Abstract
There are varying levels of performance in Kenya Universities as indicated in their rankings despite all of them deploying various strategic positions. Organizational change, despite its popular impact across various industries is yet to be linked with the performance of Kenyan universities. This is a gap that prompted commencement of this study on establishing the effect of organizational change on organizational performance in Kenyan chartered universities among the 48 chartered universities as at September 2017.The objectives of this study were compare organizational change and performance in public and private universities and to determine the effect of organizational change on the performance of Kenyan universities. The study used purposive sampling procedure to select 43 public and private chartered universities in Kenya. Questionnaires were administered to 43 vice chancellors and 103 deputy vice chancellors of the selected universities. A pilot study was carried out from three (3) public and two (2) private chartered universities that did not take part in the study. Pilot testing was done to determine the validity of the instrument while Cronbach internal consistency was used to determine reliability of the instrument respectively. The study used descriptive research design t-test, Pearson correlation and multiple regression analysis. In aggregate terms, the results revealed that organizational change has a significant, positive influence on the performance of the universities. Private universities in Kenya have a stronger strategic orientation and better technologies than public universities. However, public universities have better organisational communication than the private universities. Further regression on the individual aspects of organizational change revealed that strategic orientation, an aspect of organizational change, was the most important change tool to facilitate the organizational performance of the Kenyan universities. Thus it is imperative for universities to tailor their strategic orientation to the needs of the market to stand a chance of not only survival but proper performance. Keywords: Organisation, Organisational change, organisational performance DOI : 10.7176/EJBM/11-18-09 Publication date :June 30 th 2019
Highlights
Universities still remain the centre of knowledge and innovations generation
From the above reviewed literature, the following research hypotheses were proposed: HO1: There are no significant differences in organisational change and organisational performance in public and private universities in Kenya
Results of Independent samples t-tests HO1: There are no significant differences in organisational change and organisational performance in public and private universities in Kenya
Summary
Universities still remain the centre of knowledge and innovations generation. The university operation globally faces a dynamic and complex environment which calls for radical changes in the university management to adapt and stay afloat (Mwangi & Waithaka, 2018). University performance which refers to the degree of achievement of the mission at work place or school remains at risk with the constant global changes (Cascio, 2006). Most organizations view their performance in terms of effectiveness in achieving their mission, purpose or goals and efficiency in deploying resources. With regard to the performance of Kenyan universities, there is limited literature which accurately links important organizational change to the performance indices of the public and private chartered universities in Kenya. The paper reviews existing literature and giving the underlying theory behind the application of organizational changes relative to organizational performance. The paper presents the empirical analysis, discussions and policy recommendations
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
