Abstract:This study sought to investigate the performance improvement through benchmarking in commercial banks in Kenya by focusing on the extent to which commercial banks used benchmarking, the relationship between benchmarking and organizational performance, and the challenges facing the adoption and implementation of benchmarking. Simple Random sampling technique was used to select two respondents from each bank. Both descriptive and inferential statistics were applied and Statistics Package for Social Sciences (SPSS) for windows version 20.0 was used for analysis. The analysis indicated that on overall, benchmarking has a positive and significant correlation r =0.551 and p< 0.001with organizational performance. The results indicated that benchmarking was an established performance improvement technique that was proved to be effective in the banking industry in Kenya over time. The researchers recommend that the benchmarking initiatives should incorporate the divergent views of all employees since at the end of it all these employees will need the information to improve the process.

The study aimed at establishing the application of benchmarking as a tool for continuous improvement within Parastatals in the Ministry of Agriculture in Kenya. The study used descriptive research in its methodology. The study took the design of a survey. Data collection was effected by use of structured questionnaires, which targeted senior, middle-level management and the equivalent. The targeted population was the 24 parastatals with the Ministry of Agriculture in Kenya. The questionnaire was self-administered through the drop –and-pick approach, coded, checked for any errors and omissions. The study established that certain challenges need to be addressed within the Ministry of Agriculture parastatals; comparability of the parastatals and their operation processes, seeking aid and support from sources and institutions that might be able to point to and convince potential partners, finding benchmarking collaborators willing to participate in the benchmarking studies, applying a systematic procedure whereby a large number of potential benchmarking partners are scanned for relevance and high performance, exchanging all possible background information beforehand. The other challenges with a mean of three seem to be coupled with uncertainties on their influence on the success of the benchmarking technique as a tool of continuous improvement. Delays in remission of questionnaires was experienced, submission of irrelevant information, transportation difficult given the location of some of the parastatals, and challenges were encountered in undertaking literature review given the poorly equipped laboratories with ICT and e-operations.

Construction contract management strategies are key in the achievement of a firms’ objectives. Construction projects are key in any economy due to their high contributions to the economy since they are key in facilitation of key activities. The study was on CMS and project performance of KENHA. The study objectives were to determine the extent of implementation of CMS in KENHA and to establish the effect of CMS on project performance in KENHA. The study adopted a descriptive statics. The study adopted use of strategic choice and agency theory. In the research methodology, the study adopted use descriptive statics. The target population consisted of 40 staff at KENHA. The study used primary data which was collected using questionnaires that were administered through drop and pick method. The supply chain managers, procurement managers or their equivalent were the respondents in KENHA. Data collected was analyzed by use of descriptive statistics and multiple regression analysis. Findings were displayed by use of tables for easy understanding. Data was analyzed using Statistical Package for Social Sciences (SPSS). The findings from the study revealed that CMS had been implemented in KENHA to a large extent. The study findings revealed positive and significant relationship between CMS and project performance. The research also concludes that 83% of project performance is affected by implementation of CMS at KENHA. The study recommends that future studies be carried out on CMS on other firms other than KENHA. In addition, we need to have a holistic view of other firms other than KENHA alone. The major limitation of the study was that it was solely based on KENHA.