Challenges in the Implementation of the Business Automation Project At Kenya Revenue Authority (KRA) A Case of Kenya Revenue Authority
Keywords:
organization related challenges, environment related challenges, business automationAbstract
Purpose: The purpose of this study was to determine the challenges encountered by KRA in implementation of business automation.
Methodology: The research design was descriptive in nature and stratified random sampling technique was used to sample forty (40) respondents from a population of one hundred and fifty seven (157) staff working at KRA in the Information Communication and Technology department (ICT). The staff included both management and non-management staff. The study used both primary and secondary data. Primary data was collected using self administered questionnaires while secondary data sources comprised of internal memos, strategic plans, project plans and documentation relating to Business Automation activities. The data was then tabulated and weighted to determine key challenges and responses. The study used quantitative and qualitative methods of data analysis. Statistical Package for Social Sciences (SPSS) version 20 program was used for analysis. The results were presented using tables and pie charts. Similarly, qualitative data was summarized and categorized according to common themes and presented in continuous prose form.
Results: Results revealed that unsupportive repacking of existing projects to new strategy, inadequate resources to finance, inadequate training on the new enterprise resource planning software system, lack of proper IT infrastructure, lack of enhanced IT security and long periods of planning before the project is executed and lack of adequate project management resources hindered business automation projects in KRA.
Unique contribution to theory, practice and policy: In line with study results, it is recommended that KRA should hire new staff with the requisite skills, improve project management style, incorporate capacity building programmes where employees with limited skills were trained on how to use the system and incorporate the automation strategy into its employees' daily job descriptions so as to curb the organizational related challenges that it faces when implementing business automation.Downloads
References
Aliet, J. (2008).Responses by Kenya Revenue Authority (KRA) to the challenges in the implementation of the customs' reforms and modernization (CRM),Unpublished MBA Project, University of Nairobi
Babbie, E. (2004). The Practice of Social Research. 8th Edition Belmont Californi,USA: Wadsworth Publishing Company
Barbone, L., De Wulf, L., Das-Gupta, A., Hanson, A. (2001). Word Bank Projects in the 1990s with Tax or Customs Administration Reform Components: A Review. World Bank, Washington, D.C. Tax Policy and Administration Thematic Group.
De Wulf, L.& McLinden, G. (2005). The Role of Information Technology in Customs Modernization, in Customs Modernization Handbook, World Bank, Washington, D.C.
Dragota, V. & Mirtica. E. (2006). Emergent capital markets' efficiency: the case of Romania. European Journal of Operational Research. 155: 353-360
Duncan, W. (1996). A guide to the project management body of knowledge, Retrieved from http://www.softwareresearch.net/fileadmin/src/docs/teaching/SS05/PM/PMBOKINTRO.PDF
Ewusi-Mensah, K. (1997). Critical issues in abandoned information systems development projects.Communications of the ACM, Volume 40, Number 9, 74-80..
Hammer, M., &Champy, J. (1993). Reengineering the Corporation: A Manifesto forBusiness Revolution, Harper Business.
Hucyzynski, A. & Buchanan, D.(2001). Organizational Behaviour (4th edition). FT/Prentice Hall: Harlow.
Javadi, M. &Safari, H. (2013). Office AutomationEffect on PerformanceUsing Balanced Scorecard approachCase Study: Esfahan Education Organizations and Schools, International Journal of Academic Research in Business and Social Sciences, 3, (9)
Kanter, R. M., Stein, B.A. & Jick, T.D. (1992). The Challenge of Organizational Change,. Free Press, New York, USA.
Kenya Revenue Authority, Operations Report. (2008).
Kenya Revenue Authority, Operations Report. (2013/2015).
Kothari, C. (2004). Research Methodology: Methods & Techniques, 2nd edition. New age International Publishers, New Delhi, India
Kotter, JB. (1996).Leading Change. Harvard Business School Press: Boston, MA, USA..
Lucey, T. (2005). Management information systems, 9th Edition, London.
Lynch, R. (1997). Corporate Strategy. Pittman Publishing, Great Britain.
Mabey, C. & Mayon-White, B. (1993). Managing Change (2nd edition). The Open University/Paul Chapman Publishing: London.
Maurer, R.(2009). Resistance to Change - Why it Matters and What to Do About It? Retrieved September 9, from: http://www.beyondresistance.com/resistance_to_change.htm
McCalman, J. & Paton, R.A. (1992). Change Management: A Guide to Effective Implementation. Paul Chapman Publishing: London.
Mugenda, O.M., & Mugenda A.G. (2003). Quantitative and Qualitative Approaches (2nd ed.). Nairobi: Acts Press
Mukhongo, C. (2013).Challenges of implementing the information and Communication technology strategy at the Kenya Revenue authority, Unpublished MBA Project, University of Nairobi
Njoki, K. (2011).Challenges of implementing strategic change at the Kenya revenue authority,Unpublished MBA Project, University of Nairobi
Odundo, R. (2007). Change Management Practices Adopted by KRA in its Reform and Modernization Program, Unpublished MBA Project, University of Nairobi.
Ortiz, E., Cabello, A. & de Jesús, R. (2007). The role of Mexico's stock market in economic growth. The Journal of Economic Asymmetries 4, 26.
Senge, P. et al. (1999).The Dance of Change: The Challenges of Sustaining Momentum inLearning Organisations. New York: Doubleday.
Todd, A. (1999). Managing radical change, Journal of Long Range Planning, 32 (2), pp.237-45.
Wandera, C. (2012).Challenges facing Kenya medical research institute in the implementation of the automation strategy, Unpublished MBA Project, University of Nairobi
Downloads
Published
How to Cite
Issue
Section
License
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
