Relationship between employee involvement and strategy execution in the telecommunication industry in Kenya: a case of Telkom
Oyuko, Elizabeth Kanini
MetadataShow full item record
Employees play a pivotal role in strategy execution within an organisational structure. Companies that involve their employees in the strategic processes achieve better returns in performance as every human resource owns the execution process and work towards bringing it to success. However, there is need for concrete studies on how large companies in Kenya can involve employees in the implementation and execution phase. This is due to the lack of a clear understanding of the relationship between employee involvement and execution of strategies within specific organisational set ups. The study looked into the relationship between employee involvement and strategy execution at Telkom Kenya. The objectives of the research were: to establish the level of employee participation in strategy execution at Telkom, to evaluate the effect of employee capabilities in strategy execution and to analyse how organizational structure affects strategy execution at Telkom. The study involved a descriptive design (cross-sectional) to evaluate how employee involvement at Telkom Kenya affects the execution of strategy. The target population was made up of employees of Telkom Kenya, Nairobi office where a sample of 94 respondents obtained through Taro Yamane's formula was surveyed via stratified sampling. Quantitative Primary data was collected from the sampled respondents using a questionnaire. An online survey was carried out on the sampled target population and response rate of 1 00% achieved. The acquired raw data from the field was analysed using the Statistical Package for Social Scientists (SPSS) to acquire descriptive and inferential statistics. The findings indicated a direct correlation between employee involvement and successful employee execution at a constant of 1.153 based on regression analysis. Employee participation impacts positively on strategy execution at 0.771. Employee capabilities impact strategy execution positively at 0.604 and organisational structure at 0.680 indicating direct positive correlation. Further, at 5% level of significance and 95% confidence level, Employee participation, Employees' capabilities and Organisational Structure showed a 0.41, 0.321 and 0.374level of confidence respectively indicating they affects strategy execution to a large extent. In conclusion, it is evident that employee participation in strategy execution contributes to a large extent in strategy success followed by the organisational structure in place determining the human resource, and finally the capabilities by the employees. Overall employee involvement in strategy execution has a positive relationship to strategy execution indicating effective inclusion of employees at all levels of strategy execution enhances the success of the process to a large extent. The study findings can be generalised to other telecommunication companies and thus the following recommendations are essential: Companies should effectively involve employees in strategy execution through disclosure of the details of the strategic process, train employees to acquire necessary capabilities for strategy execution and avail resources. Managers should create necessary environment that will aid their organization to effectively involve employees as per their organisational structure, as well as align the structure for successful in strategy execution.