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American Journal of Public Health Research
DOI: 10.12691/ajphr-1-1-3

The Implementation of a Tele-Homecare System with Service Oriented Architecture and HL7 Message Transmission Standard
Ching-Sung Wang

American Journal of Medical and Biological Research
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The Influence of Ethanol on Pyruvate Kinases Activity in Vivo, in Vitro, in Silico
Lelevich Sergey Vladimirovich, Khrustalev Vladislav Victorovich, Barkovsky Eugene Victorovich, Shedogubova Tatyana Aleksandrovna

American Journal of Medical Sciences and Medicine
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Clinical and Histological Features in Wegener Granulomatosis
Li Cavoli Gioacchino, Passantino Rita, Bono Luisa, Tortorici Calogera, Ferrantelli Angelo, Giammarresi Carlo, Rotolo Ugo

American Journal of Infectious Diseases and Microbiology
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The Curse of Lymphatic Filariasis: Would the Continual Use of Diethylcarbamazine Eliminate this Scourge in Papua New Guinea?
Anne Lanham, Lillian Mwanri

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Dear Label_Name,

Greetings! I hope you are well.

I am writing on behalf of an international publishing house, Science and Education Publishing, USA (http://www.sciepub.com).

Science and Education Publishing (SciEP) is a multidisciplinary open access publisher of Journals covering the fields of Science, Technology and Medicine. All SciEP publications are subject to high-quality peer review, editorial and production processes and are freely available online.

Welcome to the April, 2013 edition of SciEP newsletter, providing monthly summaries of articles on science & education related topics of interest to scientist and professionals. The mission of our journals is to provide an open access forum for publishing new findings on issues pertinent to scientific and academic field. We also invite you to submit original research papers, review articles, short reports, or case studies are considered for publication in our Multidisciplinary Journals.

American Journal of Public Health Research
DOI: 10.12691/ajphr-1-1-3

The Implementation of a Tele-Homecare System with Service Oriented Architecture and HL7 Message Transmission Standard
Ching-Sung Wang

American Journal of Medical and Biological Research
DOI: 10.12691/ajmbr-1-1-2

The Influence of Ethanol on Pyruvate Kinases Activity in Vivo, in Vitro, in Silico
Lelevich Sergey Vladimirovich, Khrustalev Vladislav Victorovich, Barkovsky Eugene Victorovich, Shedogubova Tatyana Aleksandrovna

American Journal of Medical Sciences and Medicine
DOI: 10.12691/ajmsm-1-1-1

Clinical and Histological Features in Wegener Granulomatosis
Li Cavoli Gioacchino, Passantino Rita, Bono Luisa, Tortorici Calogera, Ferrantelli Angelo, Giammarresi Carlo, Rotolo Ugo

American Journal of Infectious Diseases and Microbiology
DOI: 10.12691/ajidm-1-1-2

The Curse of Lymphatic Filariasis: Would the Continual Use of Diethylcarbamazine Eliminate this Scourge in Papua New Guinea?
Anne Lanham, Lillian Mwanri

We have released issues of some journals on February 2013.
American Journal of Public Health Research
American Journal of Medical Sciences and Medicine
American Journal of Medical and Biological Research
American Journal of Pharmacological Sciences
American Journal of Clinical Medicine Research
American Journal of Nursing Research
American Journal of Cancer Prevention
American Journal of Medicine Studies
American Journal of Infectious Diseases and Microbiology
American Journal of Cardiovascular Disease Research
American Journal of Biomedical Research
American Journal of Mechanical Engineering
American Journal of Microbiological Research
Journal of Preventive Medicine
American Journal of Food and Nutrition
American Journal of Hypertension Research
American Journal of Sports Science and Medicine
Journal of Cancer Research and Treatment
American Journal of Zoological Research
Journal of Biomedical Engineering and Technology
American Journal of Microbiological Research
Biomedical Science and Engineering

We are pleased to announce that submissions are now being accepted for peer review for all the journals across all our subject areas in SciEP.

Please submit your manuscript via our online submission system:
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Strategy Implementation Practices and Performance of Local Authority Provident Fund in Nairobi City County, Kenya

