THE INFLUENCE OF ORGANIZATIONAL STRUCTURE ON IMPLEMENTATION OF STRATEGY AMONG

VOCATIONAL TRAINING CENTRES IN BUNGOMA COUNTY, KENYA

Nakhanya, N. W., Sirai, S., & Okwemba, E.

 Vol. 8, Iss. 3, pp 53 – 65. July 13, 2021. www.strategicjournals.com, ©Strategic Journals
THE INFLUENCE OF ORGANIZATIONAL STRUCTURE ON IMPLEMENTATION OF STRATEGY AMONG
VOCATIONAL TRAINING CENTRES IN BUNGOMA COUNTY, KENYA
1
Nakhanya, N. W., 2 Sirai, S., & 3 Okwemba, E.
1
MBA Candidate, School of Business and Economics, Kibabii University, Kenya
2
Doctor, Lecturer, School of Business and Economics, Kibabii University, Kenya
3
Doctor, Lecturer, School of Business and Economics, Kaimosi Friends University College, Kenya

Accepted: July 9, 2021

ABSTRACT
With the current governments focus on skills development, Vocational Education is the future of social
economic growth of any economy. However, the Vocational Training Centers have not been embraced as one
would think making it a potential issue of research. The purpose of the study was to examine determinants of
implementation of strategy in vocational training centers (VTCs) in Bungoma County, Kenya. The specific
objectives were to evaluate the influence of organizational structure on implementation of strategy among
VTCs in Bungoma County, Kenya. This research was anchored on contingency theory of leadership. A
descriptive study design was employed. The study population was principals and departmental heads of the
36 registered government VTCs in Bungoma County, totaling to 193 respondents. Since the study population
was homogenous it was sampled using Yamane’s sampling formula to get 130 respondents. Data was
collected by help of questionnaires. A pre-study was done to measure how valid and reliable the study tools
were. Validity tested content, functional and criterion validity by help of experts while reliability was
measured by Cronbach alpha test, at a threshold of 0.7. Descriptive statistics was measured using
frequencies and percentages and inferential statistics was measured using correlation as well as regression
coefficients. The analyzed data was presented using APA tables. There is evidence that the relationship
between Organizational structure and Strategy implementation in VTCs which was linear; the correlation
coefficient (R) of 0.813 indicated a strong positive linear relationship. This implied that Organizational
structure has a significant and strong relationship with the strategy implementation. It came out clearly in
this research work that Strategy implementation is determined and influenced by several factors which are
dependent on the type of determinants a firm has. Therefore, there is a significant relationship between
determinants and Strategy implementation. The study recommended that, Vocational training centers should
prioritize establishing perquisite management, technical and operational structures for effective service
delivery. Secondly, county governments should establish and build the capacity of leadership in vocational
training centers for enhanced performance. Thirdly, every vocational training center should develop and
cultivate their organizational culture to enhance branding and competitive advantage.
Key Words: Organizational Structure, Strategy Implementation, Vocational Training
CITATION: Nakhanya, N. W., Sirai, S., & Okwemba, E. (2021). The influence of organizational structure on
implementation of strategy among VTCS in Bungoma County, Kenya. The Strategic Journal of Business &
Change Management, 8 (2), 53 – 65.

