic Leadership in Competing for
Advantage. Southwestern: Thompson.
76
Hoskisson Strategic management competitiveness and Globalization (7th Ed.) Mason, Ohio:
Thomson/South Western.
Huynh A., (201), strategic Factors affecting development of strategic plan, case of clothing
shops In Nairobi, University Press.
Iravo, M., Ongori, J. & Munene, C. (2013), Factors affecting the performance of hotels and
restaurants in Kenya. A case of Kisii County. Interdisciplinary Journal of Contemporary
Research in Business.4(12), 897-928
Jegak U. and Raduan C. R., (2015), Management strategic management theories and linkage
With organizational competitive advantage, European journal of social sciences.
Johness O., (2014) Management strategies and performance of financial sector companies listed
in the Nairobi Securities Exchange. Unpublished thesis of University of Nairobi.
Jones, G.R. and George, J.M. (2016), Essentials of Managing Organisational Behaviour, Upper
Saddle River: Prentice-Hall
Kaplan R.S.& Norton D.P., (2016) Using the BSC as strategic management systems. In
Netherland firms, Diamond press
Kang K. (2014), the impacts of knowledge sharing on work performance, analysis of
Employee’s perception in the south Korea, Journal of public administration.
Kariuki N. (2015), Factors affecting development of strategic plan, case of clothing shops
In Nairobi, University Press.
Keraro, V., Mokamba, J., Cheluget, J., Kithitu, J., & Mbogo, P. (2014). Strategies of enhancing effective management of tea factories in liberalized small holder sub-sector in Kenya.
Prime Journals of Business Administration & Management, 2(11), 736-745.
Ketchen J.C. (2015), Organization strategic group and industry influences on
77
Performance: Strategic management Journal 147-167.Quazi, Hean A.,
Kirac D.(2014),Firm effects of liquidity risk and its performance outcomes. A Meta Analysis
Review and theoretical journal of marketing.
Kirca K. (2014), Firm innovativeness and its performance outcomes in Nigeria A
Meta Analysis Review and theoretical Management tool
Kitonga D. M., Bichanga, W. O, Muema, B. K. (2016), the Role of Determining Strategic
Direction on Not-For-Profit Organization Performance in Nairobi County in Kenya.
International Journal for Scientific and Technology Research Volume 5.
Kochan Thomas T. (2017), effect of diversity on business performances; a report of diversity
Research network, American Industry
Kwamboka Ziporah Kanisa (2014) the effects of benchmarking on organizational
Performance in Moi University, Kenya.
Larson, (1999),Budgeting and its impact on financial performance. The case of non bank
financial Institutions in Ghana.
Lear L. W. (2014), The relationship between strategic leadership and strategic alignment in
high performing companies in South Africa. Published Research Project, University of
South Africa.
Liang O. (2016), factors affecting management strategies in desired performance standards in
Nigeria, Journal of management and business 2(9) 345-367
Lindy Heinecken (2009) the organization politics of race and gender in the South African armed
Forces, issues Challenges and lessons. Page 517- 538
78
Loganadin (2015) analysis of exchange rates of the currency war, Central Bank of Kenya
Mabellite T., (2015) Gender mainstreaming in the USA new vision of equality
Makori W., (2015) The relationship between board composition and financial performance of
Listed firms at the Nairobi Securities Exchange, Unpublished MBA Project, University
of Nairobi.
Martindale, N. (2017), "Leadership Styles: How to handle the different persons". Strategic
Communication Management 15 (8): 32–35.
Mathai E., and Yusoff I., (2014) Characteristics of boards of directors and board
Effectiveness: a study of Malaysian public listed companies (Doctoral dissertation,
Victoria University).
Micheni F., Ahern, K. R., & Dittmar, A. K. (2017) The changing of the boards: The impact on a
Firm, valuation of mandated female board representation. Quarterly Journal of
Economics, 127(1), 137-197.
Micheni H. (2013), the effect of leadership focus on financial performance, India corrective
Press.
Miller, M.M & Dillman, D.A., (2017) Improving response to web and mixed model surveys,
National social Norms Center, Michigan state University Home
Misati D. (2010) the effects of motivational strategies on bank performance, University of
Nairobi, Kenya
Moris, Anderson, R. D., & Vastag, G. (2017) Causal modelling alternatives in operations
research: Overview and application. European Journal of Operational Research, 156(1),
92-109.
