Background of the Study Different authors have defined corporate social responsibility (CSR) differently. According to European Commission Green Paper (2007) CSR is company's voluntary contribution to society and enviroment. Kibas (2004) viewed CSR as company involvement in socially responsible practices of separating and balancing the social economic and enviromental components of the business while building the stakeholder's value. This defination calls for a delicate balancing act between economic, legal, ethical and discretionary responsibilities of organizations. It encompasses practices that seek to meet within reasonable means the expectations of all stakeholders and to enhance the public image of a firm in respect of social and physical enviroment (Logan.et.al., 2003). As noted by Pearce (2000), feminist theory is key in business operation because it defines CSR as a focus on ethics of care. This theory of the philanthropic corporate citizenship assume that a corporate has a conscience and concern for needy individuals and groups within the enviroment in which it operates. It focuses on trails of close relationships such as sympathy, compassion and friendship. This theory explains why most businesses engage in charitable programmes and activities. Halima, (2005) highlighted that CSR is a way of doing business by which managers internalize external factors. Moreover, in case CSR is appropriately managed, it becomes a source of profits in the short-term through innovation, in the medium term through reputation, and in the long-term by creating new markets and anticipating new regulations and more so enhancing climate change. CSR activities are company's commitment to minimizing damage or eliminating harmful effects and maximizing its long-term impact like climate change on the society (Moses & Benham, 2004). These activities encompass such actions as behaving ethically treating employees fairly and minimizing damages on the physical environment. Therefore, a socially

Background of the Study According to the World Bank (2010), mobile banking is defined as the provision of banking services for the unbanked through the use of mobile devices such as mobile phones. Mobile banking is an innovation that combines telecommunication service providers and financial service providers to improve social and economic performance (World Bank, 2010). The technology advancement has brought new ways of doing things and new business models such as online banking, ecommerce and mobile banking which have played a key role in advancing social and economic performance (AL-Jabi, 2012). Unquestionably, mobile banking has had a very positive effect on societal, economic and organization performance (Zutt, 2010). World Bank (2014) report observed that around the world, mobile banking has had a rapid growth in developing nations as opposed to the developed nations. As a result, the growth of mobile banking in these economies is at a lower speed as compared to most developing nations. Africa has been noted to have an exponential development in the mobile banking business, with most countries opting mobile banking to enhance achievement of economic goals as well as enhance social growth (World Bank, 2014; GSMA, 2014). Rouse and Daellebach (2009) argued that for a firm to advance its performance, it must comprehend and ascertain its technological resources that will improve its performance. The study established that a firm's intangible technological resources results to improved performance and that they aid the firm in formulating and implementing strategies that can improve effectiveness and efficiency of the firm. Barney and Hesterly (2010) advanced that intangible technology resources are more sustainable than tangible resources which can be acquired and duplicated by competitors. In addition, Kenneth, Anderson and Eddy (2010) pointed out that a firm has an advanced performance when it has the capability of maintaining VRIN resources for a number of years. Technology as an Intangible resource is able to produce superior performance since they are valuable, rare, inimitable and non-substitutable (Njoroge (2015), Gamero, Patricinio, Enrique & Jose, 2011; Costa, Cool & Dierick, 2013). Njoroge, Muathe and Bula (2015) indicated that for a long time, technology has been identified as the key for commencing novel activities through risk-taking and firm proactively which results in a firm's higher performance than competitors. Firms that focus on technological advancement through innovation research and development generate above average performance (Paladino, 2009; Merlo and Auh, 2009 and Tajeddini, 2010). Firms that employ technology are known for superior performance because they believe in acquisition of new technologies for product innovation, research and development which enables the firm to produce unique products which are hard to copy (Altindag, Zehir and Acar,

This study sought to establish whether there was any significant influence on employee performance owing to the existing employee retention practices put in place in the Administration Police Service within Nyandarua County. This study’s objectives were; to find out the effect of training and development on employee performance in Administration Police Service Nyandarua County, to establish the effect of compensation on employee performance in Administration Police Service, Nyandarua County and to establish the effect of work environment on employee performance in Administration Police Service Nyandarua County. The study was guided by the two factor theory of motivation and the Job embeddeddness theory. The target population comprised 673 Administration Police Officers from the seven sub counties within Nyandarua County namely, Nyandarua North, Nyandarua West, Mirangine, Nyandarua central, Kipipiri, Nyandarua South and Kinangop Sub Counties. The study sample comprised67 respondents who were selected from the seven Sub Counties using stratified random sampling technique. Data collection wasdone through issuing of questionnaires to the respondents who were selected by the researcher. Collected data was coded and analyzed through descriptive and inferential statistics with the help of the SPSS Version 21 and presentation of findings was through tables. The study found that at 95% confidence interval, training and development practices had a positive and significant relationship with performance in the Administration Police Officers of Nyandarua County at 0.317 and P=0.017< 0.05. Further findings indicated that work environment and compensation had a positive and significant relationship with performance at 0.341 and P = 0.008<0.05 and 0.321 and P = 0.016<0.05 respectively. The study recommends that the Administrative Police Service, Nyandarua County pays a lot of attention in adopting and implementing various aspects of employee retention practices to ensure that performance is improved. The research also recommends that similar study be conducted in other counties in Kenya for comparative purposes.

Purpose: The purpose of this study was to analyze the effect of structural change management on employee performance in the Parliamentary Service Commission (PARLSCOM) and it was undertaken through descriptive research design. Methodology: The study targeted all the nine hundred and fourteen employees of PARLSCOM. Stratified and simple random sampling techniques were used to select a sample of ninety one participants from the target population.  Self-administered questionnaire and interview guides were used to collect primary. Secondary data was obtained from PARLSCOM’s annual reports, government publications and earlier research.  Reliability of the instruments was tested using Cronbach’s alpha reliability. Data was analyzed using descriptive and inferential statistics. Multiple linear regression analysis was done using Microsoft Excel 2013 Analysis ToolPak and output used to test study hypotheses. Results: The results indicated that structural change management had a positive significant effect on performance of employees in PARLSCOM.Unique contribution to the theory, practice and policy: The study recommends that structural change management is a critical factor in increasing employee performance, therefore HR managers should ensure clarity and stability in the organization’s structure during change management in order to enhance employee performance.  Finally, the study recommends further research be done by replicating the same study in other organizations and also using other independent variables other than the ones used in this study.

Purpose: Leadership determines whether an organization, a nation or a group will achieve its goals and also satisfy the followers’ needs. This study focused on leadership change management and its influence on employee performance in the parliamentary service commission in Nairobi-Kenya.Methodology: The design of the study was descriptive and stratified sampling methodology was used.  The results of this study revealed that a majority of the respondents agreed that ethical leadership practised in the organization increased their focused on employee involvement in strategy formulation and this increased their trust in the organization.Results: The results further showed that majority of departmental heads in the parliamentary service commission practiced participative and a combination of transactional and transformational styles of leadership. Majority of the respondents indicated that most of the leaders practice effective leadership. The study respondents revealed that effective leaders are guided by a leadership philosophy. They also stated that valued-based leadership practice is at the core of effective leadership.Unique contribution to the theory, practice and policy: Based on the results of these findings, the researcher proposed a value-based leadership model and several values that effective leaders ought to possess have been suggested. The conclusion made as a result of this study is that effective leadership is both task and people-oriented.