Stakeholder Involvement and Performance of Independent State Institutions in Kenya
DOI:
https://doi.org/10.47941/hrlj.3893Keywords:
Stakeholder Involvement, Performance, Independent State InstitutionsAbstract
Purpose: The objective of this study is to assess the effects of stakeholder involvement on performance of Independent State Institutions in Kenya. This study was guided by Stakeholder Theory.
Methodology: The study employed the descriptive research design. The research paradigm for this study was positivist. The unit of analysis was therefore for be the 20 Independent State Institutions while the unit of observations was 242 respondents comprising of 200 board members, 20 CEOs, 20 Audit Committee members, head of public service and principal secretary. The total population was therefore 242 respondents. The sample size was determined using Slovin's Formula. The sample size for the study was 151 respondents. Primary data was obtained using structured and semi-structured questionnaires. The pretesting sample was made of 15 respondents representing 10% of the sample size. Inferential and descriptive statistics was employed for analysis of quantitative data with the assistance of Statistical Package for Social Sciences version 26. The findings were presented in tables, figures, and graphs.
Findings: The study found that board composition has a positive and significant effect on performance of Independent State Institutions in Kenya.
Unique Contribution to Theory, Practice and Policy: The study recommends that the management of independent state institutions in Kenya should prioritize the recruitment of highly qualified, diverse, and experienced members who bring a range of expertise and perspectives. A well-structured, competent board with members from varied professional backgrounds can provide strategic oversight, sound decision-making, and effective governance.
Downloads
References
Abor, J. & Biekpe, N. (2017). Corporate governance, ownership structure and performance of SMEs in Ghana: implications for financing opportunities. Corporate Governance, 7(3), 288-300.
Adeabah, D., Gyeke-Dako, A., & Andoh, C. (2018). Board gender diversity, corporate governance, and bank efficiency in Ghana: a two-stage data envelope analysis (DEA) approach", Corporate Governance: The International Journal of Business in Society, 19(2), 299-320.
Abor, J. & Biekpe, N. (2017). Corporate governance, ownership structure and performance of SMEs in Ghana: implications for financing opportunities. Corporate Governance, 7(3), 288-300.
Adeabah, D., Gyeke-Dako, A., & Andoh, C. (2018). Board gender diversity, corporate governance, and bank efficiency in Ghana: a two-stage data envelope analysis (DEA) approach", Corporate Governance: The International Journal of Business in Society, 19(2), 299-320.
Garcia-Ramos, R., & Garcia-Olalla, M. (2016). Board independence and firm performance in Southern Europe: A contextual and contingency approach. Journal of Management & Organization 20(3), 313-332.
Gatimu, J & Minja, D. M. (2024). Influence of transparency on organizational performance of national referral hospitals in Kenya. International Academic Journal of Arts and Humanities, 1(4), 250-270.
Gulali, D. I, Obura, J & Mise, J. K. (2020). Effect of organization culture on organization performance on Public Universities in Kenya. European Scientific Journal, 14(19), 15-36.
Jennings, P. D., Hoffman, A. (2017). Institutional theory and the natural environment: Building research through tensions and paradox. In Greenwood, R., Oliver, C., Lawrence, T., Meyer, R. (Eds.), The SAGE handbook of organizational institutionalism (2nd ed., pp. 759-785). London, England: SAGE.
Munyoki, D.I. (2021). The Effect of corporate governance structures on firm performance among family-owned businesses in Nairobi County Kenya. Retrieved From: https://su-plus.strathmore.edu/items/7810708c-3b0a-4e5f-96b3-c659b507bba2
Mururu, S. M & Njoroge, J. (2023). Influence of corporate governance structures on organization performance: case of Kenya Power & Lighting Company, Kenya. The Strategic Journal of Business & Change Management, 10(2), 351 –367.
Nwankwo, B.C., Atuluku, A.A., Mbamalu, K.U., & Nneoma, B.R. (2021). Integrity, Transparency and Accountability in Governance – Pathway to Sustainable Growth and Development in Nigeria. Sapientia Foundation Journal of Education, Sciences and Gender Studies 3(1), 455-470.
Raweh, W., & Otieno, M. (2015). Effects of Strategic Public Relations on Organization Performance: A Case Study of Kenya Red Cross Society. International Journal of Scientific and Research Publications, 5 (10), 9.
Republic of Kenya, (2017). Report of the Presidential Taskforce on Parastatal Reforms. Nairobi: Government printer.
Shao, L. (2019). Dynamic study of corporate governance structure and firm performance in China: Evidence from 2001-2015. Chinese Management Studies, 13(2), 299-317.
UN. (2015). Role of local government in the promotion and protection of human rights: Final report of the Human Rights Council Advisory Committee. United Nations.
Vohra, N., Chari, V., Mathur, P., Sudarshan, P., Verma, N. et al. (2015). Inclusive Workplaces: Lessons from Theory and Practice. Vikalpa: The Journal for Decision Makers, 40(3), 324-362.
Walter, J. O., & Vincent, N. M. (2018). Organizational resources and performance of Kenyan State Corporations. European Scientific Journal, ESJ, 14, 34-91.
Wanjiru, K. R & Kimencu, L. (2023). Corporate governance structures and organizational performance of Kenya Forest Service in Nairobi City County. European Journal of Business and Strategic Management, 7(2), 39-60.
Yamane, T. (1967). Statistics: An Introductory Analysis (2nd Ed.). New York: Harper and Row.
Yasser, Q.R. & Mamun, A.A. (2016), "The relationship between board leadership structure and earnings management in Asia-Pacific", Accounting Research Journal, 29(4), 413-428.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Christopher Leparan Tialal, 2Dr. Paul Kariuki, Dr. Dennis Juma, Dr. Douglas Ogolla
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