79
Mugenda and Mugenda (2003) Research methods
Mugenda, O. M. & Mugenda, A. G. (2009). Research methods in Quantitative and qualitative
Approaches Nairobi African Centre of Technology Studies
Muriuki, P. M. & Stanley K. (2015), Determinants of Strategic Plan Implementation in
Organizations: A Case Study of Chai Trading Company Limited. International Journal of Business & Management (ISSN 2321 –8916)
Narayanan, V.K. & Zane, L. J. (2009), Inventing a future for strategic leadership: phenomenal
Variety and epistemic opportunities. Journal of Strategy and Management, 2(4): 380–
404.
National Disability strategy Australian (2010 to 2016), website on employment
National Disability Employment Awareness Month (NDEAM) (2019) – U.S Office of Disability
Employment Policy
Naum P.(2016). Factors affecting performance, Case of coca cola Company, Kisumu Equator
Company Ltd
Ndahiro S. (2015).Factors of change management on performance of government Institutions in
Rwanda. Journal of business and management 4(6) 345-346
Njuguna C. (2015).Development of strategic plans in SMEs. Case of Clothing shops in
Nairobi
Njuguna G. (2014) the effects of employee competition on financial services a case of
Kenya annuities market.
Obiwuru T and(2000). Effects of leadership style on organizational performance: A survey of
Ogunola A. (2013). The management style as a correct job performance of employees, Nigeria
Ojiku K. (2013).factors affecting Centum Investment on financial performance, Kenya
80
Olver K., (2008) The relationship between strategic management mechanisms and performance
of firms quoted on the Nairobi Stock Exchange (Doctoral dissertation, University of
Nairobi).
Orodho F. (2009). the effects of conceptual framework in research methods, University of
Nairobi, Kenya
Otiso D., Hillman, A. J., Keim, G. D., & Luce, R. A. (2015The resource dependence role of
Mainstreaming strategy directors: Strategic adaptation of board composition in response
to environmental change. Journal of Management studies, 37(2), 235-256.
Owino M. (2017).competitive strategies used by saving and credit cooperatives in Mombasa
Pit and Tucker(2008) Analysis of panel data (Vol. 34).Cambridge University press.
PSC (2016) Diversity policy for the public service, A publication of the public service
Commission, Republic of Kenya, Printed by the Government printer, Nairobi.
Quinetta M. R., (2016), Examining the link between diversity firm and performance; The effects
of diversity reputation and leader racial diversity, Georgia state university press
Ritternberg, Greene, W. H. (2015). Econometric analysis, 5th.Ed.. Upper Saddle River, New
Jersey.
Sakic Ireland, R. D., & Hitt, M. A. (2015), Achieving and maintaining strategic competitiveness
in the 21st Century: The role of strategic leadership. Academy of Management Executive,
19(4), 65-77.
Saunders Mark N.K., (2009) Research Methods for Business Students (5th Edition) by
Adrian Thorn hill, Paperback: 656 pages; Publisher: Pearson; 5th edition.
Schalm Ikiara, G., Muriira, M. and Nyangena, W (2015). Kenya‟s Gender diversity in service: A
81
„State of play‟ paper. A paper prepared for CAPASS sub regional African seminars on
equal gender in services.
Setia A.P, (2015). Governance mechanisms and firm value, the impact of ownership
Concentration and dividends. Corporate international review, Danish Evidence.
Shaughnessy P. (2016), American diversity on management board room fortune
Managers, corporate governance journal of international business review vol. 16 557-578
Simkins D. (2010),Gender ethnic diversity and financial performance, an International corporate
Governance review, vol 18, pp 396 -414
South Africa Human Rights Commission (2013) Research brief on disability and equality in
South Africa
Souze k., and Jensen T. (2014) Value maximization, stakeholder theory, and the corporate
Objective function. Journal of applied corporate finance, 14(3), 8-21.
Stephen Garlow (2018) A magazine on poverty inequality and social policy. State of the Union,
USA.
Stephen P. (2013), Organizational behavior, Concepts Controversies, (3th Edition) Pearson
Education.
Tucker H., Johnson, G., Devinney, Y and Richard, P. J. (2008). Measuring Organizational
Performance: Towards Methodological Best Practice. Journal of Management, 35, 1, 113-133.
