STRATEGIC MANAGEMENT PRACTICES AND IMPLEMENTATION OF ROAD CONSTRUCTION PROJECTS IN KISII COUNTY GOVERNMENT, KENYA
Abstract
When organizations’ projects are not implemented successfully, a gap is created that makes it difficult to achieve success, the study aimed at identifying factors that affects implementation of road projects in County Governments in Kenya with regard to Kisii County Government. The specific objectives of the study were to; assess how staff competency, management support affect implementation of road projects in Kisii County. The previous studies related to implementation of road construction projects were reviewed which included theoretical review, empirical review and conceptual framework. The research adopted descriptive survey design. The population of the study was 45 competed road projects in Kisii County. The target comprised of 30 County road engineers, 50 county technical staff and 10 road contractors making a total of 90 target population. The sample size was 73 respondents identified using Yamane sampling formula. The study used primary data which was collected through self-administered questionnaires to the target respondents. Data was analysed using statistical package for social sciences based on the questionnaires. Descriptive statistics formed the basis of the research and included frequencies and percentages. Inferential statistics included use of multiple linear regression model. Data was presented using frequency distribution tables. The study found that all factors under study positively affect project implementation. The study recommends that there is need to hire staff who are highly qualified well trained and with requisite work experience. This enabled the staff to be more productive and also have timely completion of projects. There is need for management to have enough capacity to carry out their duties and also there is need to have effective project coordination by management. Management should also ensure that there is motivation to other staff so as to deliver their mandate adequately.
https://doi.org/10.1016/j.ssaho.2020.100101
Received 2 September 2022; Received in revised form 20 September 2022; Accepted 26 September 2022
2590-2911/© 2022 The Authors. Published by Elsevier Ltd.
Social Sciences & Humanities Open 3 (2022) 100101
Full Text:
PDFReferences
Andersen, E. S., Grude, K. V., & Haug, T. (2009). Goal directed project management: effective techniques and strategies. Kogan Page Publishers.
Anyanwu, L. U. (2013). Project Management in a Developing Nation. Onitsha: Africana-Feb Publishers.
Awiti, V.P. (2008). An assessment of the use and management of development funds: The case of Constituencies Development Fund in Kenya.
Azhar, S. (2011). Building information modeling (BIM): Trends, benefits, risks, and challenges for the AEC industry. Leadership and management in engineering.
Azhar, S., Carlton, W. A., Olsen, D., & Ahmad, I. (2011). Building information modeling for sustainable design and LEED® rating analysis. Automation in construction.
Bagaka, O. (2008). Fiscal decentralization in Kenya and the growth of government: The CDF. Illinois: Northern Illinois University.
Hartmann, T., Van Meerveld, H., Vossebeld, N., & Adriaanse, A. (2012). Aligning building information model tools and construction management methods. Automation in construction.
Mwangi, D.M. (2013): Factors influencing the effectiveness of implementation of ESP in Nairobi County, Kenya. M.A thesis, Uon.
Korir, E.J., Factors affecting contractor performance in government ministries in Kenya, a case of ministry of transport and infrastructure, JKUAT, Nairobi, Master thesis, 2013.
Koskela, L., & Howell, G. (2002). The theory of project management: Explanation to novel methods. In Proceedings IGLC.
Mugenda, O. M. & Mugenda, A. G. (2013). Research methodSs: Qualitative and quantitative approaches, Kenya.
Seboru, M. A. (2016). An investigation into factors causing delays in road construction projects in Kenya (Doctoral dissertation).
Refbacks
- There are currently no refbacks.