IOSR-JBM   Volume-24 ~ Issue-1 ~ January 2022

Abstract: Despite the role of the insurance industry in economic development, the growth of this industry in Kenya is a major concern. The industry is so fragmented given that there are 58 firms and just 5 of them have grown their market share to be able to compete with global firms. Studies done globally and locally in other sectors of the economy have shown a positive relationship between strategic orientation and the performance. This study evaluated the effect of Strategic orientation on the market share and gross premium as performance indicators for insurance firms in Kenya. Specifically, the study determined the effect of differentiation strategy, cost leadership and minimization strategy and customer focus strategy. Results indicated that strategic orientation (differentiation strategy, cost leadership, customer orientation) had a positive but insignificant effect on both the market share gross premium of insurance firms in Kenya.

Key Works: Strategic orientation, differentiation, customer, cost, market share.

[1]. Price Water Coppers, (2020): Growth Prospects for Kenya's Insurance Industry, https://www.pwc.com/ke/en/publications/growth-prospects-for-kenyas-insurance-industry.html
[2]. Gaitho, J. K. (2015). Strategic Planning Practices Adopted by UAP Insurance Company Limited in Kenya to Enhance Performance. Unpublished Project University of Nairobi
[3]. Read, S., Dew, N., Sarasvathy, S. D., Song, M., & Wiltbank, R. (2009). Marketing under uncertainty: The logic of an effectual approach. Journal of marketing, 73(3), 1-18.
[4]. Santos, F. M., & Eisenhardt, K. M. (2009). Constructing markets and shaping boundaries: Entrepreneurial power in nascent fields. Academy of Management Journal, 52(4), 643-671.
[5]. Becherer, R. C., Helms, M. M., & McDonald, J. P. (2012). The effect of entrepreneurial marketing on outcome goals in SMEs. New England Journal of Entrepreneurship.

Abstract: This study, impact of extrinsic motivation on occupational productivity of commercial banks in Kebbi state, Nigeria was aimed at examining the effect of monetary and non-monetary motivation on occupational productivity. The sample size for the research was one hundred and twenty staff, which comprised employees and managers from ten selected commercial banks in Kebbi state. Simple random sampling technique was used to select the participants and data was obtained from the respondents through questionnaires. Descriptive survey research design was employed while the results were reported using simple percentage table and hypotheses tested with Chi-Square and ANOVA at 0.05 significant level through the use of SPSS. The findings revealed that monetary motivation has impact on occupational productivity in commercial banks of Kebbi state with variables increment of salary.........

Keywords: Motivation, Occupational Productivity, Performance , Monetary, Non-Monetary.

[1]. Adebowale, A. (2017). An Investigation of Ethnic Differences in the Motivation and Strategies for Learning of Students. South Africa, Sage Publications.
[2]. Ajah, P. E. (2016). Assessing the Role Work Motivation on Employee Performance. Umea, Umea University.
[3]. Akah, N.W. (2018). Employee Motivation and Performance: Bachelor's Thesis in Business Management. Douala, Cameroon: Ultimate Companion Limited.
[4]. Akanbi, P. A. (2002). Influence of Extrinsic and Intrinsic Motivation on Employee's Performance.
[5]. Oyo, Ajayi Crowther University.

Abstract: Purpose of the research:In the contemporary competitive business scenario, offering the best of service quality to the customers, actsas an indispensable, strategic and competitive toolfor the firms, that helps themin attaining sustainable growth in the long term. This conceptual paper is an attempt towards a better understanding of delivering quality services to the customers in the hospitality sector, focusing on restaurants, that promise to contribute towardsustainable success and an enduring expansion of service firms. Methodology: The researcher has attempted to comprehend the viewpoint of various researchers that help in providing viable service quality to its customers by maximizing resource efficiency on one hand and providing customer value and satisfaction on the other..........

Keywords: Service Quality, Customer Satisfaction, Sustainability

[1]. Aggarwal, P. (2013). Sustainability reporting and its impact on corporate financial performance: A literature review. Indian Journal of Commerce and Management Studies, 4(3), 51-59.
[2]. Akhtar, J. (2011). Determinants of Service Quality and their Relationship with Behavioural Outcomes: Empirical Study of the Private Commercial Banks in Bangladesh. International Journal of Business and Management, 6(11), 146-156.
[3]. Anderson, E. W., Fornell, C., & Lehmann, D. R. (1994). Customer satisfaction, market share, and profitability: Findings from Sweden, Journal of Marketing, 58, 53-66.
[4]. Asubonteng, P., McCleary, K. J., & Swan, J. E. (1996). SERVQUAL revisited: A critical review of Service Quality. Journal of Services Marketing, 10(6), 62-81.
[5]. Athanasopoulou, P. (2009). Relationship quality: A critical literature review and research agenda. European Journal of Marketing, 43, 583–610..

