ABSTRACT

The purpose of this study is to establish the effect of agency banking strategy on customer service in commercial banks. The study had four objectives to achieve: To establish how personalized agency services affect customer service; to find out how reduced waiting time affects customer service, to find out how reduced service costs affects customer service and to establish the strategies that can be used by banks to enhance customer service. The bulk of the research relied on secondary data. It was established that agents perform several functions or activities on behalf of banks. The functions include accepting cash deposits, effecting cash withdrawals, opening accounts for new customers and to some little extent issuing interim bank statements. There are some services that are however not common with the agents such as foreign currency transactions, issuing cheque books to customers and processing of loan applications.

The study also established that there is a strong link between the use of agency banking and customer service improvement. It was also confirmed that the agents have greatly improved the level of customer service in commercial banks. The study recommended that banks should look for ways of motivating the agents such as through the use of performance based bonuses. This will motivate them to work better thus improving customer service. It was recommended that this study can be replicated later to establish whether there are any changes in agency banking and customer service in banking.

Key words; Agency banking, strategy

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INFLUENCE OF ORGANIZATIONAL STRUCTURE ON PERFORMANCE OF LARGE MANUFACTURING FIRMS IN KENYA

 

^1*Allan Kihara,

¹School of Business, Jomo Kenyatta University of Agriculture and Technology

P. O. Box 62000, 00200 Nairobi, Kenya.

 

^2*Dr. Partrick Karanja

School of Business, Jomo Kenyatta University of Agriculture and Technology

 

^3*Dr. Ogollah Kennedy

School of Business, University of Nairobi, Kenya.

Corresponding Author email: This email address is being protected from spambots. You need JavaScript enabled to view it.

CITATION:Kihara, A., Karanja, P., Kennedy, Ogolla. (2016). Influence of Organizational Structure on Performance of Large Manufacturing Firms in Kenya. European Journal of Business Management. Vol 2 (11). 15-29.

ABSTRACT

Even though Kenya has been praised for its robust economy and that is set to become one of the top five fastest-growing in sub-Saharan Africa, manufacturing output remains low compared to other sectors. Kenyan manufacturers have registered stagnation and declining profits of over $330 million annually and government loses of $67 million in potential tax revenue for the last five years due to contingencies. It is estimated that manufacturing companies have lost 70 per cent of their market share in East Africa and this has resulted in some firms announcing plans to shut down their plants and shift operations to Egypt. The general objective of the study was to establish the influence of strategic contingent organizational factors on performance of large manufacturing firms in Kenya by reviewing organizational structure as the study variable. The study adopted a mixed research design of cross-sectional research design and descriptive survey design and the research philosophy was positivism. The study population study was 499 large scale manufacturing companies with a sample size of 217 managers from each of the 217 companies. Data was collected through the administration of questionnaires to the relevant managers. The study findings revealed that organization structure has a significant effect on performance of large manufacturing firms in Kenya. The findings of the study revealed that majority of the companies had a specialized organization structure. Further results indicated that the nature of the span of control in majority of companies is high. On the relationship between Organizational structure and Return on Equity, the study findings revealed that departmentalization, degree of centralization and degree of specialization were positively and significantly related to ROE. Departmentalization was further found to be positively and significantly related to Profit before tax while degree of centralization and degree of specialization were found to be positively and significantly related to ROA. Based on the study findings, the study concluded that organizational structure influences performance. Organization structure has significant effect on performance of large manufacturing firms in Kenya. The sub-constructs of organizational structure that is; specialized organization structure, nature of the span of control, centralization and departmentalization influences performance positively. The study recommended that large manufacturing firms in Kenya should put in place better organizational structure strategies as it leads to better performance. The companies should ensure they have a specialized organization structure, high nature of the span of control, centralized structure and have departmentalization in the company.

Key words: Strategic contingent, organizational structure, organizational factors, Large manufacturing firms, performance,Kenya.

 

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EFFECT OF LIABILITY MANAGEMENT POLICIES ON ORGANIZATIONAL PERFORMANCE OF INSURANCE COMPANIES IN KENYA

 

Meshack Nakitare Nyongesa

Jomo Kenyatta University of Agriculture and Technology (JKUAT)

 

Dr. Mouni Gekara

Jomo Kenyatta University of Agriculture and Technology (JKUAT)

 

Dr. Kennedy Ogollah (PhD)

Jomo Kenyatta University of Agriculture and Technology (JKUAT)

 

Dr. Gichuhi A. Waititu

Jomo Kenyatta University of Agriculture and Technology (JKUAT)

 

CITATION: Nyongesa., N. M. Gekara., M. Ogollah., K. 2016. Effect of Liability Management Policies on Organizational Performance of Insurance Companies in Kenya. European Journal of Business Management. Vol 2 (11) PP. 30 - 41

 

ABSTRACT

 

The purpose of the study was to establish the effects of liability management policies on organizational performance of insurance companies in Kenya. The study adopted descriptive research design. The population of the research consisted of the 49 licensed insurance companies in Kenya as at 2013 which constituted the units of analysis. The study used both secondary and primary data. Secondary data was for the organizational performance of the companies while primary data was for the information on the financial management practices used by insurance companies in Kenya. Statistical Package for Social Sciences (SPSS) was used in the analysis of data and results were presented on frequency tables to show how the responses for the various variables and indicators posed to the respondents. Reliability and validity tests were conducted to determine the internal consistencies of the variables under investigation. Analysis of Variance (ANOVA), multiple regression and correlation analysis was carried out to test the hypothesis. The data was analyzed by use of descriptive and inferential statistics. Descriptive statistics produced frequencies, trends, means and percentages while inferential statistics produced regression and correlation results which show the relationship among the variables. The study findings indicated that production of monthly financial statements was important in monitoring liability management of the company, the company management was particular about monthly targets for each department as guided by departmental targets, the management conducted variance analysis every month as a way of monitoring performance. In addition the companies had put in place claims settlement policies to curb fraud and the company ensured that the correct procedures are followed in settling claims. Regression results indicated that there was a positive relationship between liability management policies and organization performance of insurance companies in Kenya. The study concluded that managers can increase profitability by putting in place good credit policy, short cash conversion cycle and effective cash flow management procedures. It is suggested that insurance companies be encouraged to better manage their reliance on equity capital. Management of insurance companies should also strategize on best possible means of ensuring there are minimal adverse effects of non current assets management and capital structure management practices on the company’s financial performances.

Key Words: Liability Management Policies, Financial Management Practices, Organization Performance, Insurance Companies

 

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