Narman Mwenda Thuranira
Boniface Njuguna Mwangi


Strategic plans are considered to be very important in the management and success of organizations. The purpose of this study was to establish the influence of strategic plans execution on academic performance in public secondary schools in Tigania West Sub County, Meru County, Kenya. The study was based on the systems theory. The study adopted the descriptive survey design and correlation research design. The study targeted 32 public day and boarding secondary schools in Tigania Sub County with the main focus on school principals, and the Head of Departments (H.O.Ds) of six departments. The study purposively sampled all the subjects in the population making a sample size of 224. Questionnaire and interview schedule were used as research instruments. Data collected was analyzed using descriptive statistics which involved the use of frequencies, percentages, standard deviation and mean. Use of multiple regressions helped the researcher to explain the level of influence by each independent variable on the dependent variable. All the null hypotheses were rejected and hence all the predictor variables had significant influence on academic performance. The study established that a comprehensive situational analysis is not carried out during the development of the strategic plan. The study also established that financial strategy had significant influence on academic performance in public secondary schools. It was also established that the respondents were not sure whether the tasks to be monitored were properly identified during the development of the strategic plan and whether these tasks were allocated to the available personnel according to their capability. Monitoring strategy of the strategic plans execution was found to highly influence academic performance in Tigania West Sub County. The study also established that most schools had not embraced strategic plan evaluation policies that could help in improving academic performance. The study recommended that schools should carry out proper situational analysis involving all relevant stakeholders before the development of the strategic plans. It was also recommended that the principals and head of departments in schools should enhance monitoring the execution of strategic plans. Frequent evaluations for the strategic plans execution were also recommended.


How to Cite
Thuranira, N. M., & Mwangi, B. N. (2018). INFLUENCE OF STRATEGIC PLANS EXECUTION ON ACADEMIC PERFORMANCE IN PUBLIC SECONDARY SCHOOLS IN TIGANIA WEST SUB COUNTY, KENYA. Journal of Education and Practices ISSN 2617-5444 (ONLINE) & ISSN 2617-6874 (PRINT), 1(1), 13-20. Retrieved from


1) Agabi, C. O. (2010). Prudential approach to resource management in Nigerian education: A theoretical perspective. International Journal of Scientific Research in Education, 4(2), 94-106.
2) Bruns, B., & Luque, J. (2014). Better teachers for Latin America and the Caribbean: new evidence on how to raise teacher quality and student learning. Washington DC: World Bank.
3) Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons, 1(3), 56-74.
4) Caillods, F. (1989).The prospects for educational planning. A workshop by IIEP Paris: IIEP–UNESCO.
5) Ekundayo, H. T. (2010). Administering secondary schools in Nigeria for quality output in the 21st century: The Principals Challenge. European Journal of Educational Studies, 2(3), 187-192.
6) Ithili, P. K. (2014). Integration of information, communication and technology in teaching and learning of physics in secondary schools in Tigania west Sub County, Kenya (Doctoral dissertation, Kenyatta University).
7) Kamau, M. D. (2012). Challenges facing public secondary school managers in the implementation of strategic plans in Gatundu North District, Kiambu County (Doctoral dissertation, Kenyatta University).
8) Keum, D. D.& Eggers, J. P. (2015). Setting the bar: The evaluative and allocative roles of organizational aspirations. Available at SSRN.
9) Kinyua, N., &Momanyi, W. (2012). Approaches in monitoring and evaluation: A Journal in business. 30(4), 79 - 84.
10) Kiprono, A. K. (2012). Using mixed methods in monitoring and evaluation: Experiences from International Development. Policy Research Working Paper 5245.Kabaraki University.
11) Knight, J. (2014).Strategic planning for school managers. Routledge: McGraw-Hill Education Open University Press.
12) Mitchell, C., & Sackney, L. (2011). Profound improvement: Building capacity for a learning community. London: Taylor& Francis.
13) Ndegwah, D. M. (2014).Factors affecting the implementation of strategic plans in publics secondary schools in Nyeri County, Kenya. International Review of Management and Business Research, 3(2), 993-1003.
14) Nusche, D., Laveault, D., MacBeath, J., & Santiago, P. (2012). OECD Reviews of evaluation and assessment in education. Singapore: Sage Inc.
15) Ohba, A. (2011). The abolition of secondary school fees in Kenya: Responses by the poor. International Journal of Educational Development, 31(4), 402-408.
16) Okode, G. O. (2013). Influence of secondary schools’ strategic planning on students’ academic performance in Rachuonyo North District, Kenya (Doctoral dissertation, University of Nairobi,).
17) Okwako, A.D. (2013).Strategic planning and performance of public secondary schools in Rarienda District, Kenya.(Unpublished MBA Project).School of business, University of Nairobi, Nairobi, Kenya.
18) Ono, Y., & Ferreira, J. (2010).A case study of continuing teacher professional development through lesson study in South Africa. South African Journal of Education, 30(1), 59-74.
19) Poister, T. H. (2010). The future of strategic planning in the public sector: Linking strategic management and performance. Public Administration Review, 70(1), 246-254
20) Sije, A., & Ochieng, P. A. (2013). Strategic planning and formulation in public secondary schools, Kenya: An empirical study of selected public schools in Homa-Bay County. International Journal of Development and Economic Sustainability, 1(4), 14-22.
21) Slavin, R. E. (2010). Can financial incentives enhance educational outcomes? Evidence from international experiments. Educational research review, 5(1), 68-80.
22) Theodore, P. (2010). The future of strategic planning in the public sector: Linking strategic management and performance. Public Administration Review, 70, 246–54.
23) Walker, K. E.,& Moore K. A. (2011). Performance management and evaluation: What’s the difference?Research to results brief No. 2011-02. Washington DC: Child Trends.
24) Ward, M. (2011). Aid to education: The case of SarvaShiksha Abhiyan in India and the role of development partners. Journal of Education Policy, 26(4), 543-556.