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.