Ahmednadhir Aden Abdullahi*, Janet Muthimi

Department of Business Administration, Kenyatta University

Abstract: The Local Authority Provident Fund in Nairobi City County, Kenya, has shown generally satisfactory performance, indicating effective operations and management. However, a closer look at the data reveals that the fund has not fully met its targets. This research aimed to assess how strategy implementation practices affect the performance of the Local Authority Provident Fund within Nairobi City County, Kenya. Specifically, the study sought to determine the effect of top management support, resource mobilization, organizational culture and organizational structure on the performance of the Local Authority Provident Fund within Nairobi City County, Kenya. The study was guided by the leadership contingency theory, resource-based view, Durkheim’s cultural theory, and contingency theory. A descriptive research design framed the study. The target population included staff at the Local Authority Provident Fund in Nairobi City County. Seventy-five individuals participated, consisting of 5 managerial personnel and 70 support staff. All 75 individuals were fully enumerated. Data was gathered using a structured questionnaire, pretested on eight individuals to confirm reliability and validity. Content validity was applied to ensure the language was clear and accessible to respondents. To evaluate internal consistency, the split-half technique was applied. Quantitative responses were processed using descriptive metrics like means and standard deviation. To explore variable relationships, inferential tools such as regression and correlation analysis were used. The study found out that top management support, resource mobilization, organizational culture and organizational structure had a positive and significant effect on the performance of Local Authority Provident Fund in Nairobi City County, Kenya. The study concludes that the top management sets the strategic direction of an organization by providing clarity and a vision that aligns the team’s efforts and goals. Effective mobilization of resources leads to improved performance outcomes for the provident fund since the fund is better equipped to meet its obligations to its members when resources are effectively organized and utilized. A positive organizational culture motivates staff and also leads to more efficient service delivery and better financial outcomes. The study recommends that there is need for transparent communication through properly defined lines of communication between management and staff to foster trust and collaboration. The organization should collaborate and partner with private sector organizations, NGOs, and even international partners. The organization should assess the current structure by carrying out a routine analysis of its current structures and identifying areas for improvement through streamlining processes or redefining roles for better clarity.

Keywords: Strategy implementation practices, Organization Culture, Resource Allocation, Strategy Execution, Leadership Support, performance

Received February 08, 2026; Revised March 09, 2026; Accepted March 16, 2026

Citation: Ahmednadhir Aden Abdullahi, Janet Muthimi, Strategy Implementation Practices and Performance of Local Authority Provident Fund in Nairobi City County, Kenya. Journal of Business and Management Sciences, 14 (1). 1-11. January 2026. doi:10.12691/jbms-14-1-1

1. Introduction

A successful organization meets its goals by using resources efficiently, cutting costs, boosting output, and adapting quickly to market shifts and client demands [1]. Owen, Mundy, Guild and Guild [2] note that the drive to improve organizational performance stems from a diverse strategy involving employee growth, technological advancement, sustainability initiatives, customer involvement, and decisions guided by data elements that together equip the organization for enduring success and adaptability in a constantly shifting market. Therefore, organizations must prioritize strategies that enhance their effectiveness to thrive in an ever-evolving business environment.

According to Andrews, Boyne, Law, and Walker [3], an organization’s results depend on how well its strategy is carried out, since clear plans guide goal achievement and lead to measurable outcomes. Dobni and Luffman [4] observe that when an organization aligns its resources, processes, and personnel with its strategic objectives, it enhances its ability to respond to market demands, optimize operations, and drive growth. On the other hand, poor execution of a strategy can lead to missed opportunities, inefficiencies, and ultimately, subpar performance. Hence, the link between executing strategy and achieving performance is vital, as it shapes how well an organization realizes its goals and sustains market competitiveness.

Deusen, Williamson, and Babson [5] note that how well strategies are put into action strongly affects organizational performance, seen through profit growth, market reach, product innovation, customer loyalty, and staff motivation. Evans [6] adds that poor execution, not flawed strategy is often why firms lose their competitive edge or shut down. India’s EPFO is one of the world’s biggest provident funds and is mandatory for firms with over 20 employees [7]. According to Asher [8], the Provident Fund Organization in India has consistently provided appealing interest rates, which are set annually and have recently fluctuated between 8% and 9%. Additionally, the EPFO not only facilitates retirement savings but also permits partial withdrawals under specific conditions, rendering it an essential financial resource for employees.

Burt [9] demonstrates that the pension schemes for local authority employees in the United Kingdom (UK) are recognized for their strong governance and funding structures. The Local Government Pension Scheme (LGPS) is well-regarded for its commitment to sustainability and responsible investment practices. As noted by Martin and Minns [10], the latest performance metrics reveal that long-term returns have been positive, especially as a result of the transition towards green investments. This trend is consistent with the wider global movement towards sustainable finance, which resonates with younger generations of employees.

Marumoagae [11] notes that South Africa’s LAPF focuses on municipal workers’ retirement needs and invests across bonds, equities, and listed properties. Makina [12] notes that throughout the past ten years, the LAPF in South Africa has demonstrated resilience, especially in its equity investments, yielding returns that frequently exceed inflation, thereby assisting in preserving the purchasing power of its beneficiaries. Oyede, Soye, and Olaniyan [13] highlight that new rules in Ghana’s Local Government Pension Scheme boosted compliance among local bodies, improving financial outcomes. Dixon [14] demonstrates that the Ghanaian government has also launched educational initiatives designed to assist local authority employees in comprehending the advantages of their provident funds, with the goal of increasing participation and contributions.

Mbindyo [15] indicates that the Local Authority Provident Fund in Kenya plays a crucial role for retired local government employees; however, it has encountered various challenges, particularly in the areas of fund management and governance. Dixon [14] noted that recent reforms have been implemented to enhance transparency. For example, in 2022, the fund experienced a positive turnaround, with advancements in its asset allocation strategy resulting in improved investment returns.

Organizational performance involves setting goals, monitoring progress, and refining actions to reach targets efficiently [3]. Richard, Devinney, Yip, and Johnson [16] note that strategic choices shape the metrics used, causing variations in organizational performance. Organizational performance at both the individual and collective levels will be influenced by the internal measurement systems applied, along with the link between performance and implementation that the company identifies as essential metrics.

