Karen Nkatha Mungania, Dr. Robert Obuba


The purpose of this study was to assess the influence of commitment of top management affect performance of Meru National polytechnic. The study was anchored under dynamic capabilities theories, strategic theory and contingency theory. A descriptive study technique was used, with a target audience of 107 respondents drawn from top, middle and lower management levels in Meru National Polytechnic. The population was divided into three separate strata, each of which consisted of a large number of highly trained top managers of Meru National Polytechnics who worked together as a team. The researcher used census to include all the respondents in the study. In order to gather information, respondents were asked to complete self-administered questionnaires. A regression analysis was performed in order to determine whether or not there was a link between the research variables. The software version 22 of the SPSS statistical package was used. The study found that strategic implementation and overall performance of Meru National Polytechnic in Kenya heavily rely on top management commitment. Senior management's unwavering dedication serves as a central anchor, providing leadership, motivation, and support to subordinates. Recommendations from research findings point to the organizational framework as a major obstacle to operational effectiveness. To address this, it is suggested that the institution establish local extensions and appoint representatives for marketing and compliance. It is crucial for management to support staff training and clearly define roles to effectively implement strategies.

Keywords: Commitment of Top Management, Performance, Meru National Polytechnic

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