82
Appendices
Appendix i Questionnaire
Dear respondent, this questionnaire is part of research work that I am carrying out under the
supervision of Kisii University. The purpose of this questionnaire is to assist me to understand
the relationship between Employee Mainstreaming Strategies and Performance of Saccos as
Moderated by Strategic Leadership Direction in your organization.
Please spare about 30 minutes to complete this questionnaire. There is no correct or wrong
response. All the information gathered is confidential and shall be used for academic purposes
only.
SECTION A: BACKGROUND INFORMATION
1. Kindly indicate of your gender
Male [ ] Female [ ]
2. Please indicate your title in the organization.
Manager [ ] credit manager [ ]
Accounts clerk [ ] other title [ ]
3. Kindly indicate your academic level
Certificate [ ] Diploma [ ]
Degree [ ] post graduate [ ]
SECTION B : Ethnic balance strategy on organizational performance
1. Please tick (√), the appropriate box any relevant information that relates to ethnic
balance strategy in your SACCO Ltd. strongly disagree (1), Disagree (2), moderate
(3) agree 4 and strongly agree 5
83
Factors (1) (2) (3) (4) (5)
1. Follow up measures in shaping Model of matching opportunities
2. Endure performance potential via challenges address i.e. alignment commitment
3. In your own view do you accept that ethnic balance strategies affects Service delivery
4. translates strategic target addicted to preferred result via imaginations
5. Ethnic balance is done through employee representation
6. Invest to Ethnic balance to reduce conformities
7. Set and give directions of diverse management
8. Provide limit to strategic plan is given when the processes
9. Ethnic strategy Drive Business outcome
10. Target of ethnic distribution is equally given
11. Management take legal requirement on direction, and alignment of ethnic commitments
12. Ethnic balance affect performance
13. Ethnic balance gives leaders attention to business clients who fail to adopt.
14. Ethnic link societal gaps between management strategy and performance
15. Ethnic balance enhances the needs to success
84
16. Improve the ethnic recognitions
17. Ethnic act as a link of society enable full performance appraisal
SECTION C Disability strategy On Organizational performance
1. Please tick (√), To what extent do the following disability factors affect performance in
your company
Factors (1) (2) (3) (4) (5)
1) Competent management include
framework for social responsibility
2) Disability strategy is a management strategy
in work place
3) Disability is collectively managed to act a
management strategy
4) All employees cooperate in employment of
disabled person in relation to academic
qualifications
5) Coordinate all to work to fit disabled
people.
6) Disability factors affect performance in
85
Your company.
7) Disability acts to support equality
8) Disabled are involved in decision making
9) The company cooperate all job seekers as
well to customers to pay
10) In your own opinion do you agree that
disability affects performance
11) Disabled people receive equal training
opportunities
86
SECTION D: Gender balance strategy on Organizational Performance
1. To what extent does Gender balance as a strategy affect organizational performance
Aspect (1) (2) (3) (4) (5)
1) Work load is done on praise value to the
encouragement on individual.
2) Freeing equality in time for proactive
promotional strategies.
3) Provide competency of returns in low risk
4) Sacco assumes authorized operational
need
5) Coordinate all to work to fit and
communicate dispatched integrations duties
6) Balance of work is given
7) Gender equality in offering positions
8) A third rule in employment and training
9) Gender balance to commitment with
proper engagement performance
11) Rewards to performance management
87
12) Nature and willingness to employ
13) Reduce discrimination and lead to
talent recognition in management
14) Gender succession and competency
investment due
15) Promotional means to offer leaders in
strengthening talent priority
SECTION E STRATEGIC LEADERSHIP DIRECTION
1. Please indicate by a tick (√) the level with which you agree or disagree with moderating effect of strategic leadership direction on organizational Performance of Wakenya Pamoja Sacco
Aspect of strategic leadership direction 5 4 3 2 1
1) Leaders focus on Long Term Objectives
2) Leaders Communicate clearly the Organizational
Goals
3) Change Management is handled swiftly by the
strategic managers
4) Leaders are good role models to employees
5) Employees are encouraged to use the Standard
Procedures
88
SECTION F Organizational performance
1. Please tick (√), the appropriate box in regard to some mainstreaming strategy on
organizational performance.
Aspect (1) (2) (3) (4) (5)
1) Improves service delivery
2) Effectiveness
3) Efficiency
4) High Production
5) High performance management
89
Appendix II Introductory Letter from the University
90
Appendix III NACOSTI Passport
91
Appendix IV Research Permit
92
Appendix V Map of Kisii Town