Kalleberg and Moody [17] define performance as how effectively an organization mobilizes scarce resources or swiftly achieves its goals. Organizational success depends on how well it handles risks and opportunities, recognizing its strengths and gaps. Singh, Darwish, and Potocnik [18] state that informed decisions based on past patterns and available options drive business effectiveness. Organizational performance reflects how well output aligns with set goals, relying on assets like staff, capital, and infrastructure [19]. Sapienza, Smith, and Gannon [20] emphasize that it can be assessed through outcomes, internal process quality, employee attitudes, and adaptability. Thus, this study used efficiency and effectiveness indicators to gauge performance.

Strategy implementation involves turning planned goals into practical actions and using resources efficiently to reach intended results [21,22,23]. Olson, Slater, and Hult [24] explain that putting strategy into action involves tasks like coordination, communication, and oversight to embed it within operations. This study focused on four key practices: leadership support [25], resource use [26], culture [27], and structure [28].

LAPFUND was founded on July 5, 1960, under Kenya’s CAP 272 law to manage retirement savings for local authority staff. Oversight at the Cabinet level falls to the National Treasury’s Cabinet Secretary, who guides its strategy and policy. Its core mandate includes setting up the fund, managing contributions from employees and authorities, and administering it through a designated board. LAPFUND [29] operates as a corporate pension scheme for employees in Kenya’s water bodies and local governments, regulated by Cap 272 and the 1997 RBA Act. Since 2010, it began reforming its management systems [30], calling for strategic planning and execution to steer the organization toward its future goals. Effective strategy choices are essential for LAPFUND’s progress.

LAPFUND was declared the Best Managed Public Sector Scheme and Best Internal Administrator of the Year during the inaugural Pension Awards for its excellence in service provision to its members through improved retirement outcomes. The Retirement Benefits Authority estimates the total retirements benefit industry in Kenya to be around Ksh 1 trillion, which is about a third of the country’s GDP. With this figure set to grow in the coming years, it poses both opportunities and challenges to those running retirement benefit schemes [31]. According to Maina [32] the concerns of managing pension funds anywhere in the continent remain the same: low coverage, longevity risk, liabilities, and imprudent asset management, among many others. These challenges are further compounded by transitional challenges in the convergence and/or assimilation of former local authorities into the county system. LAPFUND competes strongly with public schemes and private pension plans.

1.1. Statement of the Problem

The Local Authority Provident Fund (LAPF) in Nairobi City County, Kenya, has faced various challenges that have contributed to its inadequate performance. The 2024 Kenya Bureau of Statistics report shows that under 60% of LAPFs meet the financial ratio standards for sound fund management. For instance, on average, LAPFs spend around 2.5% of their assets on administrative costs. Compare this to the industry standard of 1% in most private pension schemes. Many funds report returns of approximately 4% per annum, whereas the target should be around 7% to ensure sufficient growth to cover future liabilities. Moreover, the report highlighted that 45% of beneficiaries expressed dissatisfaction with their pension payouts, which indicates a critical gap in the fund's effectiveness in delivering promised benefits (Kenya Bureau of Statistics, 2024).

Ngugi [33] explored how strategy execution affects performance in Nairobi-based insurance firms and concluded that managerial guidance and oversight are vital throughout implementation stages. Yet, the study reveals a contextual limitation. Donna and Wanjira [34] examined how strategy execution relates to performance within higher education institutions in Kiambu, revealing that organizational results are influenced by strategic leadership. However, gaps in both methodology and context remain. Mailu, Ntale, and Ngui [35] explored strategy execution’s influence on the pharmaceutical industry in Kenya and validated its significant effect, although their research was confined to that specific sector. Hence, this research aimed to examine how strategy implementation practices shape performance within the Local Authority Provident Fund in Nairobi City County, Kenya.

1.2. Research Objectives

1.2.1. General Objective

The study broadly aimed to examine how strategy execution affects the performance of Nairobi counties’ Local Authority Provident Fund.

1.2.2. Specific Objectives

The study was guided by the following specific objectives:

i. To assess how top management support influences the performance of the Local Authority Provident Fund operating within Nairobi’s county framework.

ii. To evaluate the effect of resource mobilization efforts on fund performance across Nairobi City County’s administrative context.

iii. To explore how organizational culture within Nairobi’s public sector environment shapes the outcomes of the Local Authority Provident Fund.

iv. To analyze the role of organizational strcuture in determining the fund’s effectiveness within Nairobi City County, Kenya.

2. Literature Review

2.1. Theoretical Literature Review

The study is anchored on three core theories: contingency, resource-based view, and Durkheim’s cultural perspective, each aligning with its aims.

2.1.1. Contingency Theory

Contingency theory by Fiedler [36] links leadership effectiveness to context, especially style and team dynamics. He outlined two distinct styles: task-oriented and relationship-driven. Kerr et al. [37] stressed that effectiveness depends on situational compatibility, as leaders may perform well in one environment but not another. Peters, Hartke, and Pohlmann [38] challenged the theory’s inflexibility, arguing it overlooks adaptability. Therefore, managers must evaluate each situation to ensure their style suits the context.

