Impact of Safety Management Strategy on the Performance of Employees in Ashakacem Plc, Nafada-Bajoga, Gombe State-Nigeria (Published)
This study examines the impact of safety management strategy on the performance of employees in Ashakacem PLC. The main objective is to determine how safety management strategy of Ashakacem impact on employee’s performance. The study employs the use of both primary and secondary sources of data from different cadres of employees (managers, middle level, low level) and contract staff including distributors and customers of the company. The data were analyzed using Simple Percentages and Chi-square to test the formulated hypotheses which reveals that, “effective safety management strategy impact positively on the performance of employees”, particularly in the areas of the provisions of personal protective safety equipment and enforcement of safety laws such as the provision of fire extinguishers, first aid facilities, hand gloves, mouth and Norse guard, dielectric safety boot and thermal socks, head gear kits, dielectric hard hat, high and medium energy goggle, Lab Coat etc. These have the most significant impact on employee’s performance while the establishment of factory Clinic for staff and seminar/safety talks and enforcement of ground safety rules has the least impact. Some recommendations were made; among which is the need for effective monitoring and evaluation of all safety measures in line with the ground safety rules to ensure safe and healthy working environment for effective performance. The study concludes that the company’s protective wears are of certified international standards made to be comfortable-to-wear, permanently flame-resistant and arc-rated material protecting workers against the thermal effects of both electrical arc flash and toxic materials arising from the factory production processes and procedures which is dependent on company’s strategic safety management policy and formation combined with excellent decision-making exercise that help in reducing employee’s risks conditions to the barest minimum level.
Keywords: Ashakacem Plc, Nigeria, Performance, Strategy, safety management
Role of Customer Relationship Management Strategy on Competitiveness of Commercial Banks in Kenya (Published)
This paper analyzed the role of Customer Relationship Management (CRM) strategy practices on the competitiveness of commercial banks in Kenya. The paper looked at CRM as the implementation of an effective customer – centric strategy within an organization in order to create superior value that is required for sustenance of the exchange process between the organization and its target customers in a competitive market. Companies are becoming increasingly aware of the many potential benefits provided by CRM. The study used primary and secondary data to address the following objectives :-(i) to establish the role of customer relationships focus on the competitiveness of commercial banks. (ii) to determine the role of customer – centric organization configuration on organizational competitiveness. (iii) to assess the role of customer contact platforms or touch points on the competitiveness of commercial banks. (iv) to establish the role of comprehensiveness of customer database on competitiveness of commercial banks. (v) to determine the role of integration of customer information on the competitiveness of commercial banks. (vi) to assess the role of accessibility to customer information on the competitiveness of commercial banks. (vii) to establish the role of competitors focus on the competitiveness of commercial banks. (viii) to assess the role of analysis of customer information on the competitiveness of commercial banks. The study utilized a descriptive correlational research design and data was collected from 34 out of the target population of 43 registered banks in Kenya. Data analysis and interpretation was based on descriptive statistics as well as inferential statistics mainly linear regressions. The study found statistically significant positive linear relationships between CRM strategy and organizational competitiveness. It was found that organizational competitiveness is achieved through appropriate CRM strategy practices. The paper gave managers invaluable insights on how to effectively build their CRM strategy and leverage on their organizational factors to enhance the role of CRM strategy practices on organizational competitiveness
Keywords: Customer Relationship Management (CRM), Organizational Competitiveness., Strategy
A SURVEY OF RISK FACTORS IN THE STRATEGIC PLANNING PROCESS OF PARASTATALS IN KENYA (Published)
A common challenge faced by all organizations, whether private or public, is how to successfully they manage strategic planning process for attainment of organizational objectives. Some researchers have noted that organizations fail to implement up to 70 per cent of their strategic plans. This study sought to determine the challenges faced by the Kenya Bureau of Standard in its efforts to implement its strategic plans. Specifically, the study tried to find out how organization structure, leadership style, top management, staff involvement and organizational change affect implementation of strategic plans in the Organization. It also tried to identify the role of funds in strategic plan implementation. The study was explanatory in nature since its main purpose was to explain the factors that affect implementation of strategic plans in the public sector and especially in the Kenya Bureau of Standard. It adopted a stratified random sampling technique to get a sample of 27 respondents being 15% of the 178 members of staff who form Organization’s entire staff compliment. Data for the study was collected by use of questionnaires and analyzed using descriptive and inferential statistics to establish the relationship between the dependent and independent variables. Quantitative data was analyzed by use of means of percentages, standard deviations and frequency distributions. It is expected that the results of the study will assist the top management and staff of the Organization, as well as other stakeholders, to understand the factors that affect implementation of strategy in the public sector and more so, in the Kenya Bureau of Standard. From the findings strategic planning process has been faced with various risk factors including inadequacy of funds and less involvement of staff in the whole process of strategic planning. The researcher would recommend that the Kenya Bureau of Standard should address the factors that affect strategic planning process because the strategic plan is the key route to improved business performance and has an important role in every organizational setting. To mitigate or even avoid severe effects on the performance of the organization by the government, the organization should adhere to its regulations concerning attainment of funds.
Keywords: Plans, Risk Factors, Strategy
Effective Distribution Management, a Pre-Requisite for Retail Operations: A Case of Poku Trading (Published)
Distribution plays a key role within the marketing mix, and the key to success is its successful integration within the mix, ensuring that customers get their products at the right place and at the right time. If the product cannot reach its chosen destination at the appropriate time, then it can erode competitive advantage and customer retention. The purpose of this paper is to explore the best distribution strategy and other factors that help the organization meet customer expectations in respect of delivery and service promises the organization might make. The paper was qualitative and empirical data were collected through questionnaire and in-depth interview. SPSS was used in analyzing the data gathered from the sample (105 respondents). The study revealed that the best distribution strategy depends on the target market and the operational environment. It also indicated that the emergence and explosion of the internet and other information communication technologies has greatly affected distribution. The study concludes that effective distribution requires a high degree of management skill, synchronization and integration with the overall organization, as it will be one of the major components in achieving a sustainable competitive advantage
Keywords: Distribution Channel, Exclusive, Intensive, Manufacturer, Selective, Strategy