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 INTRODUCTION time and to go though the strategic planning
Implementation of strategy is many times viewed as process and develop superb documents only to end
a craft and not as a science whose study history has up with them on the shelves after making classy
been inconsistent according to Noble (2019). A prints. This culture has become cliché with many
developed strategic framework has no influence on firms and managers need to liberate themselves
any organizational processes until it has been fully from this manage if they have to realize any
implemented to realize its originally intended goal. meaningful progress at their places of work and
A study by Muchira (2013) on determinants of remain competitive in their market and industry.
implementation of strategy and banks performance
Karemungena (2014) works on determinants of
in Kenya brings out the importance of ensuring fully
implementation of strategy among public VTCs in
implementation of planned interventions since it
Rwanda using correlation research design with
influences achievement of results as well as
multiple regression analysis on a sample of 453
improvement in attainment of organizational goals,
respondents established that a good strategy can
business profitability and even competitive edge
only be measured and evaluated using the ultimate
over competitors. Implementation of strategy was
result from its implementation. Findings further
also found to influence organizational performance
showed that several public VTCs have developed
since it enhances business excellence, operational
strategic plans which are not being implemented.
management and corporate image. However, the
These findings are in agreement with the previous
current study covered the sector of education and
works of Mwadebele show showed that
not education as the previous referred to study did.
organizations are keen to develop and print good
In the global review Kineur (2017) did a survey on strategies but are not keen to see them fully
determinants of implementation of strategies in implemented. Muendo (2015) in a similar work on
Faith based health care institutions in America. The determinants of implementation of strategy among
study used mixed methods approach with use of Colleges in Tanzania describes implementation of
structured questionnaires with multiple regressions. strategy as the mother of strategic management
A relative sample of 456 respondents was since it’s the action stage during strategic
employed. The results findings showed that management.
organizational culture HR practices and
In Kenya, Wanjiru (2014) did a study on
organizational structure had a positive correlation
determinants of strategy management in Kenya. It
with implementation of strategies in an
employed descriptive survey design using
organization. It further found that the culture of an
structured questionnaires with a relative sample of
organization has a greater influence on
456 respondents. Findings insist that
implementation of strategy over organizational
implementation of strategy involves organizing an
structure. The study did not consider resource
organizations people, process and resources toward
allocation as a variable. It used a relatively larger
an identified course. According to Njagi and Kombo
sample and the current study endeavored to use a
(2014) in a research on the determinants of
relatively smaller sample to see the difference in
implementation of strategy among public
results.
corporations revealed that the most fragile segment
According to Mwadebele (2017) who conducted of strategizing is in implementation and the scariest
research on determinants of implementation of result of implementation of strategy is failure. The
strategy in Nigeria reveals that effective findings conclude that winners in strategizing win
implementation of a strategy will definitely on the platform of effective implementation. This
positively influence organizational performance. study reviewed implementation of strategy
The study asserts that many times firms allocate determinants including organizational culture,

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 structure and resources utilization as discussed in structured frameworks of ensuring results across
the literature the world. However, according to the ministry of
education (2018) in Kenya VTCs have a myriad of
There have been growing government interventions
challenges due to lack of implementation of
in the education sector including improvement in
developed strategies. Most VTCs go through a
government spending on TVET and training i.e. 4.3%
comprehensive planning process with the aim of
of the gross education budget between 2012/13-
enhancing its working environment only to stagnate
2018/19 (Economic survey 2018). The expenditure
at the implementation phase due to identified
increases in the years 2017/18 and 2018/19 was
challenges like inadequate finances and limited
focused on facilitating recruitment and capacity
human resources (MoE, 2018). This has
building of instructors, establishment of new
incapacitated most of them despite their significant
training institutes certifying TVET institution, new
role in empowering the community by creating a
curriculum development and issuance of grants for
sustainable skill base for the growing economy.
development. TVET learners also qualified for
bursary of 30,000/- annually with a HELB loan of Various studies conducted in this area give
40,000/=. The big four agenda have given emphasis contrasting findings. Langereis (2016) reviewed the
on skills acquisition and development and thus the determinants of implementation of strategy in
need for VTCs to meet the gap in skills caused by Netherlands Municipalities. The researcher found
formal education the current study (MoE, 2018). that effective enacting planned interventions is
VTCs have been devolved in the new Constitution of determined by not just implementation of strategy
2010 and are under county governments. but also social- economic, cultural and ecological
factors. The study further did not consider
Most county governments have devolved them
organizational structure and culture as variables
under their education ministries with some
unlike the current study. Karemu & Gongera (2014)
countries housing them in the vocational training
researched on determinants of Implementation of
education departments. However, there has been a
strategy among colleges and universities in Kiambu
public outcry on the limited funds and inadequate
County using correlation research design and found
personnel VTC have due to constraint budgetary
that performance of colleges and universities is
allocations for the county governments. According
influenced by leadership, communication resource
to the county department of education records of
allocation and monitoring. Implementation of
Bungoma County, Bungoma county has 36
strategy was found to enhance performance or
registered VTCs with only 157 instructors across its
organizations. However, the study did not consider
47 wards with every ward having not less than two
organizational structure and culture as factors
(2) VTCs (County Government of Bungoma, 2019).
(Karemu & Gongera, 2014). The study also did not
This has put a lot of pressure on the VTC to deliver
use descriptive research design hence the need for
under a limiting environment. This research work
a study using this research design. Since the
shall endeavor to evaluate the determinants of
findings in this study were inconclusive, this study
implementation of strategy among VTCs in
will examine the gap established in the current
Bungoma County.
study by examining the determinants of
Statement of the Problem implementation of strategy on organizational
Effective engagement of dynamic interventions performance of VTC’s in Bungoma County. It’s
empowers a firm above its prevailing market agreeable to say that no study has been done on
competition thus any firm that wishes to have a organizational structure and implementation of
competitive edge must endeavor to implement strategy in vocational training centers in Bungoma
robust strategies (Noble, 2019). Most successful County.
VTCs have been known to have implemented