This theory supports the study by rejecting universal management models. For the Local Authority Provident Fund, performance depends on factors like economic shifts, regulations, and member needs. Applying contingency theory helps tailor strategies to fit evolving governance and financial contexts in Nairobi. It directly informs the top management support variable.

2.1.2. Resource Based View Theory

Penrose (1959) introduced RBV, stressing that firm success stems from managing internal resources well. She linked expansion to productive capacity and emphasized knowledge as a key asset. Firms that adapt and reorganize their capabilities are more likely to seize opportunities and handle external pressures effectively.

Almarri and Gardiner [39] observe that the RBV has significant implications for strategic management, as it encourages firms to assess their unique resources and capabilities when formulating strategies. This view redirects attention from market forces to a firm’s internal capabilities and limitations. According to Bryson, Ackermann and Eden [40], the RBV highlights the need for firms to invest in developing their resources and capabilities over time. This may involve training employees, investing in technology, or enhancing organizational processes. Therefore, by prioritizing resource development, firms can ensure that they remain competitive and can respond effectively to emerging challenges and opportunities.

RBV theory backs the study by treating internal assets as key to success. Unique, valuable, and well-managed resources create long-term advantage. Instead of relying on external market forces, firms should focus inward to improve performance. This aligns directly with the resource mobilization aspect.

2.1.3. Durkheim’s Theory of Culture

Durkheim (1890) introduced a cultural theory viewing society as a web of shared beliefs, values, and symbols especially evident in traditional communities. He argued that organizational culture shapes behavior and goal achievement. Zheng and McLean (2010) noted that while subcultures may unify, they can also create internal divisions along roles or departments. These subcultures appear in language use and symbolic expressions that reflect group identity and purpose. The theory supports this study by showing how culture fosters ethical conduct, guides decisions in unclear situations, and improves performance. It directly relates to the organizational culture variable.

2.1.4. Open Systems Theory

Bertalanffy (1956), a biologist, introduced open system theory, later applied across organizational fields. It views organizations as systems with both hierarchical and loosely linked structures. According to Hatch (1997), large entities consist of multiple interdependent subsystems, each receiving inputs and producing outputs for others. These subsystems may not align strictly with departmental lines but reflect broader organizational interests. Gortner, Mahler, and Nicholson (1997) noted that internal links within subsystems tend to be stronger than those between them.

Open systems theory suggests that every department operates uniquely depending on the environment in which it is operating and it should be structured in a manner that responds to the needs of such environment (Hatch, 1997). The influence brought up by a certain setup is dependent on the behavior of those supplying and distributing goods as well as those competing with the organization. The environment generally is influenced by the location of the firm where it carries out its business. Open system theory assumes multiple subsystems, each receiving input from others and producing output used across the system. However, these subsystems are not always represented by specific departments within an organization; rather, they may simply reflect similar activities.

This theory highlights how external forces shape organizational performance. For LAPFUND, it underscores the need to respond to shifts in economy, policy, and social trends. By adopting an open systems perspective, the Fund can better adapt to changes, respond to stakeholder needs, and enhance its overall performance. The performance variable is interpreted through the application of the theory.

2.2. Empirical Literature Review

2.2.1. Top Management Support and Organizational Performance

In the article "The Role of Leadership in the Performance of SMEs in Tehran, Mashhad, and Isfahan," Mostashari [41] explored how leadership affects organizational outcomes. It was found that transformational leadership instills satisfaction among employees, encourages their engagement, and raises their productivity, which all lead to performance improvement. However, that research was exclusively based on a convenience sample thus the methodology was limited.

Ibrahim and Daniel [42] examined how leadership determines the organizational outputs by taking Coca-Cola in Abuja as the reference case. They depended on secondary materials such as books, journals, online sources, and previous studies for their work. They concluded that employee performance is directly shaped by leadership style. It was shown that participative leadership and delegation of tasks result in higher goal achievement. However, the methodological limitation of the study was exposed due to a dependence on secondary data.

Njenga, Kariuki, and Wanjohi [43] studied how top management support affects performance in Kenyan State Corporations. Data from 264 respondents was gathered using semi‑structured questionnaires within a descriptive design and analyzed in SPSS. The results gave evidence of a significant association between leadership support and organizational success, with government policies playing a part in the performance as well. However, the State Corporations' focus of the study is a source of its contextual limitation.

Al-Omoush [44] investigated how top management support plus internal capabilities influence e-business entrepreneurship. There was a study where data was gathered from 282 persons from 26 manufacturing companies and analyzed using SmartPLS. The research found that top management support has the greatest impact on e-business outcomes. Moreover, the company's flexibility and continuous improvement were found to be two ways that directly affect the results and the study highlighted the leadership's part in establishing a learning and adaptable environment. Yet the authors pointed out a gap referring to the limited understanding of the concept when they narrowly concentrated on capabilities in the e-business context.

