| dc.description.abstract | Kenya's cooperative societies are essential to the nation's development because they give
their members access to reasonably priced financing options and financial guidance.
Because the business environment is always changing, companies must regularly revise their
strategies in order to stay competitive. However, low customer deposit and increased nonperforming loans has been the most significant issue threatening SACCO performance in
Kenya. (KUSCCO, 2018; SASRA, 2022). These cooperative societies suffer from a number
of issues, including the lack of strong institutional strategies and laws, low trained staff,
hence resulting to incompetent administration, weak leadership that supports the
implementation of poorly researched pricing strategies, insufficient governance, and
political interference. The study's objective was to determine the influence of strategic
management practices on organizational performance of savings and credit co-operative
societies in Kiambu County, Kenya. The specific objectives were to establish the influence
of innovation strategies, customer relations strategies, staffing strategies, and pricing
strategies on the organizational performance of SACCOs in Kiambu county. The research
was based on open systems analysis, institutional theory, and resource-based theory. The
research was descriptive with a population of 62 SACCOs in Kiambu County and a total of
250 employees under consideration. The study randomly selected 154 employees. The
researcher utilized questionnaires with both closed and open questions to gather primary
data. Before administering all the questionnaires to employees, a pilot study of 15
respondents was applied where a Cronbach alpha of more than 0.7 was considered an
appropriate reliability score measure. Frequency, percentage, standard deviation, and mean,
were used for descriptive statistics. To analyze the link between the variables, the research
used regression analysis whereas content analysis was used to analyze qualitative data.
Results were presented on, tables, graphs, and narratives. The innovation strategy
correlations r= 0.443 at a p-value of 0.001<0.05; Customer relation strategies’ correlations
r= 0.511 at a p-value of 0.001<0.05; Staff training strategies’ correlations r= 0.346 at a pvalue of 0.000<0.05; and product pricing strategies’ correlations r= 0.544 at a p-value of
0.000<0.05. Therefore, since all the variables had correlations of less than 1 and p-values of
less than 0.05, the study rejected all null hypothesis and concluded that innovation
strategies, customer relations strategies, staff training strategies, and product pricing
strategies had a significant influence on organizational performance of SACCOs in Kiambu
County. The study came to the conclusion that the success of SACCOs in Kiambu County
was significantly impacted by creative tactics, customer relationship strategies, staff training
strategies, and product price strategies. To improve performance, the report suggests that
SACCOs deepen their current partnership with fintech firms. The study also recommends an
enhancement of training and capacity building for the staff to strengthen the customer
service relations skills which are tailor-made to focus on communication and problemsolving capabilities. In addition, SACCO should promote a culture of continuous learning to
enhance improvement among the employees through regular training, recognition for
improvement, and feedback mechanisms to enhance organizational performance as well.
Lastly, the study recommended the application of diversified pricing strategies such as
competitive pricing, cost-price strategies, and tailor-made pricing strategies to enhance the
SACCOs' organizational effectiveness in Kiambu County. | en_US |
