EFFECT OF STRATEGIC SECURITY MANAGEMENT PRACTICES ON FIRM PERFORMANCE: A CASE OF KENYA REVENUE AUTHORITY
PETER MURITHI MOFFAT · Strategic Journal of Business & Change Management · 2016
Over the past one century, the debates surrounding the issues of security have gained momentum tremendously. The general objective of this research was to establish the effect of strategic security management practices on the firm’s performance. The goal of this study was to address the gaps in the literature and develop an understanding of how strategic security management in an organization drives firm performance. Three gaps had been identified. The areas of physical security and other forms of security had not been focused which became important with the increase in threat of terrorism. Lastly, there was a dearth of studies that incorporated security management as a strategic focus. This study was a descriptive cross-sectional survey. This study was carried out in Nairobi. The study population was 92 employees in the security department of Kenya Revenue Authority (KRA), Nairobi. The sampling frame that was applied in this study was a list of employees in the security department of KRA. This study was a census where all target respondents in the population participated in the study. Questionnaire was utilized as data collection instrument in the study. Analysis was through both descriptive and inferential statistics. Descriptive statistics used were frequencies, percentages and mean scores. Inferential statistics were correlation and regression analysis. The results established that security of ICT infrastructure, leadership coordination in security management and security of employee working conditions at KRA significantly influenced performance of the organization. The results however established that employee participation in security management did not have a significant influence on performance of KRA. From the study findings, the study recommended that, first, KRA should put in place reward systems where there are punishments and deterrents for observance of ICT security policies and strategy. Secondly, top leadership of KRA should be involved in leading security management and also in designing and implementing security strategy and policies in the organization. Third, employees should be always orientated on security management when they are recruited to ensure that they understand security issues and help in implementing the security strategy. Lastly, KRA should have a clear plan and log of the physical and ICT infrastructure in place and ensure that the infrastructure in place is functional at all times to enhance service delivery to employees and customers. Key Words : ICT infrastructure, employee participation, employee working conditions