Luseno, Kimutai, and Nyaboga [45] examined how senior leadership influenced the relationship between HRMIS and staff performance in Kenya’s public sector. Utilizing both surveys and interviews, the study showed that leadership support manifests in the usage of resources, strategy, change process, and culture. However, the civil service concentration limited both the theoretical and contextual dimensions of the study.

2.2.2. Resource Mobilization and Organizational Performance

Mwai, Namada, and Katuse [46] delved into the relationship between internal assets and organizational efficiency. They gathered data through questionnaires and combined analysis and discovered that staff empowerment, a factor correlated to operation improvement, paradoxically decreased effectiveness while funding activities increased operations. Concerns of the validity of the generalization of these findings have been raised due to the use of an exploratory design and a small sample size for questionnaires.

Nzilani [47] examined how resource mobilization affected the performance of Nairobi’s nonprofit organizations. The study took a descriptive approach and selected a sample of 201 NPOs through the combination of stratified and random selection techniques. Questionnaire data was analyzed statistically through regression and correlation. The findings revealed that resource mobilization contributed to improved performance, stakeholder engagement, stronger branding, and development of internal capacities. However, the study was confined to organizations based in Nairobi, thus it is context-specific.

Ngiri and Njagi [48] looked into strategic resource mobilization in Nairobi's construction companies through a descriptive cross-sectional research design. From the surveys of 96 CEOs among 126 companies a strong positive link between mobilization and performance was revealed. However, the emphasis on a single industry limited the scope of the study.

Mpozenzi and Mutuku [49] studied resource mobilization by Burundi's Women Repatriate Association. They used a mixed-methods approach. 57 out of 80 respondents sampled took part in six projects. The study revealed that financial, human, and physical resources were essential for project success; however, human capital was the most decisive factor. Nevertheless, the study was limited only to WRAB in Burundi.

Ng'etich and Kipkorir [50] studied how county government staff mobilize resources and adopt technology. They carried out a cross-sectional survey and interviewed 106 administrators and executives. The findings revealed that the three variables - resource utilization, technology adoption, and performance - were very closely related. Nonetheless, the writers pointed out that being committed to only one design could have been a methodological limitation.

2.2.3. Organizational Culture and Organizational Performance

Joseph and Kibera [51] explored how organizational culture influences the performance of Kenya’s microfinance institutions. They conducted a cross-sectional survey backed up with secondary data and manager questionnaires, and they used factor and hierarchical regression. The results showed a strong link between culture and performance, though the study design limited broader conclusions.

Mutibo and Mutinda [52] went to Mumias Sugar Company in Kakamega to conduct a study. A descriptive survey was conducted, using stratified sampling to email questionnaires to 80 staff members. The analysis revealed a strong culture–performance link, though its focus on one firm restricts generalization.

Akpa, Asikhia, and Nneji [27] in their paper studied different articles on the culture performance relationship. They believed that when there are common values, good ethics, and the communication is open, it develops the employees' sense of self and the commitment which eventually leads to increased productivity. Their main limitation was that they solely depended on secondary sources.

Korma, Kolloju, Kummitha, and Kareem [53] investigated various aspects of educational institutions in Ethiopia's Garage zone. After conducting a structural equation modeling on the answers from 350 individuals, they identified the fact that learning, teamwork, and strategic intent had a constructive impact on the performance, whereas change creation and goal-setting were not supported. This work mainly pertains to the educational sector due to the nature of the sample.

Ghumiem, Alawi, Abdi, and Masaud [54] investigated the effects of corporate culture on performance by gathering information from 408 GECOL staff members. They adopted a quantitative style of research and utilized the Structural Equation Modeling (SEM) method. They discovered that culture has a positive correlation with the performance and that its effect on administrative workers is greater than on technical teams. The emphasis on GECOL in the study reveals a contextual limitation.

2.2.4. Organizational Structure and Organizational Performance

Mon (2020) studied how structural elements affect manufacturing performance. The study focused on formalization, hierarchy, complexity, and technology. The analysis of the questionnaire data revealed that complexity and hierarchy only brought a negligible positive effect, while formalization and technology significantly enhanced the production. The fact that the research only concentrates on manufacturing is a limitation of the context.

Karemu et al. [55] explored the effect of organizational structure on the performance of Kenya’s mobile operators. They used a mixed‑method design to gather primary data through semi‑structured questionnaires. Also, they obtained secondary data from company reports on market share and profit margins. From a total of 6,167 staff, 361 were randomly selected for the sample, and 258 valid responses were received. The use of the two methods of statistical analysis showed that the structure and performance are closely related. Nevertheless, by limiting the research to Kenyan mobile operators, a contextual limitation is brought about.

Njiru and Nyamute [56] examined the effect of organizational structure on the financial outcomes of Kenya’s state corporations. They covered all 34 entities in their survey and used both open and closed questionnaires. The financial performance impact was revealed by the data analyzed using SPSS, with correlation and multiple regression being the methods that showed performance is influenced by structural components such as centralization, complexity, formalization, and organizational size. By using only, a survey design, the study’s methodological strength was reduced.

