INFLUENCE OF INSTITUTIONAL FACTORS ON SERVICE DELIVERY IN WATER CORPORATIONS IN KENYA. A CASE OF KACUWASCO
Abstract
This study focused on institutional factors influencing service delivery at Kakamega county urban water and sanitation corporation. The theories underpinning the study were system theory, equity theory and contrast theory. The study utilized simple random sampling technique to select the sample. The target population was 178 from Kakamega county urban water and sanitation corporation employees which included top management, middle level and other employees. A sample size of 125 employeees were selected. The researcher administered 125 Structured questionnaires for data collection and received back 100 dully filled questionnaires representing 80% response rate. The study generated data from questionnaire and analyzed using Statistical Package for Social Science (SPSS) software and the findings presented using descriptive statistics such as frequencies and percentages. The study finally gave recommendation and areas for further studies. The study recommended that the corporation should sufficiently offer relevant training on management competency. Secondly the study recommended training programs plant machine uses and maintenance, the corporation to enhance its strict adherence to the budget in fund utilization as this would enhance appropriate revenue allocation and collection to meet the operational cost of the urban water and sanitation corporation. Lastly, the corporation should advance their training techniques with respect to the changing technology as service delivery should be highly supported by ICT infrastructures and make the interaction between the company and the clients be fast, convenient and reliable.
Key Words: Management Competency, Asset Management, Financial Utilization, Information Technology, Service Delivery
CITATION: Hakonga, M. L., & Juma, D. (2020). Influence of institutional factors on service delivery in water corporations in Kenya. A case of KACUWASCO. The Strategic Journal of Business & Change Management, 7(2), 150 – 166.
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DOI: http://dx.doi.org/10.61426/sjbcm.v7i2.1618
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