Performance management and evaluation in non-profit organisations: an embedded mixed methods approach

A thesis submitted for the degree of Doctor of Philosophy in management accounting of the University of Bedfordshire, UKPerformance management research in the private and public sector has received much attention in management accounting research; however, empirical studies on performance management in the non-profit sector remain scarce. This study proposes and validates a model that explains the relationships between contingency variables, performance management practices, and organisational effectiveness in the non-profit sector. The study employed a mixed methods research approach, which entailed a field study and a cross-sectional survey in the Kenyan non-profit sector. The field study was undertaken to understand the perceptions of NPO leaders on non-profit sector characteristics, organisational effectiveness, determinants, challenges, and benefits of implementation of performance management systems in the Kenyan non-profit sector. Thereafter, a cross-sectional survey (using mailed questionnaires and an online survey) was used to collect quantitative primary data. Structural equation modelling was used to analyse the quantitative data. The structural equation modelling approach was adopted to test the hypothesised relationships among the contingency factors, performance management practices and organisational effectiveness. The findings indicate that performance management in NPOs can be categorised into three groups: performance planning, performance measurement and performance context. The NPOs emphasise mission statements and core values within the formal PM system. Although a number of private sector measurement frameworks are utilised, the NPOs mostly use logical framework, with emphasis on output and financial measures and team based targets with no clear rewards. The PM systems are resource intensive and they lead to goal displacement and narrow definition and measurement of organisational effectiveness. The results further reveal that among the contingency variables, strategic orientation significantly predicted performance management practices and organisational effectiveness in non-profits. Among the performance management variables, performance planning, performance targets, and performance rewards significantly predict organisational effectiveness domains. Furthermore, performance management practices mediate the relationship between strategic orientations, technology, information technology, leadership and external environment and organisational effectiveness domains. However, organisational size was not significantly related to performance management practices or organisational effectiveness. To successfully implement and benefit from the PM system, non-profit organisations need to address the fit between contextual factors and the performance management system. By employing a pragmatic, embedded, mixed methods approach this study provides empirical evidence of performance management practices that influence organisational effectiveness beyond the rhetoric of performance management theory. At the practice level, the findings will benefit Kenya government, non-profit organisations, donor agencies and performance evaluation practitioners

Impact of Scholar-Practitioners Gap on Research Output in Kenyan Hospitality Industry

The objectives of this study were to establish the extent to which scholars research are relevant to practitioners and to establish the strategies used by scholars to disseminate research findings for practitioners’ consumption in Kenyan hospitality industry. The study used the mixed-method approach. The study used the convergent design, where both qualitative and quantitative data sets were collected and analysed simultaneously. A total of 389 respondents participated in this study, including 226 hospitality practitioners and 163 hospitality scholars in Kenya. The study found out that most research done by the hospitality scholars in Kenya are based on a hypothetical problem rather than pragmatic ones. Scholars use jargons, abbreviations, and statistical language in their research that are incomprehensible by practitioners, this reduces the usability of research ideas by the practitioners. The study also found out that practitioners are willing to participate in research activities when they are invited, given time and supported by their organisations. Keywords: Scholar-practitioner gap, Research relevance, Research dissemination, Hospitality, Kenya DOI: 10.7176/JTHS/45-05 Publication date: December 31st 201

Determinants of revenue management practices and their impacts on the financial performance of hotels in Kenya: A proposed theoretical framework

This conceptual paper aims at identifying a theoretical framework for the determinants of revenue management (RM) practices and their impacts on the financial performance of hotels. To create this framework, a two-phased process is employed where the first stage involves an explicit examination of the literature related to practices of revenue management and their determinants and to hotel financial performance. The second stage involves an enhancement of the framework. The theoretical structure is developed based on past theoretical explanations, and empirical analysis is conducted in the fields of revenue management. The researchers propose a theoretical framework illustrating how revenue management practices and their determinants affect the financial performance of Kenyan hotels. The use of contingency theory and its justifications and inadequacies among studies on revenue management in hotels is highlighted. The methods highlighted by the reviewed theoretical framework may be utilized to organize revenue management (RM) practices and their determinants for Kenyan hotels. Measurements for the financial performance of hotels are also described. Last, the researchers call for empirical research that authenticates the proposed model using a cross-sectional survey. The present work can inspire scholars and specialists to determine how RM practices and their determinants impact the financial performance of hotels. By assimilating knowledge from numerous disciplines, this paper emphasizes aggregated awareness surrounding the conceptualization of RM, RM practices adopted in hotels, and the financial performance of hotels