Osano and Gachunga [57] explored the impact of organizational structure on the performance of Kenya's Nursing Council. They chose a descriptive design and sourced data from 40 employees through interviews and questionnaires. Centralization, decentralization, communication and structure were factors that were found to impact performance. It was suggested that even more research be done to discover other contributing factors. The study was limited to the Nursing Council only.

Izims and Emueje [58] researched the structure-performance relationship in Nigeria's beverage industry. They adopted a descriptive approach with 290 General Electric employees from Nairobi, Lagos, Luanda, and Johannesburg. Quantitative data from structured questionnaires were processed using SPSS v21, with Pearson correlation indicating a very strong positive correlation between organizational structure and performance, which was later confirmed by the regression results. Nevertheless, the scope of the research was limited to General Electric in Sub-Saharan Africa, which restricts the applicability of the results to the wider context.

2.3. Conceptual Framework

Figure 1. Conceptual Framework

Figure 1 illustrates how organizational performance, the dependent variable, is influenced by four independent factors: top management support, resource allocation, structure, and culture.

3. Research Methodology

The study used a descriptive design, which Stangor [59] highlights as useful for capturing traits, perceptions, behaviors, and needs. This approach suited current condition analysis and enables efficient, cost-effective data collection from a defined group at a specific point in time. Mugenda and Mugenda [60] describe a population as all individuals or items sharing traits tied to the study’s focus. This research targeted LAPFUND staff in Nairobi City County, totaling 134 respondents selected from departments including strategy, marketing, recruitment, benefits, administration, and finance. These personnel offered key insights into the organization’s operations and challenges. Table 3.1 presents the population breakdown.

The research utilized stratified sampling, where individuals are grouped according to job functions, then randomly selected. Using a 5% margin of error, Yamane’s (1967) formula was applied to establish the sample size.

n =N/1+N(e)^2 = 134 / (1+ 134(0.05)2 = 100

A total of 100 respondents, making up 74.6% of the population, form the sample. Their proportional allocation.

The study used a semi-structured questionnaire to collect both qualitative and quantitative data. It blends open-ended flexibility with closed-ended consistency, enabling participants to share views while offering measurable input. Divided into sections A to F, the tool captures demographics in section A, and covers variables such as management support, resource mobilization, culture, and structure in the remaining parts. Responses were rated using a Likert scale, and all selected participants received the questionnaire. A pilot study, involving 10 staff from the Local Authority Provident Fund in Kiambu County, assessed research feasibility ahead of the main investigation. Following Mugenda and Mugenda’s 10% sample guideline, this targeted exercise sought rich qualitative input to inform the wider study. Validity ensures the tool captures data aligned with the study’s aim [61]. To confirm this, content validity was applied questions were simplified for clarity and reviewed by the supervisor for accuracy.

Mugenda and Mugenda [60] define reliability as how consistently a tool produces similar results over repeated use. This consistency is influenced by random error, which interferes with accurate measurement. Post-pilot, questionnaires underwent split-half testing dividing items into even and odd sets for separate scoring. Orodho [61] notes that this method checks internal consistency, and an aggregate correlation of 0.712 was obtained which confirmed that the tool was reliable as shown in Table 3.3. Before collecting data, the researcher secured NACOSTI clearance and a Kenyatta University introduction letter for authorization. The organization’s management was approached to grant study authorization. Questionnaires were issued directly to managers and support staff, with a two-week window for completion. Follow-ups highlighted participation value to improve response rates.

Collected questionnaire responses was cleaned, edited, and organized into major thematic categories. Quantitative results were summarized using mean and standard deviation under descriptive statistics in SPSS v20.0, with findings displayed in graphs, charts, and tables. To assess variable relationships and influence, regression and correlation analyses was applied.

The regression equation is: Y = β₀ + β₁X₁ + β₂X₂ + β₃X₃+ β₄X4 +ε

Whereby Y = Organizational Performance

X₁= Top management support

X₂= Resource mobilization

X₃= Organizational culture

X₄= Organizational Structure

β₁, β₂, β₃ and β4 = Coefficients

ε = Error term

To uphold ethical standards, the researcher secured clearance documents from the University and NACOSTI for formal introduction. Participants were informed of the study’s aim and guaranteed privacy as no names or departments noted, and responses kept from third-party access.

4. Research Findings and Discussions

4.1. Descriptive Statistics Results

Descriptive statistics that included Percentages (%), Mean (M) and Standard Deviation (SD) generated using Statistical Package for Social Sciences (SPSS) were used to present the results of the quantitative data based on the respondents’ level of agreement on each specific study variable. The results are presented in the section that follows.

4.1.1. Top Management Support

The respondents were given a list of statements assessing how senior top management support influences the performance of the Local Authority Provident Fund operating within Nairobi’s county framework to indicate their level of agreement and the results obtained are presented in Table 1.

Table 1. Top Management Support

The results in Table 1 indicate that on average the respondents agreed on all the statements assessing how senior top management support influences the performance of the Local Authority Provident Fund operating within Nairobi’s county as indicated by aggregate mean and standard deviation score of 3.73 and 1.274 respectively. This finding implies that the respondents agreed that the top management of Local Authority Provident Fund had a proper implementation of planning, motivation and performance targets. The finding agrees with Mostashari [41] who examined how leadership affects performance in SMEs across Tehran, Mashhad, and Isfahan. The findings revealed that transformational leadership boosts employee satisfaction, effort, and efficiency contributing to better overall results. The finding also agrees with Njenga, Kariuki, and Wanjohi [43] who assessed how top management backing affects performance in Kenyan State Corporations. The results showed a strong link between leadership support and organizational success, with government policies also shaping performance.

