EFFECT OF INFORMATION MANAGEMENT PRACTICES ON PERFORMANCE OF KENYA POWER AND LIGHTING COMPANY LIMITED

EDMOND CHERUIYOT, NEHEMIAH KIPLAGAT, PhD, EZRA RONOH, PhD

Abstract


The ineffective implementation of operations management practices at Kenya Power and Lighting Company Limited (KPLC) hinders the efficiency, reliability, and service quality of the company. These operational challenges pose significant problems that need to be addressed for the improvement of KPLC's overall performance. This study aims to determine the effect of information management practices on performance of KPLC's. The study was guided by Knowledge-Based View (KBV) Theory. A cross-sectional research design was utilized, collecting data at a specific point in time from a sample that represents the target population. The target population consisted of 98 employees from various departments at the Kenya Power Headquarters in Nairobi. The study employed a census method including all members of the target population in the data collection process. Data was collected using a self-administered questionnaire, which includes closed-ended questions rated on a five-point scale. The collected data was analyzed using SPSS Version 25, employing regression analysis and correlation analysis. The findings were presented through tables. The analysis unveiled that information management practices has a statistically significant positive relationship with the company's performance. The study recommends that efforts should be put in place to optimize information management, and ensure effective resource allocation. These findings provide valuable insights for decision-makers aiming to improve Kenya Power Company Limited's performance. 

Key words: Information Management Practices, and Performance of Kenya Power and Lighting Company Limited.

CITATION: Cheruiyot, E., Kiplagat, N., & Ronoh, E. (2024). Effect of information management practices on performance of Kenya Power and Lighting Company Limited. The Strategic Journal of Business & Change Management, 11 (4), 1085 – 1095. http://dx.doi.org/10.61426/sjbcm.v11i4.3141


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DOI: http://dx.doi.org/10.61426/sjbcm.v11i4.3141

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