Organizational Culture and Performance of Private Universities in Nairobi City County, Kenya
| dc.contributor.author | Kahiga, Solomon | |
| dc.date.accessioned | 2025-02-13T12:28:55Z | |
| dc.date.available | 2025-02-13T12:28:55Z | |
| dc.date.issued | 2024-11 | |
| dc.description | A Research Project Submitted to the School of Business, Economic and Tourism in Partial Fulfillment of the Requirements for the Award of the Degree of Masters in Business Administration (Strategic Management Option), of Kenyatta University, November 2024. Supervisor Ann Muchemi | |
| dc.description.abstract | Even after the Kenyan government permitted the enrolment of state-sponsored students in private universities, as well as the legal frameworks being developed, many of the private universities continue to grapple with poor performance. Most recent information show that private universities had low number of undergraduate enrollments contrasted with state funded universities. The quantity of graduates from private universities is declining, and there is an absence of examination on the effect of culture on performance. This study explored what effect culture has on private universities performance in Nairobi, Kenya. The study specifically focused on the effects of market culture, adhocracy, culture, hierarchy culture and clan cultures on performance of private universities in Nairobi City County, Kenya. The Schein model of organizational culture, institutional theory, the Balance Score Card, and an organization's contingency theory served as the study's pillars. The target population for the study was 150 division heads obtained for 30 private universities located in Nairobi City County and a census was applied so that all were included in the sample. In this study, 150 participants from Nairobi County's chartered private institutions were examined using a descriptive research approach. In a pilot study, fifteen section heads from Nakuru County provided data using structured questionnaires. Construct and face validity were assessed using confirmatory factor analysis (CFA). Cronbach’s alpha was used to assess the questionnaire's reliability, with a 0.7 cutoff point. The data was analyzed by descriptive analysis, correlation analysis and multiple linear regression analysis. The results of the study indicated that the cultures of hierarchy, adhocracy, market, and clan have a favorable impact on the performance of private universities, since there are positive connections between organizational performance and these cultures. Correlation analysis also showed a positive association between clan culture, market culture, adhocracy, culture, hierarchy culture and performance of private universities. This implied that increased adoption of each of these cultures in private universities will lead to improved performance in the universities. This study advances our knowledge of the connection between performance and organizational culture. It was suggested that the government, acting through the ministry of education, develop regulations governing organizational culture at private universities in order to improve performance. It is recommended that policy makers develop policies that serve as a foundation for private colleges to develop their own policies and strategies about the culture they want to follow. It was also suggested that the government develop policies that will benefit private colleges in terms of recruiting new students, launching new programs, and establishing new satellite campuses that will enhance their efficiency. Additionally, competition laws shouldn't favor public universities over private ones. | |
| dc.description.sponsorship | Kenyatta University | |
| dc.identifier.uri | https://ir-library.ku.ac.ke/handle/123456789/29579 | |
| dc.language.iso | en | |
| dc.publisher | Kenyatta University | |
| dc.title | Organizational Culture and Performance of Private Universities in Nairobi City County, Kenya | |
| dc.type | Thesis |