4.1.2. Resource Mobilization

The respondents were given a list of statements that evaluated the effect of resource mobilization efforts on fund performance across Nairobi City County’s administrative context to indicate their level of agreement and the results obtained are presented in Table 2.

The findings presented in Table 2 reveal that, on average, the respondents concurred with all statements evaluating the impact of resource mobilization on the performance of the Local Authority Provident Fund operating within Nairobi County, as evidenced by an aggregate mean score of 3.82 and a standard deviation of 1.267. This outcome suggests that the respondents acknowledged that the resource mobilization of the Local Authority Provident Fund in terms of finances, human resources and equipment was effective. The finding concurs with Mwai, Namada, and Katuse [46] who studied how internal assets influence efficiency and found that funding activities improved operations, but staff empowerment reduced effectiveness. The finding also concurs with Nzilani [47] who assessed how resource mobilization affects performance in Nairobi-based nonprofit organizations. The finding established that strengthening brand and internal capacity boosted performance and stakeholder engagement.

Table 2. Resource Mobilization

4.1.3. Organizational Culture

The respondents were given a list of statements that explored how organizational culture within Nairobi’s public sector environment shapes the outcomes of the Local Authority Provident Fund to indicate their level of agreement and the results obtained are presented in Table 3.

Table 3. Organizational Culture

The findings in Table 3 show that, on average, the respondents expressed agreement with all statements evaluating the influence of organizational culture on the performance of the Local Authority Provident Fund functioning within Nairobi County, as reflected by an overall mean score of 4.22 and a standard deviation of 1.070. This outcome was based on an average of 83.6% of the participants who concurred. Nonetheless, 7.4% expressed neutrality while 8.8% showed disagreement. This result indicates that the participants concurred that the values, mission and vision on of the Local Authority Provident Fund was effectively executed planning, motivation, and performance objectives maintained. The finding aligns with Joseph and Kibera [51] who explored how organizational culture affects performance in Kenyan microfinance institutions. The results validated a strong connection between performance and organizational culture. The finding also aligns with Mutibo and Mutinda [52] who assessed how organizational culture influenced performance at Mumias Sugar Company in Kakamega. The descriptive and inferential methods revealed a strong link between culture and performance.

4.1.4. Organizational Structure

The respondents were given a list of statements that explored how organizational structure within Nairobi’s public sector environment shapes the outcomes of the Local Authority Provident Fund to indicate their level of agreement and the results obtained are presented in Table 4.

Table 4. Organizational Structure

The results presented in Table 4 reveal that, on average, the study participants expressed agreement with all the statements that examined how the organizational structure affected the performance of the Local Authority Provident Fund functioning in Nairobi’s county. This is reflected by an overall mean score of 4.03 and a standard deviation of 1.088. Specifically, 75.7% of the respondents showed agreement. In contrast, 4.3% were neutral in their responses, while 19.8% disagreed. This outcome suggests that the participants felt that the Local Authority Provident Fund effectively executed its organizational structure in terms of responsibility, decentralization and centralization. This finding align with Mon (2020) who analyzed how structure affects manufacturing performance, focusing on formalization, hierarchy, complexity, and technology. The study showed that while complexity and hierarchy had a weak positive effect, formalization and technology significantly boosted performance. This observation also aligns with Karemu et al. [55] who explored how organizational structure affects performance among Kenya’s mobile network operators. The analysis using both statistical methods showed a significant link between structure and performance.

4.1.5. Organizational Performance

The respondents were given a list of statements that evaluated the performance of the Local Authority Provident Fund to indicate their level of agreement and the results obtained are presented in Table 5.

Table 5. Organizational Performance

The results in Table 5 indicate that on average the respondents indicated neutral on all the statements assessing the performance of the Local Authority Provident Fund operating within Nairobi’s county as indicated by aggregate mean and standard deviation score of 3.40 and 1.597 respectively. This result was from an average of 56.1% of the respondents who agreed. However, 6.1% indicated neutral and 37.8% indicated disagree. This finding implies that the respondents had divided opinions on efficiency, effectiveness and customer satisfaction of Local Authority Provident Fund.

4.2. Multiple Regression Analysis Results

Regression analysis was carried out to show which among the independent variables were related to the dependent variable. The findings are presented as follows.

4.2.1. Model Summary

Table 6. Model Summary

The results in Table 6 indicate that the value of adjusted R square is 0.742 which indicates a variation of 74.2% of performance of LAPFUND due to the influence of its top management support, resource mobilization, organizational culture and structure. This indicates that other strategy implementation practices not studied in this research contribute to 25.8% of LAPFUND performance.

