MANAGERIAL SECONDMENTS FACTORS AND PERFORMANCE OF KTDA FACTORIES IN SELECT COUNTIES IN KENYA

Abstract

This study sought to investigate the effect of managerial secondment factors on the performance of Kenya Tea Development Agency (KTDA) factories in selected counties of Kenya. The key objectives were to examine the impact of the educational background of seconded managers, duration of secondment, management practices adopted, and prior management experience on factory performance. A census approach was adopted, targeting all KTDA factories in Kiambu, Nyeri, Murang’a, and Kirinyaga counties. Data was collected through structured questionnaires administered to managers, employees, and key stakeholders. Quantitative data were analyzed using descriptive and inferential statistics via SPSS, while qualitative responses underwent thematic analysis. The study revealed that the educational background and technical skills of seconded managers positively influence factory performance, with a high level of agreement among respondents (mean = 4.3, SD = 0.6749). The average secondment duration was 13 months, with findings showing it significantly impacts operational and financial performance (r = 0.583, p = 0.002; B = 0.287, p = 0.002). Most seconded managers employed consistent and effective management practices (mean = 4.1, SD = 0.7379), and prior managerial experience was deemed highly relevant (mean = 4.2, SD = 0.6325). Multiple regression analysis confirmed the model’s statistical significance (F = 29.214, p = 0.000), with an R² value of 0.697, indicating that 69.7% of the variance in performance outcomes was explained by the predictor variables. Managerial competencies (B = 0.342, p = 0.001) and duration of secondment (Beta = 0.414, p = 0.000) emerged as significant predictors of performance. The findings underscore the importance of structured mentorship, robust feedback mechanisms, and alignment of secondment strategies with organizational objectives. This study contributes to empirical knowledge on secondment practices and provides actionable recommendations for enhancing KTDA’s secondment policies. By strengthening managerial secondments, KTDA can promote leadership development, improve employee morale, and drive sustainable factory performance.

Key Words: Managerial secondment, KTDA, factory performance, management practices, leadership development, secondment duration, organizational effectiveness