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 Objectives of the Study in an organization. Drazin and Howard (2009) assert
The objective of this study was to determine the that it’s important that the managers of an
effect of organizational structure on organization give priority to aligning the structure
implementation of strategy in vocational training of the human resource in line with the developed
centers in Bungoma County, Kenya. strategy to ensure that the business or organization
in general attains full results.
The study was guided by the following hypotheses:
The structure of an organization is fundamentally
 H01: Organizational structure has no significant
the principle pillars upon that organization is built
effect on implementation of strategy in
and it’s greatly influential in the way such a
vocational training centers in Bungoma County,
business performs. Organizational structure is not
Kenya.
just limited to the physical designs of building but
also extends to the way the human resources and
LITERATURE REVIEW
the organization in general operates to ensure
Contingency Theory of Leadership achievement of their set goals and objectives.
This theory was developed by Fred Edward Fiedler Design an effective organizational structure can at
in the years 1964. The theory was developed after times be very daunting due to the need for a
the author studying several works and work complex blend of appropriate size, relevant
environments on leadership and its influence on the technology, external environment and intervention
organization and its people. The theory insists that (John and Meier, 2011).
a good leader is only defined by their ability to
Tran and Tian (2013) researched on the influence of
match situations with relevant styles of leading.
organizational structure and strategy
The earlier model of this theory focused on
implementation on a firm in Russia. Correlation
leadership in organizations. The current model has
resign design was used. Questionnaires and
even relationships of the leaders, their style of
interview schedules were also used. Findings
leading and the organization. The author defines
showed that employees collectively together meet
leadership dimensions in three focuses of leader to
on a platform to surrender their individual dreams
member; extend of roles and structure and leader's
and pursue collective team goals of the
authority. A leader is deemed to be effective only if
organization to ensure achievement of the
the three scenarios are seen to be high. According
organizations vision and mission. This relationship is
to Scott (2010) this theory is all about the following
typical definition of organizational structure. The
propositions that the leaders’ style of leading is
findings further noted that a well-designed
determined by the working environment. Effective
organizational structure has the potential to
implementation of developed strategies can ensure
enhance the performance of such an organization.
performance of an organization. This theory was
Findings concluded that design a proper structure
employed to explain the objective on organizational
gives the mangers a chance to identify missing and
structure and strategy implementation as to its
needed talents and find a better way to place them.
relevance to the underlying concepts on leadership
In a case where the goals of individual human
and strategy implementation.
resources differ with the overall goal of the
Empirical Review organization, organizational goals cannot be
Organizational structure describes the aligning of attained effectively.
human resources to their respective tasks, power,
Sielel and Kagiri (2017) researched on the influence
authority and responsibilities at the work place
of organizational structure on strategy
(Greenberg, 2011). An organizational structure
implementation among non-profit organizations in
highly influences the way a strategy is implemented
Chad. The study embraced both qualitative and

