Employees’ perception of management practices on strategic plan implementation in Public Technical Vocational Education and Training Institutions in Kenya

Abstract

Since Kenya`s independence, TVET system of education has been recognized by the Government as the major sector that produces skilled workforce which are absorbed in the industries and life support skills for self-employment. However, for the effective performance of this sector of education, institutions‘ strategies must have a viable roadmap for implementation as strategy implementation remains a dominant means of success in all organizations. The purpose of this study was to examine the influence of management practices as perceived by employees on strategic plan implementation in Public Technical Vocational Education and Training institutions. The study was guided by the following objectives; Investigate employees‘ perceptions on strategic plan implementation: Examine the effectiveness of communication in the implementation of strategic plan: Assess the level of employee involvement in the implementation of strategic plan: Determine the role of leadership practice in the implementation of strategic plan. The implementation of strategic plan in public TVET institutions in Kenya is ineffective as evidence by weak managerial behavior, weak institutional policies and poor execution of planned programmes. The studies done on execution of strategic plans in different countries and few in Kenya did not conclusively identify factors directly influencing implementation of strategic plan‘s in public TVET institutions and hence established the gap of this study. The study was guided by change management theory and upper echelon theory. The study adopted descriptive survey research design using both qualitative and quantitative approach. The target population was 1255 employees in all the seven (7) public TVET institutions within Rift valley region. A sample size of two hundred ninety our (294) respondents was used in the study. A total of 21 top management and 49 middle level management employees were purposively sampled. Further, 224 lower level management employees were sampled using stratified random and simple random sampling. Primary data were collected using questionnaires and interviews. Only 242 respondents returned questionnaires translating to 82% of the valid response rate. Descriptive statistics were used to identify the pattern of the data and consistency of the responses of each hypothesized management practice influencing the implementation of strategic plans. Inferential analysis was conducted using Pearson correlation, regression analysis and ANOVA. Results were then presented using graphs, tables and charts. The findings indicated that there is significant and positive association between independent and dependent variables. Employees‘ perceptions had a strong positive significance on strategic plan implementation. The other variables, communication, employee involvement and leadership practice had a weak positive significance on strategic plan implementation. The study concluded that employees‘ perceptions, communication, employee involvement and leadership practice all affect the implementation of strategic plan. The study recommends that management need to foster their management practice and create awareness on the importance and processes involved in strategic plan implementation in order to ease employees understanding, participation and guard against conflict and sabotage that may arise.