Influence of Strategy Implementation Practices on Employee Performance of Ground Handling Personnel at KKIA, Lusaka
1Micah Nyakavungu Mutelemba, 2Chrine, C. Hapompwe
1,2Graduate School of Business, University of Zambia 10101 Great East Road Campus, Lusaka, Zambia.
https://doi.org/10.47191/jefms/v8-i4-20ABSTRACT:
This study assessed the impact of strategic management practices on the performance of ground handling personnel at KKIA. Specifically, it aimed to establish the existing strategy implementation practices, evaluate the influence of strategy implementation on employee performance, and explore the perceptions of ground handling personnel on strategy implementation at the airport. A mixed-methods approach was employed, integrating both quantitative and qualitative data collection techniques. Stratified simple random sampling methods were used. The sample size included 50 participants from a total population of 200 employees, which included ground handling personnel and 10 management staff for interviews. Data were collected through self-administered questionnaires and semi-structured interviews. A total of 50 questionnaires were successfully returned, yielding a response rate of 100%. Quantitative data were analyzed using SPSS for reliability and accuracy, while qualitative data were processed using NVivo software for thematic content analysis. The findings indicated that strategic management practices at KKIA significantly influenced employee performance. Training and resource provision were rated as the most effective strategic components, with 70% of respondents agreeing that training programs improved their ability to meet organizational objectives (Mean = 3.80, SD =1.340). However, the study also revealed critical gaps in employee involvement in decision-making, as 65% of employees disagreed that they were consulted in strategic decisions (Mean = 2.0, SD =1.385). Furthermore, 60% of respondents expressed dissatisfaction with how strategic management practices supported their daily tasks (Mean = 2.74, SD = 1.24). The study also found that 80% of employees felt that resource allocation was inadequate (Mean = 1.96, SD = 1.177), highlighting significant concerns about operational support. Employees who perceived strategy implementation practices as effective reported higher engagement levels, while those who felt excluded or unsupported exhibited lower morale and reduced productivity. Qualitative findings reinforced these results, with several employees raising concerns about favoritism, lack of communication, and poor workload distribution. The study’s major contribution lies in its identification of key weaknesses in strategy execution at KKIA, particularly in communication (72% dissatisfaction, Mean = 2.22, SD =1.148), employee participation, and policy consistency. It was recommended that KKIA enhance communication through regular briefings, newsletters, and digital platforms to ensure employees were well-informed about strategic decisions. Additionally, management was advised to implement participatory decision-making frameworks to increase employee involvement, improve motivation, and boost overall organizational performance. Addressing these gaps would strengthen the effectiveness of strategy implementation practices at KKIA and enhance the efficiency of ground handling personnel.
KEYWORDS:
Influence, Strategy Implementation Practices, Employee Performance, Ground Handling, KKIA, Lusaka.
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