Effect of Role Culture Implementation Approach on Universities Performance in Kenya

Abstract

The recent increase in competition and insufficient government financing, as well as the government's increased focus on technical, vocational education training, have had a significant negative impact on higher education's service delivery and performance. The study sought to determine the effect of role culture implementation approach on university performance in Kenya. The study used a descriptive research approach, and its target population included 444 senior university employees from all 74 accredited universities in Kenya. Descriptive and inferential statistics were used to analyze the data. The study discovered that role culture was significant to performance of universities. The R square value of 0.184 proved that role culture affected the performance of universities by 18.4%. The correlation value of (r=0.321, p<0.05) showed the relationship between role culture and universities’ performance was positive and significant. The chi-square value of χ2 (5) = 12.222, p=0.027 further established a significant relationship between role culture and universities’ performance. Role culture was significantly associated with research output, student placement by KUCCPS, and graduation rate. Organization managers must have a good understanding of the cultures that exist in universities and the impact it generates on typical performance. At the managerial level, the management should not only pay attention to the results but also consider the needs of the staff for positive outcomes.