Challenges In The Implementation Of Turn Around Strategy By The National Police Service In Kenya
The contemporary business environment is increasingly becoming competitive due to changes in the external environment characterized by risks and uncertainties. In order to survive in the external environment; organizations are forced to confront diverse challenges. The main objective of the study was to determine the challenges that face implementation of Turnaround Strategy by the National Police Service in Kenya. The study was guided by Resource-Based Theory and Institutional Theory. The research design chosen for the study was case study. The study used both primary and secondary data. An interview guide tool was used for data collection. Primary data was collected by interviewing one Assistant Inspector General, two Senior Superintendent Officers of the National Police Service as well as 3 officers drawn from different ranks. Data was analyzed using content analysis which was a systematic qualitative description of the composition of the objects or materials of the study. The study found that interviewees were aware of the strategic process of the National Police Service and the challenges that affect the implementation of its Turnaround strategy implementation. The study identified several challenges in the strategy implementation process of the organization. It was noted that there was lack of cooperation from relevant senior officers; most of the equipment were obsolete, lack of finances and other resources as some of the factors that affected their implementation. There was also lack of cooperation from relevant senior officers and that most officers especially the ones in the field had not embraced IT that consequently affected the speed and communication of decisions made. Political interference came out strongly as an external factor that affected the performance of the force. The study established several strategies that can help to overcome the challenges that the organization faced in the implementation process. This included the addition of resources, motivation of staff to improve performance, liability of the leaders, and fast communication of the strategy and team work, consistency in monitoring and evaluation. The study discussed its implication on policy and practice where it outlined how policy makers and stakeholders involved gained an insight on the security industry and the challenges facing NPS in implementing its strategy therefore seek ways on how to overcome the challenges so as to improve the state of security in the country. It noted that the Government being a key player in policy setting in NPS may use the information to set policies that create an enabling environment for successful implementation of strategies. Through the study, NPS was able to identify the various challenges that affected successful implementation of its strategy and evaluate ways on which it can improve on the same. The top managers at NPS saw the need to have a monitoring and evaluation office included in the implementation process for its success. The study discussed challenges in the implementation of Turnaround Strategy by the NPS using institutional theory and resource based theory. It showed how the theories can be applied to explain and solve strategic management issues such as the one discussed in the study.