Abstract: The study investigated school location as correlates of students' academic achievement in Public Secondary Schools in Ebonyi State. The need for this study was as a result of the persistent poor achievement of students in Public Secondary Schools in both internal and external examinations for some years now. The study became imperative with the view to identify the correlating factors to students' poor achievement. Two research questions and two hypotheses guided the study. The population of the study was 11,609 Senior Secondary School Three Students in all the Public Secondary Schools in Ebonyi State. The sample of the study was 375 Senior Secondary School Three Students. The study adopted a correlational survey research design method with the adoption of multi.......

Keywords: School, secondary school, school location, students' academic achievement, rural schools and urban schools

[1]. Adediwura, A.A. (2007). Perceptions of Teacher Knowledge, Attitude and Teaching Skills as Predictor of Academic Performance in Nigerian Secondary Schools: Educational Research and Review, 2(7), 168-171
[2]. Adesegun, B.I., Dada, A.B. & Adu, E.O. (2016). School Location and Gender as Correlates of Students' Academic Achievement in Economics: International Journal of Education Science, 13(3), 255-261.
[3]. Adesemowo, P.O. (2005). Premium on affective Education: Panacea for Scholastic Malfunctioning and Aberration: 34th Inaugural Lecture Olabisi Onabanjo University Press.
[4]. Agu, A. W. (2017). Impact of School Location on Students' Academic Performance in Public Secondary Schools in Ebonyi State. Implications for Educational Managers. Dimorian Review. a Peer Reviewed Multidisciplinary International Journal, 3(3)23-38
[5]. Ajayi, P. O. (2009). Teachers as a major determinant of students' performance. Journal of Research in Education. 4(2), 101-118..

Abstract: Human resources are regarded as one of the key assets for any kind of organization. From, the organization's point of view employee development holds the key. The Development of the employees mainly depends upon the competencies (Knowledge, Skills, and Abilities) that they have. To be successful the organizations have to find and develop some competencies among their employees to be more adaptive and competitive. But here the bigger challenge from the organization perspective is what competencies are to be identified and developed. Researchers suggested that there are no specific lists of competencies to do the job, but the competencies change from person to person based on their job's role. So to find the competencies proper job analysis has to be done and thereby preparing effective job descriptions and employee specifications is crucial. Once the requisite competencies are identified those competencies can be incorporated through various training and development programs.

Key – Words: Human Resources, Employee Development, Competencies, and Organizational Performance

[1]. Ans De Vos, Sara De Hauw & Ine Willemse (2015) An integrative model for competency development in organizations: the Flemish case, Published online in the international journal of Human Resource Management, Vol – 26, Issue 20, Page No: 2543 – 2568, Taylor and Francis Online.
[2]. Deborah. H. Stevenson, JO Ann Stark Weather ( 2010) Performance Management Competency Index: IT executives prefer soft skills, Published in International journal of project management, Vol 28, Issue – 7, Page No: 663-671, Elsevier.
[3]. Eben Harrell (2016) The solution to the skills gap could be already be inside your company, Published in Harvard Business Review, September 27, 2016.
[4]. Erwin Melvin (2018) Methods used to assess competencies, June 28, 2018, Published in E- Learning Industry.
[5]. Iva Mucalo, Moja Ortner, Tihana Govorcinovic, Martina Saric, Andreia Bruno & Ian Bates( 2016) The development of Croatian competency framework for Pharmacists, Published in American journal of pharmaceutical education, Vol. 80, Issue: 8..

Abstract: Management innovation is an essential part for the sustainability of businesses and organizations, and integral in the transformation of activities and functions within an organization. Without implementation of new management practices, processes and structures, no new ideals will be realized, developed, or progressed causing a downfall in business practices. A heavy part of business survival lies within its management success and effective adaptation to external factors as well as inside the business. With the new uprising challenges the covid-19 pandemic has imposed on governments, organizations, and individuals – creating a new environment and attitude that was not yet anticipated. The unforeseen crisis had many implications, changing the structure of organizations, in some countries more.....

Key Word: Covid-19, pandemic, management innovation, 'new norm'.

[1]. Birkinshaw, J., Mol, M. (2006) How Management Innovation Happens, MIT Sloan Management Review. Vol. 47 (4) 81-88.
[2]. Hamel, G. (2006) The Why, What, and How of Management Innovation, Harvard Business Review. Vol. 84 (2) 72-84.
[3]. George, G., Lakhani, KR., Puranam, P. (2020) What Has Changed? The Impact of Covid Pandemic on the Technology and Innovation Managament Research Agenda, Journal of Management Studies. DOI: 10.1111/joms.12634
[4]. Collings, D., Nyberg, A., Wright, P., McMackin, J. (2021) Leading Through Paradox In A Covid-19 World: Human Resources Comes Of Age, Human Resource Management Journal. DOI: 10.1111/1748-8583.12343
[5]. Volberda, H. W., Van Den Bosch, F. A.J., Mihalache, O. R., (2014) Advancing Management Innovation: Synthesizing Processes, Leveles of Analysis, and Change Agents, Organization Studies. Vol. 35 (9) 1245-1264. DOI: 10.1177/0170840614546155.