Challenges of strategy implementation at teacher service commission in Kenya
The main purpose of the study was to determine the challenges faced by TSC in their strategic plan implementation and how such challenges are addressed by TSC. The research was conducted through a case study design as it allows for in-depth contextual analysis. The researcher collected both primary and secondary data. Primary data was collected through interviews. An interview guide was used to guide the researcher in collecting data on challenges of strategy implementation at TSC. The respondents were drawn from the top level and middle level management based at TSC headquarters Nairobi, comprising of ten (10) interviewees. Secondary data on the other hand was obtained from the organization documents such as TSC strategic plans, Annual reports and other relevant documentations. Content analysis was used to analyze the data collected. The study findings were the strategic planning practices which are normally reviewed after five years in the organization. The management and processing of the TSC payroll has been one of the most challenging functions due to the huge size of the workforce, manual processes, data corruption and geographical distribution of teachers; Representatives of employees, a number of key stakeholders are involved before arriving at strategies to be implemented; The means of communication used to create awareness of change upon strategy implementation at TSC were memos using top-down approach. The factors that affect the speed of strategy implementation is timeframe for implementing strategic change, employee training on information on strategic plans, employee participation in decision making, employee involvement in the implementation of strategic plans, number of employees involved ,political interference and availability of resources; The duration of strategy formulation to a great extent influences the speed of implementation of strategy change at TSC; the management of resources is unique to TSC in the sense that they are valuable, rare, non-imitable and durable in the commitment to facilitate the process of strategy implementation; the employee attitude toward organizational change was positive but weak, which could elicit some supportive behaviors; At TSC, the interviewees indicated that to manage the attitude of employees towards strategy implementation the behavioral aspects of the employees is a determinant factor in the success of strategy implementation; the employees are to a moderate extent involved in the implementation of the strategies. However, all the staff interviewed confirmed that TSC has not put in place any reward system to motivate employees towards successful implementation of strategies. Management reaction to address the challenges encountered at TSC included training of employees and creating awareness before any strategic change, sourcing for more funds through collaboration with other partners, involvement of representatives of all employees from inception stage to implementation stage of new strategies. The study recommends the organization to minimize political interference in implementation of strategic plans, educate the staff on its policy documents, increase stakeholder collaboration and additional funds in strategic plan implementation. The organization also needs to work on its resource allocation which is managed poorly. The organization also needs to put a reward system in place and creation of awareness and educational trainings that would enable the teachers and other members involved in the implementation of strategies be aware and have an understanding from the formulation process to the implementation stage.