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 quantitative techniques of questionnaires and systems and leadership. The study findings further
document reviews. The study used correlation showed that strategy implementation is essential in
research design and data was analyzed using both realizing organizational goals and planned actions
descriptive and inferential statistics. The study ought to be implemented as by the plan. However,
results revealed that organizational structure this study did not consider resource utilization as a
correlated with strategy implementation. The variable thus a gap for the current study.
findings insisted that proper organizational
structuring enhances performance of the said METHODOLOGY
organization. The study further found that the way The researcher used descriptive research design.
an organization designs is structure greatly This is due to its capacity to enable the study to
influence the level of value it can derive from its describe object of research and their relationship to
people, processes and resources. According to the the environment. It was chosen because of its
study, real strategy is in the design of the structure ability to allow the researcher to systematically
of the organization as well as aligning its people, collect data using questionnaires, collate it, present
processes and resources to the organizational goals. it, analyze it using SPSS and interpret. The study
area for this study was Bungoma County. The study
Mwanthi (2017) examined the determinants of
population was 193 people comprising of 36
implementing a strategy in universities in Uganda.
principals and 157 departmental heads. The
Correlation research design was used. 3452
respondents were considered using questionnaires,
researcher adopted Yamane’s (1967) formula
interview schedules and focused group discussion of determining the sample size from the
guides as tools of data collection. The study findings population. According to Yamane, for a
indicated that universities that ensure utmost precision or margin of error of 5%, size of
implementation of their developed strategies end sample was,
up enjoying better results and realizing ultimate
growth compared to those that only develop ( )
strategies but to lay on the shelves. The findings Where;
further insisted that organizational structure is the
mother of strategy implementation and n=minimum sample size
organizations that wish to enjoy competitive N=Population size
advantage ought to put emphasis on it. The study
e=Level of precision set at 95% (5%=0.05)
however only reviewed communication and
organizational structure as determinants of strategy In this study, N is 193 and e=0.05
implementation. The current study will review up to
including resource utilization, and organizational ( )
culture thus gaps for the current study.
Keter (2016) evaluated the determinants of strategy The research sample size was 130 respondents as in
implementation in Safaricom Ltd in Kenya. The the above substitution
study embraced use of descriptive survey design
The researcher gathered primary data using
with questionnaires and focused group discussion
structured questionnaires to ensure that
guides as tools of collecting data. The survey
respondents were out answering beyond the scope
findings indicated that many organizations are
of the study. The questionnaire adopted a likert
faced with a myriad of challenges in their endeavor
scale ranging from 1-5. The questionnaire had
to ensure strategy implementation. Some of the
sections as per objective.
identified challenges were organization structure,

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 The study measured the content and criterion In which:
validity using a team of supervisors, defense Y is implementation of strategy
panelists and other experts in the field. Cronbach’s Β0 is Constant
alpha (1951) coefficient of reliability was employed X1 is organizational culture
to determine the internal consistency in the study X2 is organizational structure
tools; reliability was measured at 0.7 and above X3 represents organizational leadership
where 0.7 and above was said to be reliable. A pilot X4 is resource utilization
study was done among 13 respondents among VTCs ε is the error term
in Kakamega County to ensure accuracy and β is the variable regression coefficients
minimize errors in data collection’. The suggestions
were incorporated in the tools before actual data FINDINGS
collection. Descriptive statistics for Organizational Structure
Study data was analyzed by SPSS version 24 after and Strategy Implementation
The study assessed descriptive statistics of the
careful sorting, collating and coding to ensure
structure of organization among vocational training
errors free data. Descriptive data was in form of
centers in Bungoma County. Results were as
frequencies, percentages, medians, modes, means,
depicted below. Descriptive Statistics of
standard deviations and variance of variables.
Organizational Structure among the selected
Inferential statistics was informed of correlation
vocational training centers in Bungoma County. 5=
and regression analysis coefficients. Study data
Strongly Agree (SA), 4= Agree (A), 3= Somehow
after analyzing was presented in APA tables.
Agree (SHA), 2=Disagree (D), 1=Strongly Disagree
The regression equation below was adopted. (SD).
Y = β0 + β1X1+ β2X2+ β3X3 + β4X4 +ε
Table 1: Descriptive Statistics of Organizational Structure
Statement SD D SHA A SA Mean Std. dev
The organizational structure clearly outlines duties of staff in
69 9 11 8 24 2.248 1.634
the organization. 57% 7% 9% 7% 20%
Communication between senior management and staff as well 68 8 17 19 9 2.116 1.415
as amongst the staff themselves is smooth 56% 7% 14% 16% 7%
Roles and responsibilities are aligned with VTC goals 5 8 80 24 4 3.116 .744
4% 7% 66% 20% 3%
The chain of flow of authority that shows how communication 3 75 16 9 18 2.702 1.145
is disseminated is clear 2% 62% 13% 7% 15%
The current structure improves flexibility 8 81 10 6 16 2.512 1.134
7% 67% 8% 5% 13%
Adoption of technology cuts costs of operation and increases 64 13 17 18 9 2.132 1.390
on returns in the organization 53% 11% 14% 15% 7%
Employees are regularly trained 68 8 17 19 9 2.116 1.415
56% 7% 14% 16% 7%
Average level of Std. Error of
Mean(%Mean) Std. Dev. Minimum Maximum
Organizational mean
structure
2.420(48.4%) 1.012 .092 1.571 5.000
effectiveness
Source: Field Data (2020)

