In Kenya, there is evident declining results in the Tea sector in regard to sector competitor’s prices from competing countries, commitment of workers and declarations of bonuses. On the same note, although tea earns the country the second largest share of export, there has been inefficiency in production and insufficient demand for sale volume of tea over the last decade. The study aimed to determine the effect of leadership competencies on Tea Company’s performance in Nandi County, Kenya. Strategic leadership theory was used to explain the interrelationship between variables. Empirical literature reviewed scholarly studies on leadership and its relationship with organizational performance. Descriptive research methodology was used. The unit of analysis were the management staff at the 9 tea organizations in Nandi County who total to 121. The survey adopted a census study of all 121 respondents for the population was small and manageable. Semi structured questionnaire through the self- administration method was used to collect data from the primary sources. Both content and construct validity were determined. The research results add value to the areas of strategic leadership and tea sector performance. The study found that most of the tea factories management uses guiding vision statement, mission statements, firm’s objectives and tea factory’s guiding principles to guide their strategic direction. The research study concluded leadership competencies significantly and positively affects performance of Tea factories. The study recommended that the management of Tea factories should focus on developing an organization's path through the creation of a vision, purpose, and core values through strategic leadership. JEL: L10; L20; L26 <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0771/a.php" alt="Hit counter" /></p>

The Kenyan Vision 2030 envisages a vibrant SME sector as one of the key sectors meant to make the economy industrialized by the year 2030. However, the SME sector has recorded poor performance in the past. Because most SMEs expand naturally and in accordance with the initial entrepreneur’s vision, many enterprises in this sector are run in a haphazard manner. Some organizations lack suitable structures and management processes, while in others, the original director is in charge of everything, from cash receipts, banking, and withdrawals, to more complex entrepreneurial responsibilities. Therefore, this study examined how operational strategies influence small and medium enterprises' performance in Nairobi City County, Kenya. The study specifically sought to examine the influence of supply chain strategy, product development strategy, process design strategy and customer focus strategy. The study was guided by Balance score card model, resource-based view theory, quality management theory and Ansoff Matrix theory. This study adopted a descriptive research design. The study population was SMEs based within the Nairobi City County. The number of SMEs directly targeted was 94. A census of 94 respondents was carried out. This is because the population for each category of the respondents was small. A structured questionnaire was used as a data collection tool to all the respondents. A questionnaire was piloted on 20 respondents to make sure that any error or missing item in it is identified and addressed so as to make sure they are valid and reliable. Validity was assessed using construct and content validity tests. Reliability was assessed with the use of Cronbach’s alpha coefficient. Quantitative data was analyzed using descriptive statistics such as mean and standard deviation and presented in tables, and figures. In addition, the study conducted inferential statistics that involved correlation analysis and multiple regression analysis to test the relationship between independent variables and dependent variable. The study found that supply chain strategy, product development strategy, process design strategy and customer focus strategy had a significant positive influence on the performance of Small and Medium Enterprises in Nairobi City County, Kenya. The study concluded that effective supply chain strategy leads to better collaboration with suppliers, better control quality and improved risk mitigation. Designing processes allows businesses to identify inefficient workflows, structures, and systems, re-design them based on current business needs, and implement the modified processes promptly to improve results. Product development strategy provides an ideal framework for creating new products or improving the performance, cost or quality of existing products. Customer focus strategy leads to improved sales, reduce the cost to serve, increase satisfaction and improve their operational efficiency. The study recommended that the management of Small and Medium Enterprises in Nairobi City County, Kenya should aim to efficiently and effectively implement lean supply chain strategy. In order to increase sales of their products, improve market position, boost customer loyalty, SMEs should generate insights that drive innovation and design user-centered products. When opening a new branch or department, business owners and managers need to understand what process design is, what its objectives are, and how it can improve the performance of their companies. The SMEs should put customer focus values at the heart of their culture that unite employees under common goals even roles that do not have day-to-day customer interactions.

