Journal Articles
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Item Influence of Leadership Commitment on the Implementation of Performance Contracting Among Private Universities in Nakuru County, Kenya(2025-08) Linda Mwendwa, Mwirigi; Vivian, Cherono; Abel, MoguchePrivate universities in Nakuru County, Kenya, continued to face challenges in effectively implementing performance contracting due to limited leadership commitment, unclear communication, and weak feedback mechanisms. This undermined institutional alignment with strategic goals and compromised accountability frameworks. The purpose of this study was to assess the influence of leadership commitment on the implementation of performance contracting in private universities in Nakuru County. The study was grounded in the Transformational Leadership Theory by Burns (1978) and Bass (1985), which emphasizes vision-driven and participatory leadership. A descriptive research design was adopted, targeting a population of 616 academic and non-academic staff from Kabarak University, Mount Kenya University (Nakuru Campus), and St. Paul’s University (Nakuru Campus). The study used proportionate simple random sampling, and the sample size of 243 respondents was determined using Yamane’s formula. Sample sizes per institution were distributed proportionally across clusters. Data were collected through structured self-administered questionnaires and analyzed using SPSS Version 25. Descriptive statistics summarized leadership behaviors, while inferential techniques such as Pearson correlation and multiple regression analysis examined relationships between variables. The findings revealed high levels of agreement among respondents on leadership vision, accountability, and participatory decision-making. Pearson’s correlation indicated a statistically significant moderate positive relationship between leadership commitment and performance contracting (r = 0.482, p < 0.01). Regression analysis showed that leadership commitment significantly predicted performance contract implementation (? = 0.563, p = 0.000), with an R2 of 0.232, indicating that 23.2% of the variance was explained by the predictor. The study contributes to existing knowledge by confirming that transformational leadership behaviors play a pivotal role in enhancing performance-based management systems in higher education institutions.Item Influence of Supportive Management on Performance of Non- Governmental Organizations in Addis Ababa City, Ethiopia(Human Resource and Leadership Journal, 2025-07) Evelyn, Wechuli; Nancy, Rintari; Abel, MoguchePurpose: To evaluate the influence of supportive management on the performance of non-governmental organizations in Addis Ababa City, Ethiopia. Methodology: The research adopted a descriptive survey design and was conducted among 57 NGOs functioning within Addis Ababa. These organizations employed a total of 1,030 staff members, who were stratified by job function into categories including program managers, project coordinators, technical officers, operations personnel, and administrative staff. Using stratified random sampling, respondents were selected to ensure balanced representation across these functional areas. Data were collected using a structured questionnaire, The finalized data were cleaned, coded, and analyzed using SPSS Version 25. Descriptive statistics such as frequencies, percentages, and means were employed. Furthermore, multiple regression analysis was conducted to evaluate the influence of supportive management on organizational performance. Results: The findings revealed a statistically significant and positive association between supportive management practices and NGO performance in Addis Ababa. A Pearson correlation coefficient (r) of 0.495 indicated a moderate positive relationship between supportive management and organizational performance. The coefficient of determination (R2) was 0.245, implying that 24.5% of the variation in NGO performance could be explained by supportive management practices. The regression coefficient (B = 0.591) indicated that for every one-unit improvement in supportive management, NGO performance increased by 0.591 units. The regression model was statistically significant, with an F-value of 74.820 and a p-value below 0.05, underscoring the predictive relevance of supportive management (Creswell & Creswell, 2018). Unique Contribution to Theory, Policy, and Practice: From a theoretical perspective, the findings reinforce the relevance of Leader-Member Exchange (LMX) Theory. The study affirms that high-quality leader-member relationships marked by mutual trust, individualized support, and open communication lead to improved employee engagement, collaboration, and overall organizational performance. From a policy standpoint, the study highlights the need for NGO regulatory bodies and institutional leadership in Ethiopia to incorporate supportive management as a central component of capacity development frameworks. In practice, the study underscores the necessity for NGO leaders to cultivate supportive organizational cultures that prioritize empathy, accessibility, and employee development.Item The Influence of Workplace Support on Employee Performance in Technical Training Institutions in Meru County, Kenya(Human Resource and Leadership Journal, 2025-03-19) Diana, Nkuene Gitonga; Nancy, Rintari; Abel, MoguchePurpose: To find out the influence of Workplace Support on employee performance in technical training institutions in Meru County, