Strategy implementation and its challenges at Kenya National Commission on Human Rights (KNCHR)
Strategies are critical elements in organizational functioning. However, even where organizations may have good strategies, successful strategy implementation remains a major challenge. Transforming formulated strategies into action is a far more complex, difficult and challenging undertaking and not as straight forward as one may assume. Yet successful strategy implementation is as critical as the strategic choice. It requires careful consideration of resources to be used, structure, systems and other variables. The research was conducted to establish how Kenya National Commission on Human Rights (KNCHR) implements its strategies and to identify key challenges encountered by KNCHR in implementing its organizational strategies. This was a case study of Kenya National Commission on Human Rights. KNCHR is an independent National Human Rights Institution established by an Act of Parliament. Its mandate is to further the protection and promotion of human rights in Kenya. In carrying out this research, both primary and secondary data was used. Primary data was collected by the researcher using an interview guide through personal interviews with persons involved in strategy implementation at KNCHR. Secondary data was gathered from reviewing strategic plans, annual reports and publications of KNCHR. A total of ten respondents were interviewed including five heads of departments and officers at various levels. Data collected was first checked for consistency, coded, and then analyzed to arrive at the various conclusions. From the research, it was established that during strategy implementation, factors which affected its implementation included, organizational structure, allocation of resources, and leadership. The study concluded that strategy implementation is a very important aspect in KNCHR and it influences the organization's efficiency and effectiveness. It was also established that the challenges faced in implementing strategies included, insufficient financial resources, unclear structures, leadership challenges, weak organizational cultural, reward and motivation, and lack of monitoring and evaluation framework.