Browsing by Author "Kivindo, Sabbena Nthenya"

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    Declining University Performance: Kenyans Demand More Restructuring Strategies and Government Regulatory Attention
    (Science and Education Publishing, 2024-11) Kivindo, Sabbena Nthenya; Muathe, Stephen M. A.; Muchemi, Anne W.
    Since education has the transformative power to advance a nation through increased opportunities, social cohesion, and sustainable economic growth, public universities are essential in every nation. These institutions are instrumental in advancing the Sustainable Development Goals through the generation of knowledge and the initiation of research that results in innovative breakthroughs. This investigation sought to determine the effect of restructuring strategies and regulatory framework on performance of selected public universities in Kenya. It was specifically concerned with determining how the performance of a few Kenyan public universities was affected by restructurings related to operations, downsizing, and governance reform; and as well examine how government regulations moderate the relationship between restructuring strategies and performance of selected public universities in Kenya. The research utilized dynamic capability theory, institution theory and balanced scorecard model. A semi-structured questionnaire was administered to 341 public university management team members. A multiple linear regression model was employed to evaluate the study hypothesis, utilizing a 95% level of significance for hypothesis testing. According to the study's findings, the performance of the chosen public universities was considerably improved by operations redesign and downsizing restructuring while governance reform restructuring negatively affected the university performance. On the other hand, regulatory framework played a significant moderating role between restructuring strategies and performance of the selected public universities in Kenya. The results provide empirical validation of the robustness of restructuring strategies and regulatory framework in explaining the moderating effect of regulatory framework on the relationship between restructuring strategies and organization performance. The study adds a new dimension to the existing body of knowledge, emphasizing the critical role of external regulatory environments in shaping the effectiveness of internal organizational strategies. The study recommends that university management members must adopt and maintain high standards of quality education and assurance as outlined by the Commission of University Education, performing regular quality checks of academic programs and ensuring that teaching facilities meet recommended standards
  • Thumbnail Image
    Item
    Restructuring Strategies and Performance of Selected Public Universities in Kenya
    (Kenyatta University, 2025-11) Kivindo, Sabbena Nthenya
    Public universities are critical to the economic growth of Kenya, contributing significantly by supplying the skilled workforce necessary to achieve the goals outlined in Vision 2030. These institutions play a vital role in supporting the achievement of Sustainable Development Goals by facilitating knowledge creation and spearheading research that lead to new discoveries. Despite their critical importance, public universities in Kenya face several performance challenges, including declining student enrollment, delayed completion rates, missing marks, financial difficulties, lack of new program development, subpar academic performance, and a general decline in the quality of education. In response to these challenges, public universities have adopted restructuring strategies aimed at enhancing their performance. Therefore, this research sought to find out the effect of restructuring strategies on the performance of selected public universities in Kenya. Specifically, the study focused on establishing the effect of operations redesign restructuring, downsizing restructuring and governance reform restructuring on performance of selected public universities in Kenya. Additionally, the research explored the mediating role of organizational agility and the moderating role of the regulatory framework in the relationship between restructuring strategies and performance of selected public universities. The study was underpinned by several theoretical frameworks, including the Balanced Score-card Model, Dynamic Capabilities Theory, Institutional Theory, and Contingency Theory. A positivist research philosophy and explanatory research design was adopted. The study targeted a population of 998 management personnel across selected from 22 public universities in Kenya, with unit of observation as Vice-Chancellors, Deputy Vice-Chancellors, Registrars, Chief Finance Officers; and Deans, Directors and Department Chairs. Data was gathered using a semi-structured questionnaire to a sample of 392 participants, selected through multi-stage sampling technique. A pilot study was undertaken that assisted in testing validity and reliability of the study instrument. Content, construct and face validity was ensured while reliability was tested using Cronbach alpha with a cutoff point of 0.7 was considered. Multiple linear regression model was used to test the study hypotheses where 95% level of significance was applied in testing the Hypotheses. Descriptive and inferential statistics analyzed quantitative data while content analysis analyzed qualitative data by utilizing shared themes being reported in form of narrative. Diagnostics tests such as normality, linearity, multicollinearity and homoskedasticity were carried out which are essential in validating the assumptions of the regression model. The analysis revealed that restructuring strategies; operations redesign and downsizing significantly enhanced performance in the selected public universities. Conversely, governance reform negatively impacted performance in the selected public universities. The study further identified organizational agility as a partial mediator in the relationship between restructuring strategies and performance of selected public universities, as the regulatory framework played a significant moderating role. Based on these findings, the study recommends that university management should focus on strengthening operations redesign and downsizing strategies to boost performance in the selected public universities, while carefully reconsidering the approach to governance reform restructuring to mitigate its adverse effects