The findings of above showed that most of the organizational structure in the selected VTCs
respondents 57%(69) strongly disagreed that the clearly outlined duties of staff in the organization,

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 this implied that roles of various employees are not well allocated and well informed but an
clearly stated to them and hence causing a problem improvement was needed in all the selected VTCs in
with implementing of the formulated strategies.7% order to improve the daily operations of the VTCs
(9) of the respondents disagree that the VTCs under study.7%(8) of the respondents disagreed
structure clearly outlines the duties of staffs .9%(11) that roles and responsibilities are aligned with the
of the respondents somehow agreed that the VTC goals.4%(5) of the respondents strongly
organizational structure clearly outlines duties of disagreed that roles and responsibilities are aligned
each staff in it.7%(8) of the respondents were in with the VTC goals.20%(24) of the respondents
agreement that there was an organizational agreed that the roles and responsibilities are
structure that clearly outlines duties of each staff in aligned with VTC goals.3%(4) of the respondents
an organisation.20%(24) of the respondents strongly agreed that roles and responsibilities are
strongly agreed that there was an organizational aligned with VTC goals. The chain of flow of
structure clearly outlining duties of each staff in the authority that shows how communication is
selected VTCs. disseminated is clear, 62% disagreed that the chain
of flow of authority that shows how communication
The study also sought to investigate whether
is disseminated is clear. 67% disagreed that current
Communication between senior management and
structures of their respective organizations
staff as well as amongst the staff themselves is
improves flexibility. Most of the respondents, 53%
smooth, majority 56%(68) strongly disagreed that
and 56% strongly disagreed that adoption of
communication between senior management and
technology cuts costs of operation and increases on
staff as well as amongst themselves is smooth, this
returns in the organizations, and employees are
implies that strategies are only formulated at the
regularly trained respectively.
top and lay on shelves, they are not communicated
to lower employees who are strategy On average, the overall level of satisfaction in the
implementers, therefore communication among organizational structure among the selected
different levels in VTCs is paramount to improve vocational training centers in Bungoma County was
operations.7%(8) of the respondents disagreed that 48.4% (Mean = 2.420, Std. dev = 1.012) rated
there was smooth communication between senior moderate. These indicate that organizational
management and staffs as well as amongst structure of majority of the vocational training
themselves.14%(17) of the respondents somehow centers in Bungoma County are not effective thus
agreed that there was smooth communication need for improvement.
between the top management and the staffs as well
as amongst the staffs themselves.16%(19) of the Inferential results Organizational structure
respondents agreed that there was a smooth and Strategy implementation
communication between senior management and On examining the effect of organizational structure
the staffs as well as amongst themselves.7%(9) of on strategy implementation among the vocational
the respondents strongly agreed that there was training centres in Bungoma County, the study
smooth communication between senior tested the following null hypothesis (H01):
management and the staffs as well as amongst the H01: Organizational structure does not have
staff themselves. significant effect on implementation of strategy in
Organizational roles and responsibilities are aligned vocational training centers in Bungoma County,
with VTC goals, majority 66%(80) somehow agreed Kenya.
that roles and responsibilities are aligned with VTCs The linear regression findings on testing the first
goals, this implied that roles and responsibilities are null hypothesis (H01) are as depicted below.

