Project selection is vital phase in the project management cycle. At this phase, stakeholders eva... more Project selection is vital phase in the project management cycle. At this phase, stakeholders evaluate each project idea and select projects of highest priority. Theory suggests that the best way to optimize project selection performance is to align this process with the company’s strategy. The aim of current study was to examine the extent to which strategic alignment practices influence project selection performance of hotels in Nakuru town. Specifically, the study sought to examine the influence of objective alignment practices, core value alignment practices, and capability alignment practices on project selection performance of hotel establishments within Nakuru town. The study utilized the descripto-explanatory research design where cross-sectional data was collected from a sample of 73 participants using structured questionnaires. The sample was drawn from a population of 86 mid-level managers from eight star-rated hotels located within Nakuru Central Business District using proportionate stratification technique. The resultant data was analyzed using both descriptive statistics and regression technique. Results showed that objective alignment practices (p=0.00 and Beta= 0.611), core value alignment (p=0.001 and Beta=0.411) and capability alignment practices (p=0.00 and Beta= 0.465) have significant and positive influence on project selection performance. However, regulatory practices were found to have no significant moderating effect on the relationship between strategic alignment practices and project selection performance. The research recommended that hotels should adopt portfolio model of selecting and managing projects, and create project management offices as ways for promoting better alignment between project selection processes and organizational strategies.
Project selection is vital phase in the project management cycle. At this phase, stakeholders eva... more Project selection is vital phase in the project management cycle. At this phase, stakeholders evaluate each project idea and select projects of highest priority. Theory suggests that the best way to optimize project selection performance is to align this process with the company’s strategy. The aim of current study was to examine the extent to which strategic alignment practices influence project selection performance of hotels in Nakuru town. Specifically, the study sought to examine the influence of objective alignment practices, core value alignment practices, and capability alignment practices on project selection performance of hotel establishments within Nakuru town. The study utilized the descripto-explanatory research design where cross-sectional data was collected from a sample of 73 participants using structured questionnaires. The sample was drawn from a population of 86 mid-level managers from eight star-rated hotels located within Nakuru Central Business District using proportionate stratification technique. The resultant data was analyzed using both descriptive statistics and regression technique. Results showed that objective alignment practices (p=0.00 and Beta= 0.611), core value alignment (p=0.001 and Beta=0.411) and capability alignment practices (p=0.00 and Beta= 0.465) have significant and positive influence on project selection performance. However, regulatory practices were found to have no significant moderating effect on the relationship between strategic alignment practices and project selection performance. The research recommended that hotels should adopt portfolio model of selecting and managing projects, and create project management offices as ways for promoting better alignment between project selection processes and organizational strategies.
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Thesis Chapters by Samuel Njuguna
select projects of highest priority. Theory suggests that the best way to optimize project selection performance is to align this
process with the company’s strategy. The aim of current study was to examine the extent to which strategic alignment
practices influence project selection performance of hotels in Nakuru town. Specifically, the study sought to examine the
influence of objective alignment practices, core value alignment practices, and capability alignment practices on project
selection performance of hotel establishments within Nakuru town. The study utilized the descripto-explanatory research
design where cross-sectional data was collected from a sample of 73 participants using structured questionnaires. The
sample was drawn from a population of 86 mid-level managers from eight star-rated hotels located within Nakuru Central
Business District using proportionate stratification technique. The resultant data was analyzed using both descriptive
statistics and regression technique. Results showed that objective alignment practices (p=0.00 and Beta= 0.611), core value
alignment (p=0.001 and Beta=0.411) and capability alignment practices (p=0.00 and Beta= 0.465) have significant and
positive influence on project selection performance. However, regulatory practices were found to have no significant
moderating effect on the relationship between strategic alignment practices and project selection performance. The research
recommended that hotels should adopt portfolio model of selecting and managing projects, and create project management
offices as ways for promoting better alignment between project selection processes and organizational strategies.
select projects of highest priority. Theory suggests that the best way to optimize project selection performance is to align this
process with the company’s strategy. The aim of current study was to examine the extent to which strategic alignment
practices influence project selection performance of hotels in Nakuru town. Specifically, the study sought to examine the
influence of objective alignment practices, core value alignment practices, and capability alignment practices on project
selection performance of hotel establishments within Nakuru town. The study utilized the descripto-explanatory research
design where cross-sectional data was collected from a sample of 73 participants using structured questionnaires. The
sample was drawn from a population of 86 mid-level managers from eight star-rated hotels located within Nakuru Central
Business District using proportionate stratification technique. The resultant data was analyzed using both descriptive
statistics and regression technique. Results showed that objective alignment practices (p=0.00 and Beta= 0.611), core value
alignment (p=0.001 and Beta=0.411) and capability alignment practices (p=0.00 and Beta= 0.465) have significant and
positive influence on project selection performance. However, regulatory practices were found to have no significant
moderating effect on the relationship between strategic alignment practices and project selection performance. The research
recommended that hotels should adopt portfolio model of selecting and managing projects, and create project management
offices as ways for promoting better alignment between project selection processes and organizational strategies.