Customer Responsiveness Strategy and the Performance of Kenya Revenue Authority in Mombasa County, Kenya

The customer is the primary growth determinant of an organization’s direction toward desirable performance. Proactive organizations that recognize the reality of customer focus contributions to business operations have significantly portrayed positive performance. This research aims to investigate how customer responsiveness influences the performance of an organization, with a specific focus on the Kenya Revenue Authority. To in aid establishing the foundational base of the study, theories such as the Resource Based View, Systems theory, Gap analysis Model and the Upper Echelon Theory were taken into account. The study employed the descriptive research design to comprehensively understand the current conditions and circumstances. The study's target population considered 445 KRA technical staff in Mombasa, including managers, supervisors, officers, and support staff. The study employed stratified sampling where 134 respondents were selected, who either had recently joined the company or altered their job roles according to duration of employment. To test the reliability of the study, the researcher employed Cronbach’s alpha coefficient which had a threshold of 0.7. The threshold of a coefficient should be between 0 to 1 to maintain an internal consistency indicating reliability. To accurately determine the validity of the data for factor analysis, the Kaiser-Meyer-Olkin (KMO) Test and Bartlett’s Test of Sphericity were conducted. The KMO test yielded a measure of sampling adequacy of 0.743, which indicates that the sample size was adequate for factor analysis. Data collection for the study was through the use of a close-ended questionnaire in the statement form. The data was analyzed through measures of central tendency such as mean, median, and mode. The analysis also included measures of dispersion such as variation, standard deviation, correlation analysis and regression analysis. It was observed that technology had the most substantial impact on KRA's performance. Indicating a strong positive relationship between technological implementation and performance outcomes. Service level agreements were found to be a significant predictor of performance suggesting that clear and well-structured SLAs contribute positively to the quality-of-service delivery, ensuring that customer expectations are met effectively. Top management support significance highlighted the importance of leadership and resource allocation in driving organizational success. Conversely, staff training indicated that while training is important, its direct influence on performance may be more nuanced or dependent on other mediating factors. Overall, the study found that customer responsiveness strategies significantly influence the performance of KRA in Mombasa County.