Effect of Training in Revenue Mobilization on Organizational Performance of Nairobi County Government, in Kenya
DOI:
https://doi.org/10.53819/81018102t6016Abstract
Revenue mobilization practices have been adopted globally with the aim of enhancing development at all levels. Despite revenue being collected all the time. Available studies show that not all practices have contributed effectively in mobilizing the available revenues for performance for socio economic development. In Kenya the advent of devolution has implied that counties will have to device appropriate ways of enhancing resource avenues for socio economic development, Instead of over dependence on the exchequer. The objective of the study was to determine the effect of training on organizational performance in Nairobi County. The study was guided by the resource based theory, expenditure theory and the economic theory. The research adopted a descriptive research design. Target population comprised 819.The population of this study comprised chief officers, directors, accountants and revenue officers. A sample size of 382 was used. The study used stratified random sampling and simple random sampling techniques. Data was collected using questionnaires. The validity of the research instrument was verified by researchers’ supervisors. To test internal consistency, Cronbach’s Alpha coefficient of 0.7 and above was used to meet the threshold. The collected data was analyzed by help of SPSS version 22. Descriptive analysis including mean, standard deviation, percentages and frequencies was used while inferential analysis which included Pearson’s Product Moment Correlation Coefficient and simple regression to test the relationship between independent variables and dependent variables. Data was presented using tables and figures. The findings indicated that training, had a positive and significant effect in Nairobi county organizational performance. The study concluded that training contribute significantly to the organizational performance of Nairobi county in Kenya. From the results, the study recommended that the county management should ensure that they conduct regular trainings on revenue collection.
Key Words: Training, Revenue Mobilization and Organizational Performance.
References
Anantadjaya, S. P. (2008). Comparative Literature Study on The Resource-Based Theory of the Firm and Knowledge-Based Theory of the Firm. Jurnal Sistem Informasi, 3(1), 39-50.
Becker, G. (1964). Human Capital: A Theoretical Analysis, with Special Reference to Education. National Bureau of Economic Research.
Bourne, L. (2016). Stakeholder relationship management: a maturity model for organisational implementation. Routledge. https://doi.org/10.4324/9781315610573
Chiumya, F. (2011). Causes and Consequences of Bailing out Expectations of Sub-Central Governments: Theory and Evidence from the Italian Regions. CREM Working Paper No.2011/28.
Dharani, N., Rukunga, G., Yenesew, A., Mbora, A., Mwaura, L., Dawson, I., &Jamnadass, R. (2010). Common antimalarial trees and shrubs of East Africa. A Description of Species and a Guide to Cultivation and Conservation Through Use, 73-6.
Lewis, V. B. (1952). Toward a theory of budgeting. Public Administration Review, 12(1), 42-54. https://doi.org/10.2307/972827
Maxwell, E (2005), Public sector procurement in Kenya: The need for a coherent Policy Framework. KIPPRA Discussion Paper No. 62.
Middleton, J., A. Ziderman, and A. V. Adams. 1993. Skills for Productivity: Vocational Education and Training in Developing Countries. Oxford University Press.
Mitullah, W. V, et al. (2005), Management of resources by local authorities: The case of Local Authority Transfer Fund. Nairobi, CLARIPRESS
Mohamed, A. I., & Ali, A. Y. S. (2013). Relationship Between Bud Getting and Performance of Remittance Companies in Somalia. Educational Research International, 2(1), 106-115.
Mutungi, Z. W. (2017). Effects of Budgeting and Budgetary Control on Financial Performance of Devolved Government in Kenya (Doctoral Dissertation, School of Business, University Of Nairobi).
Nickson, J., & Mears, S. (2012). Budgetary Control and Performance. Journal of Finance, 7(3), 78-98.
Parker, J. L., Bucceri, A., Davies, A. A., Heidrich, K., Windecker, H., & Ulrich, H. D. (2008). SUMO modification of PCNA is controlled by DNA. The EMBO journal, 27(18), 2422-2431. https://doi.org/10.1038/emboj.2008.162
Peteraf, M. A., & Barney, J. B. (2003). Unraveling the resource‐based tangle. Managerial and decision economics, 24(4), 309-32 https://doi.org/10.1002/mde.1126
Posner, P., &Blöndal, J. (2012). Democracies and deficits: Prospects for fiscal responsibility https://doi.org/10.1111/j.1468-0491.2011.01554.x
Protogerou, A., Caloghirou, Y., & Lioukas, S. (2011). Dynamic capabilities and their indirect
Republic of Kenya (GoK), (1999). Report of the rationalization and staff rightsizing for effective operation of the Ministry of Local Government. Nairobi: Government Printer.
Stephen, P. R. et al (2000). “Management” Prentice Hall, 5th Edition, India
Waema, T. M. (2005). In Etta, F. E. and Elder, L. (eds.) A brief History of the Development of ICT policy in Kenya. (At the Crossroads: ICT policy making in East Africa, pp. 25-43.) Nairobi, Kenya: East Africa Educational Publishers Ltd.
Warner, J. (2016). The beauty of the beast: Multi-stakeholder participation for integrated catchment management. In Multi-stakeholder platforms for integrated water management (pp. 17-36). Routledge. https://doi.org/10.4324/9781315596396
World Bank (1991). Vocational and Technical Education and Training. A World Bank Policy Paper.
Yamane, T. (1967). Elementary sampling theory. Journal of elementary Research, 6(7), 23-45
Zuur, A., Ieno, E. N., Walker, N., Saveliev, A. A., & Smith, G. M. (2009). Mixed effects models and extensions in ecology with R. Springer Science & Business Media. https://doi.org/10.1007/978-0-387-87458-6