<p>Employee performance in technical vocational education and training institutions has been found to be poor. Poor performance among employees is exhibited through a high level of incompetence and lack of innovativeness among Technical Vocational Education and Training Institutions (TVET) graduates. This culminates in problems of graduate employability owing to a lack of required skills required by employers. This poor performance may be ascribed in part to deterioration in individual employee performance as a consequence of ineffective skills amongst employees and inadequate knowledge management practices inside the institutions. Globally, despite the fact that there exist many knowledge management practices in higher educational institutions in many countries, there is strong agreement amongst academics and researchers that knowledge imparted through higher institutions of learning falls short in providing youth with the appropriate and relevant skills needed to succeed in the labour market. Higher education institutions as ‘knowledge intensive’ organizations thrive on the creation and dissemination of knowledge and therefore rely heavily on the performance of its employees to facilitate and continually generate and disseminate knowledge. The study sought to investigate the influence of Knowledge Creation Practices on Employee Performance in public technical vocational education and training institutions in Kenya. The study was anchored on Unified Model of Dynamic Knowledge Creation propounded by Nonaka, Toyama &amp; Konno in the year 2000. The study used a positivism philosophy and a descriptive survey research design. The target population comprised of 11 national polytechnics in Kenya. The unit of inquiry comprised of 265 administrators comprised of both academic and non-academic heads of department. Primary data was collected using structured self-administered questionnaires. The reliability of the research instrument was ascertained using Cronbach Alpha. Validity was established using content and construct validity. Quantitative data were analysed using descriptive and inferential statistics with aid of SPSS 26. Descriptive analysis used includes; frequencies, mean, standard deviation and percentages while inferential analysis involved correlation analysis and multiple linear regression analysis to test the hypothesis at a significance level of 0.05. Regression analysis indicated that knowledge creation (P=0.000) has a significant influence on employee performance. The study concluded that knowledge creation practices significantly influence employee performance in TVETs. The study recommends that managers should create a better atmosphere in their institutions that encourage their employees to express new ideas. They also should apply effective ways to manage knowledge workers better by creating policies that inculcate new knowledge which consequently should go a long way in continously improving employee performance.<strong></strong></p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0558/a.php" alt="Hit counter" /></p>

Despite the evolution of legal systems in Africa, its development cannot be realized without the adoption of global practices relevant to the 21st-century complexities. Using data from Kenya, the objective of this paper was to determine people's awareness of legal issues, innovation tools for harnessing research data, and innovations for sustainability. This paper gives a brief history of government systems in various African countries which existed before colonization and further recommends mechanisms for promoting citizens’ legal rights. The paper highlights the administration of legal rights in Kenya citing new innovative tools for general development. It recommends ways that could be embraced for promoting development; the technology system, the rule of law, constitutionalism, democracy and stakeholders' support. The paper concludes that the majority of the Kenyan citizens need legal awareness. The possible outcome of the process remains uncertain and open to further stakeholders' inputs. The paper finally recommends the increasing involvement of every stakeholder which is expected to increase the rate of Africa's development for global sustainability.

Organizations today operate in a highly competitive and rapidly changing environment, which has compelled them to consider adopting and implementing various innovative management programs and techniques. Benchmarking is a modern approach to determining appropriate management measures. Police are presently required to identify various struggles in their networks, forestall or lessen unsettling public influences, and assemble and keep up with advertising. It is basic to perceive that estimating police execution is a troublesome undertaking full of complexities. There is no single metric that can even verge on estimating the viability of all that the police do. This research aims to investigate how benchmarking practices impact service delivery in Kenya's national police service in Mombasa County. The study's specific objectives were to investigate the impact of external, internal, functional, and process benchmarking on service delivery. Resource dependence theory, theory of constraints, and contingency theory guided the research. This study will use a survey research design. The study's target group was Mombasa County, police officers. The respondents for the review will be 65 paper officials and inspectorate individuals. Since the populace has less than 200 respondents, the review took an evaluation of 195. A survey will be the essential information assortment device in this review. This review utilized content legitimacy since it surveys how well the example of things addresses the substance that the test is expected to quantify. Cronbach's alpha reliability coefficient was employed to ascertain the questionnaire's validity. In analyzing data, the study employed both quantitative and qualitative methods. Regression analysis was used because it is a set of statistical analyses used to estimate the variables' association. The study established that external, internal, functional, and process benchmarking positively and significantly influenced the service delivery in Mombasa County's national police service. The study concluded that process benchmarking demonstrates how top-performing businesses carry out the specific process in question. Similar or identical practices within the same or similar functions outside the immediate sector are compared using functional benchmarking. Internal benchmarking is extremely effective because it assists in ensuring that every department is as efficient, establishing consistency, and setting and meeting standards across the board. The reference point in external benchmarking is established outside of the business environment. The study recommended that the organization's performance should be consistently evaluated, and they should set their own standards and compare their processes and performance to those of recognized organizational leaders or best practices from other industries that operate in a similar environment. The organization should validate and prioritize its strategies to address any gaps between its current performance and future performance. A company must implement a process that encourages idea sharing to be effective at internal benchmarking. Determine which processes should be benchmarked. The organization should collect benchmarking data from other companies through the creation of informal with other organizations in gathering data and comparing operational best practices, examining public monetary filing or purchasing industry reports.