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 Table 2: Linear Regression of Organizational Structure on the implementation of strategy in vocational
training centers in Bungoma County, Kenya
Model Summary
Adjusted
Model r r-square r-square Std. Error of the Estimate
1 .813 .661 .658 .38198

ANOVA
Model Sum of Squares df Mean Square F p-value
1 Regression 33.906 1 33.906 232.380 .000
Residual 17.363 119 .146
Total 51.269 120
Coefficients
Unstandardized Standardized
Coefficients Coefficients
Model  Std. Error Beta t p-value
(Constant) 1.660 .090 18.365 .000
Organizational Structure
.525 .034 .813 15.244 .000
Source: Field Data (2020)

The ANOVA test findings as shown in table 2 level of implementation of strategy among
showed that F-Statistic is significant, F (1, 119) = vocational training centers in Bungoma County
232.380, p-value = 0.000 < 0.05; these meant that when the level of effectiveness of organizational
there was a good fit in linearly predicting the structure, the following model would be used;
strategic implementation of a vocational training
center in Bungoma when given its organizational Strategy Implementation = 1.660 + 0.525
Organizational Structure
structure. The adjusted r-square was 0.658; this
portrays that the model (organizational structure) The above findings were supported by Sielel and
was able to explain 65.8% of the variation in the Kagiri (2017) who researched on the influence of
implementation of strategy among vocational organizational structure on strategy
training centers in Bungoma County. The implementation among non-profit organizations in
unstandardized beta coefficient for the Chad. The study embraced both qualitative and
organizational structure was found to be significant; quantitative techniques of questionnaires and
= 0.525, t = 15.244, p-value=0.000 <0.05. Null document reviews. The study used correlation
hypothesis was rejected and conclusion made that research design and study results disclosed that
organizational structure had a significant positive organizational structure correlated with strategy
influence on the implementation of strategy among implementation. The findings insisted that proper
vocational training centers in Bungoma County. The organizational structuring enhances performance of
constant in the linear regression model was found the said organization. The study further found that
to be statistically significant; =1.660, t = 18.365, the way an organization designs is structure greatly
p=0.000 <0.05; an indication that besides the influence the level of value it can derive from its
organizational structure, there are other factors not people, processes and resources. According to the
covered in the model that significantly affect study, real strategy is in the design of the structure
implementation of strategy among vocational of the organization as well as aligning its people,
training centers in Bungoma County. To predict the processes and resources to the organizational goals.

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 Strategy Implementation somehow agreed that there were well-developed
strategic plans for their respective VTC programs
The dependent variable of this study was strategy
and projects representing (71) of the respondents;
implementation. The research assessed descriptive
this was an indication that most of the strategic
statistics of the strategy implementation among
plans were not well developed to the expectation of
vocational training centers in Bungoma County. The
the stakeholders. 3% (4) of the respondents
findings were as shown in table 3 below.
strongly disagreed. 11% (13) of the respondents
Descriptive Statistics of Strategy implementation
disagreed that there was a developed strategic plan
among the selected vocational training centers in
in vocational training centres. 8% (10) agreed that
Bungoma County. 5= Strongly Agree (SA), 4= Agree
there was a well-developed strategic plan in VTCs.
(A), 3= Somehow Agree (SHA), 2=Disagree (D),
However, 19% representing (23) strongly agreed
1=Strongly Disagree (SD). The findings of table 3
that there was a well-developed strategic plan for
showed that for majority of the respondents, 59%
VTCs in Bungoma County Kenya.
Table 3: Descriptive Statistics of Strategy Implementation
Statement SD D SHA A SA Mean Std. dev
There is a well-developed strategic plan for our VTC 4 13 71 10 23 3.289 1.004
programs and projects 3% 11% 59% 8% 19%
Sensitization on the strategic plan contents and 4 69 26 9 13 2.653 1.047
provisions has been conducted 3% 57% 21% 7% 11%
Periodic performance appraisal are always 14 72 17 6 12 2.421 1.086
conducted 12% 60% 14% 5% 10%
Students enrolment turnout is on a rise over the 5 11 71 28 6 3.157 .817
past years 4% 9% 59% 23% 5%
Students complete their academic work within the 5 7 72 30 7 3.223 .811
stipulated timeframe 4% 6% 60% 25% 6%
Top Leadership formulate and implement all the 10 64 20 16 11 2.620 1.105
planned projects 8% 53% 17% 13% 9%
There are adequate financial resources to influences 5 11 71 28 6 3.157 .817
implementation of strategy 4% 9% 59% 23% 5%
Average level of Std. Error of
Mean(%Mean) Std. Dev. Minimum Maximum
Strategy mean
implementation 2.932 (58.64%) .654 .059 1.571 5.000
Source: Field Data (2020)