4.2.2. Analysis of Variance

Table 7. Analysis of Variance

The results in Table 7 indicate that the level significance 0.003 less than 0.05. The statistical F value is 43.793 which is greater than the statistical mean square value of 25.919. Therefore, this indicates that the regression model was highly significant to predicting the influence of strategy implementation practices on the performance of Local Authority Provident Fund in Nairobi City County, Kenya.

4.2.3. Coefficient Analysis

Table 8. Coefficient Analysis

The results show that when the top management support, resource mobilization, organizational culture and structure of LAPFUND is kept constant, its performance would be at 0.602(60.2%). The resulting regression equation is expressed as;

Performance = 0.602 + 0.521(top management support) + 0.668(resource mobilization) + 0.416(organizational culture) + 0.449(organizational structure).

The study examined that top management support had a positive and significant effect on the performance of Local Authority Provident Fund in Nairobi City County, Kenya as indicated by beta (β) value of 0.521 with significance value of 0.002. The finding agrees with Luseno, Kimutai, and Nyaboga [45] who examined how senior leadership support affects the link between HRMIS and staff performance in Kenya’s public sector. The study found that leadership influences key areas like resource use, strategy, change processes, and culture.

The research investigated the impact of resource mobilization on the performance of Local Authority Provident Fund in Nairobi City County, Kenya, revealing a positive and significant effect as demonstrated by the beta value and significance value of 0.668 and 0.003 respectively. The finding is consistent with Ng’etich and Kipkorir [50] who explored how resource mobilization and tech adoption influence performance. The results confirmed a strong link between resource use, technology uptake, and performance

The research demonstrated that the organizational culture had a positive and significant impact on the performance of the Local Authority Provident Fund in Nairobi City County, Kenya, as evidenced by a beta (β) value of 0.416 and a significance value of 0.004. The finding aligns with Ghumiem, Alawi, Abdi, and Masaud [54] who analyzed how corporate culture influences performance using data from 408 GECOL employees and found culture positively affects performance, with stronger impact on administrative staff than technical teams.

The study revealed that the organizational structure positively and significantly influenced the performance of the Local Authority Provident Fund in Nairobi City County, Kenya, as indicated by a beta (β) value of 0.449 and a significance value of 0.003. The finding agrees with Osano and Gachunga [57] examined how organizational structure shapes performance at Kenya’s Nursing Council. The study established that performance was shaped by centralization, decentralization, communication, and structure. Further study was advised to uncover other contributing elements.

5. Conclusions

The study concludes that the pop management sets the strategic direction of an organization by providing clarity and a vision that aligns the team’s efforts and goals. The support from management often translates to better resource allocation in terms of financial, human, or technological resources which boosts employees’ ability to perform their tasks effectively, leading to enhanced organizational performance. The appreciation and support from the management cultivates a positive workplace culture. Employees feel valued and are more likely to go above and beyond in their roles, leading to higher productivity and performance.

The study concludes that effective mobilization of resources leads to improved performance outcomes for the provident fund since the fund is better equipped to meet its obligations to its members when resources are effectively organized and utilized. The prioritization of resource mobilization like diversifying funding sources, enhancing stakeholder engagement, or leveraging technology can significantly enhance the effectiveness of their provident funds. This, in turn, leads to better outcomes for their members.

The study concludes that a positive organizational culture motivates staff and also leads to more efficient service delivery and better financial outcomes. A culture of valuing employees in the workplace and where communication flows freely boosts their morale and encourages innovative thinking which is the very essence of high performance. Proper management of organizational culture leads to higher employee satisfaction, better service to the community, and ultimately, a stronger financial foundation.

The study concludes that a well-organized structure is crucial for ensuring that resources are used efficiently and that all team members understand their roles. A better-designed framework within organizations directly contributes to improved outcomes. In other words, when an organization like the Local Authority Provident Fund has a clear structure in place, it tends to achieve better results.

6. Recommendations

The study recommends that there is need for transparent communication through properly defied lines of communication between management and staff to foster trust and collaboration. The organization should invest in professional development to enhance the skills and knowledge of their team, empower employees and demonstrates a commitment to their growth. The top management should celebrate the milestones and individual contributions of employees to create a more engaged and motivated workforce. The organization should adopt a participatory approach in decision-making to make employees to contribute to the direction of the Fund, create a sense of ownership and loyalty.

The study recommends that the organization should collaborate and partner with private sector organizations, NGOs, and even international partners. The organization should ensure transparency and accountability in resource mobilization to build trust and encourage more stakeholders to get involved. The organization should adhere to ethical standards by avoiding activities that could compromise the Fund’s integrity.

The study recommends that the organization should encourage open communication through creating forums or platforms where employees feel comfortable sharing their ideas or concerns without fear of reprisal. The organization should recognize and reward contributions either through formal recognitions, bonuses, or simple thank-you notes, appreciation can significantly enhance motivation.

The study recommends that the organization should assess the current structure by carrying out a routine analysis of its current structures and identifying areas for improvement through streamlining processes or redefining roles for better clarity. The organization should encourage open communication by establishing clear channels for communication that foster collaboration and ensure that all team members are aligned with organizational goals. The organization should invest in training to make its employees to understand their roles within the organizational structure to enhance performance and job satisfaction

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