TO EVALUATE THE EFFECT OF INVOLUNTARY MANAGEMENT TURNOVER ON THE PERFORMANCE OF MOMBASA WATER AND SANITATION COMPANY

Abstract

This research focused on evaluating the effect of involuntary management turnover on the performance of Mombasa Water Supply and Sanitation Company Limited. Organizational performance denotes the output of an organization, measured against the expected output and objectives. Over the past decade, the company had experienced a growing decline in performance, as evidenced by majority of its several key performance indicators. As at June 2020, the operations and maintenance records revealed that the company’s performance was remarkably lower than expected by the regulator. There was a need to examine the specific consequences of management turnover on organizational performance at Mombasa Water Supply and Sanitation Company Limited. The research was founded on three theories: the Firm-Specific Human Capital Theory, the Vicious-cycle theory and the Job Matching Theory of human resource management. Descriptive research design was embraced in this study. The target population for the study covered a total of 161 managers and supervisors. Stratified sampling technique was employed because the target population had three sub-populations (technical operations, commercial operations and finance and administration). Primary data was collected through a structured questionnaire, analysed using Statistical Package for Social Sciences computer software and presented through tables.  Before actual data collection, the questionnaires were pretested during a pilot study. This was done by randomly administering the questionnaire to four respondents per strata. The study revealed that retirement, outcomes of performance appraisals, inadequate combination of skills and expertise of supervisors and managers and inadequate skills that in tandem with technological advancement are causes of involuntary management turnover. The study recommended that to mitigate involuntary management turnover, staff should be empowered through training, delegated authority and skills development. Study findings could be beneficial to parties who are directly concerned with the performance of the company. These include the company’s Chief Executive Officer, the Board of Directors and the County Government of Mombasa.  Secondly, other water service providers and utility firms experiencing declining performance may use this study to assess the relationship between management turnover and performance in their organizations. Further, academicians, public and private institutions may gain insights from the findings of this study when exploring the consequences of frequent turnover of managers and supervisors.

Key words: Organizational Performance, Involuntary Management Turnover

CITATION Njenga, G. W., & Wainaina, L. (2021). To evaluate the effect of involuntary management turnover on the performance of Mombasa Water and Sanitation Company. The Strategic Journal of Business & Change Management, 8 (4), 740 – 746.