The views also established on whether sensitization generally agreed that there is periodic sensitization
on the strategic plans, contents and provisions had of the VTCs strategic plan contents and programs it
been conducted. From the results, 57%(69) of those intends to cover. 11% (13) strongly agreed that
who responded disagreed that Sensitization on the there was sensitization on the strategic plan
strategic plan contents and provisions has been contents and provisions in there vocational training
effectively conducted in their respective VTCs, This centres.
indicated that most employees of VTCs were not
The researcher determined whether periodic
well informed on what the institution wants to
performance appraisal was always conducted.
achieve in a given financial year.3% (4) strongly
Majority of the respondents 60% (72) generally
disagreed that there was sensitization of the
disagreed that periodic performance were always
developed strategic plan contents for the VTCs.21%
conducted in their respective VTCs, this generally
(26) were undecided on whether there was
implied that top management does not make
sensitization on strategic plan contents .7% (9)

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 adequate supervision and thorough check of work within the stipulated time frame amongst the
performance by employees to ensure quality selected VTCs. However, 25% (30) of the
service provision. 12% (14) strongly disagreed respondents generally agreed that indeed students
periodic performance appraisal area always complete their academic work within the stipulated
conducted at the VTCs. 14% (17) of the respondents time frame. 6% (7) of the respondents strongly
somehow admitted that periodic performance disagreed that students complete their academic
appraisal was always conducted. 5% (6) of the work within the stipulated time among VTCs in
respondents agreed that periodic performance Bungoma County Kenya.
appraisal is always conducted in VTCs in Bungoma
The researcher also wanted to establish whether
County Kenya. 10% (12) of the respondents strongly
top leadership formulate and implement all the
agreed that there was a periodic performance
planned projects, Majority of the respondents 53%
appraisal in their VTCs.
(64) generally disagreed that top leadership
The study sought to establish whether there was a formulate and implement all the planned projects,
positive improvement on the student enrolment this implied that there was significant gap between
turnout among the selected VTCs in Bungoma strategy formulation and strategy implementation
County Kenya, majority 59%(71) of the respondents among the selected VTCs in Bungoma County
somehow agreed that the student enrolment Kenya. 8% (10) of the respondents strongly
turnout has been on the rise over the past few disagreed that top leadership of the selected VTCs
years,9% (11) of the respondents generally formulate and implement all the planned projects.
disagreed that students enrolment turnout was on 17% (20) of the respondents were undecided on
the a rise over the past years in VTCs in Bungoma whether top leadership formulate and implement
County. 4% (5) of the respondents strongly all the planned projects. 13% (16) of the
disagreed that student enrolment was on a rise respondents agreed that top leadership formulates
over the past years in VTCs. 23% (28) of the and implements all the planned projects. 9% (11) of
respondents agreed that student enrolment has the respondents strongly agreed that top leadership
been on the rise among VTCs in Bungoma County. formulate and implement all the planned projects.
5% (6) of the respondents strongly agreed that
The researcher sought opinions on whether there
student enrolment among VTCs in Bungoma was on
were adequate financial resources to influence
a rise over the years due to improved service
implementation of strategy and majority 59%
delivery by the stakeholders.
somehow agreed that there are adequate financial
Respondents were asked to state whether students resources to influences implementation of
complete their academic work within the stipulated strategies in their respective VTCs in Bungoma
time and 60% (72) of the respondents generally County. This implied that there is allocation of
somehow agreed that students complete their financial resources on the process of strategy
academic work within the stipulated time frame implementation but there is need for an increment
among the selected VTCs in Bungoma County, this in order to ensure quality implementation.9%(11)
implies that there was variations in completion of the respondents disagreed that there was
rates in different years depending on how strategy adequate financial resource to influence
implementation is achieved among them. 6% (7) of implementation of strategies.4%(5) of the
the respondents disagreed that student complete respondents strongly disagreed that financial
their academic work within the stipulated time resources to influence implementation of strategies
amongst the selected registered VTCs in Bungoma was present.23%(28) of the respondents agreed
County Kenya. 4% (5) of the respondents strongly that there was adequate financial resources to
disagreed that students complete their academic influence implementation of strategy while 5% (6)

