Browsing by Author "Toromo, Cynthia Jerono"

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    Turnaround strategies and performance of private universities in Kenya
    (Kenyatta University, 2025-06) Toromo, Cynthia Jerono
    The declining performance of organizations, particularly within higher education institutions, is often attributed to factors such as low staff morale, inadequate resource allocation, and the complexity of strategic plans. In Kenya, the rising demand for higher education has intensified pressure on private universities, exposing a gap between demand and the supply of quality graduates. This gap signals challenges in educational quality and institutional performance. To address these challenges, private universities are increasingly adopting turnaround strategies aimed at improving performance. This study focused on the effect of four specific turnaround strategies—management restructuring, asset restructuring, financial restructuring, and staff rationalization—on the performance of private universities in Kenya. The study was guided by the Stage Theory of Successful Turnaround, supported by the Resource-Based View (RBV) theory and the Balanced Scorecard Model. A descriptive research design was employed, targeting the top five private universities in Kenya as ranked by uni-ranking. The sample comprised 83 college principals and directors, with a valid response rate of 77% (64 respondents). Primary data were collected using semi-structured questionnaires, which were pilot-tested at Daystar University using eight respondents. The reliability of the instrument was confirmed with a Cronbach’s Alpha coefficient of 0.788, surpassing the minimum acceptable threshold of 0.7. Both descriptive and inferential statistical analyses were conducted. The study revealed a significant positive relationship between the selected turnaround strategies and the performance of private universities. Staff rationalization had the most substantial impact, indicating that reducing and retaining only highly competent employees contributed meaningfully to institutional success. Management restructuring also had a strong influence, as institutions moved toward leaner, more effective leadership structures. Asset restructuring, including the disposal of underutilized assets, and financial restructuring through better resource management, also contributed positively—albeit to a lesser extent—to improved student enrollment and graduation rates. The study concludes that the top private universities in Kenya have strategically adopted and implemented turnaround strategies that have led to performance improvement. These include refining management structures, optimizing human and physical resources, and exercising financial prudence. The study recommends further tailoring of management structures, recruitment and retention of highly skilled personnel, and the disposal of obsolete assets. Effective financial management should also be prioritized to ensure long-term sustainability.
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    Turnaround Strategies and Performance of Private Universities in Kenya
    (Reviewed Journal International of Business Management, 2025-04) Toromo, Cynthia Jerono; Mutinda, John
    The focus of this study was on turnaround strategies and performance and specifically on management, asset and financial restructuring and staff rationalization as elements affecting private universities’ performance. Stage theory of successful turnaround anchor ed the research as supported by resource - based view theory and the balanced scorecard model. This study adopt ed a descriptive research design and target ed the top five private universities in Kenya based on uni - ranking . The study respondents were principals of colleges and directors , the sample size wa s 83 respondents and 64 filled and returned the questionnaire, making a response rate of 77%. There was collection of primary data from semi - structured questionnaires but the instrument was first pilot tested using 8 respondents from Daystar University . Th e aggregate Cronbach Alpha of 0.788, confirmed the reliability of the instrument as it was above the threshold of 0.7. For the collected quantitative data, descriptive and inferential analysis was done and revealed positive association between the variable s. The findings showed that staff rationalization had the biggest effect on performance of the private universities in Kenya. Management restructuring had the second largest effect to performance, followed by asset restructuring and financial restructuring . For the qualitative data, the conducted content analysis established that respondents agreed that these four types of turnaround strategies affected performance . The study concluded that the top five private universities have adopted and implemented turn around strategies by restructuring its management structure to a leaner and efficient operation system. It has also reduced and laid - off excess number of employees and retained only the most competent and qualified staff to handle different tasks at the un iversity. The study further concludes that restructuring the assets, selling off the assets that are not needed and optimal use of financial resources resulted in high performance in terms of high enrolment and graduation numbers of students. The study rec ommended the custom - making management structure, and recruiting and retaining highly skilled and talented employees to handle different assignments at the university. The recommendations further suggested disposing off obsolete assets and prudent managemen t and use of financial resources for attaining the university’s mandate. It also shows the valu e of private universities and through utilizing the turnaround strategies, the universities can offer quality higher education. Quality graduates will contribute to socio - economic growth and development of the nation through innovations and inventions that can solve the problems facing the general public.