Evaluation of strategic fit components and influence on organization performance: Case of retirement benefits authority in Kenya pension sector Njeri Samuel G.1, Anyieni Abel G.2 1School of Business, Kenyatta University (Nakuru campus) P.O Box 17952–20100, Nakuru 2Supervisor, School of Business, Kenyatta University (Nakuru Campus), P.O. Box 17952–20100, Nakuru, Kenya Online published on 5 August, 2019. Abstract Globally, Kenya included as per 1999 statistics a mere fifteen percent of the population had access to retirement income support. A situation worsened by government's reluctance to fund social security obligations and by poor societal relations where the elderly are abandoned. In Kenya, the pension sector related policies have been in favour of formal sector employment; minority with 15% while overlooking the informal sector with 70% of labour force. This situation has caused stagnation of pension cover at 15% of the labour force. This low coverage of pension schemes is in sharp contrast to their being over 1, 350 work-related and individual scheme sector players. This study set out to determine the strategic fit components of retirement benefits authority and influence on performance in Kenya pension sector. Through a census, this study sought to determine influence of political, economic, socio-cultural and technological factors on performance of retirement benefits authority. This study was aimed at assessing how strategically aligned the Retirement Benefits Authority being the Kenya pension sector regulator, supervisor, promoter and a sector player is in spearheading mobilization of pension savings to be used to fund capital-intensive projects enhancing realization of Kenya Vision 2030 while at the same time improving quality of life for all Kenyans. Strategy involves top, middle and low level employees hence respondents from the various levels were engaged. A correlation test using Pearson correlation coefficient carried out to test nature of relationship between independent and dependent variables. All correlations gave a result of (< +1) indicating a positive correlation between the independent and dependent variables. Although, some respondents disagreed that political factors influence policymaking (2.50); political factors influences policymaking and hence all the other factors. Technological factors are also changing rapidly as implied by 95% accuracy. The researcher concluded that strategic fit to external environment components namely; political, economic, socio-cultural and technology factors influence an organization performance in varying levels. Therefore, the study recommends that organization management should continuously work towards attaining strategic fit to political, economic, socio-cultural and technological factors in their operating environments so as achieve the organization objectives. Top Keywords Strategic fit components, strategy, performance indicators. Top |