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 of the respondents strongly agreed that there was CONCLUSIONS AND RECOMMENDATIONS
adequate financial resources to influence The findings showed that 57% (69) generally
implementation of strategy. strongly disagreed that an organizational structure
On average, the overall level of strategy outlining duty of staff was present. As indicated by
implementation among the selected vocational the high percentage of 56% (68), majority strongly
training centers in Bungoma County was 58.64% disagreed that communication between senior
(Mean = 2.932, Std. dev = 0.654) rated moderate. management and staff as well as amongst the staff
These indicate that strategy implementation among themselves was smooth. As indicated by the
the selected vocational training centers in Bungoma moderately high percentage 66% (80), majority
County was not much effective hence need for were undecided that roles and responsibilities are
improvement. aligned with VTC goals. Generally, 62% (75) of
respondents disagreed that the chain of flow of
In support of the above findings, Karemu and authority that shows how communication is
Gongera (2014) reviewed the influence of disseminated is clear. Moderately high percentage
implementing developed strategies on strategy of the current structure improving flexibility of 67%
implementation of a firm. The study found that an (81) implied that flexibility is important in effective
effective strategy is determined at implementation. decision making in an organization. Majority, 53%
The essential elements of a strategy (64), strongly disagreed that adoption of technology
implementation are why strategic plans should not cuts costs of operation and increases on returns in
lay on shelves without ultimate implementation. the organization. Generally majority, 56% (68),
They insist that a strategic plan should give a strongly disagreed that employees are regularly
roadmap for a firm or an organization to trained. It was found out that structure of the
systematically enact actions aimed at improving the organization has moderately strong positive and
work environment. This can be achieved through significant relationship with implementing
implementing that ensures profitability at the work strategies (R = 0.813; p < 0.05). It was noted that
place. A strategic plan should be able to provide a improving structure of the organization by 1 unit
conclusive approach to enhancing results as by the enhances implementing strategies by 0.813 unit (;
set goals. However, the document in its self is not
= 0.525, t = 15.244, p-value=0.000 <0.05). It was
adequate to ensure results. There has to be a noted that 65.8% of the variation in implementing
deliberate effort by the human resource of an strategies in VTCs is attributed to structure of the
organization to ensure that what is written organization (R-square = 0.667).
translates into their daily actions, activities and
operations thus profitability. It’s not agreeable to The findings indicated that majority, 59% (71),
assume that strategy is implementation knowing somehow agreed that there was a developed
very well that they are two complimentary strategic plan for our VTC programs and projects.
processes that ought to be implemented both in The majority, 57% (69), were in general agreement
isolation as well as in conjunction to ensure that sensitization on the strategic plan contents and
maximum returns. Business that wishes to enjoy a provisions had been conducted. Generally, 60.0%
competitive edge over their competitors must (72) of respondents disagreed that periodic strategy
ensure that they implement strategies they have implementation appraisal was conducted. The
developed (Njagi and Kombo 2014). Abass et al. majority, 59% (71) somehow agreed that student
(2017) did a similar study. The study employed the enrolment turnout was on the rise over the past
use of quantitative techniques and regression. The years. Respondents were to give their views on
results revealed correlation between strategy whether students completed academic work within
implementation and strategy implementation. the stipulated time, majority 60% (72) somehow

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 agreed indeed students completed their academic The study recommended that vocational training
work within the stipulated timeframe However, 6% centers should venture in having prerequisite
(7) generally disagreed that students finished their administration, hi tech and realistic structures to
course in time. Majority 53% (64) of the ensure quality delivery in services.
respondents disagreed that top leadership
Suggestions for Further Studies
formulates and implements all the planned Inadequate research the influence of determinants
projects. The majority, 59% (71), somehow agreed of strategy implementation in VTCs has been
that availability of adequate financial resources conducted. This study suggests that an evaluation
influences implementation of strategy. of the determinants of Strategy implementation of
It was concluded that structure of the organization non-educational institutions be carried out. Other
positively and significantly influences determinists of strategy implementation should
implementation of strategies in VTCs in Bungoma also be examined. Lastly, similar studies should be
County. conducted in a different geographical setting.

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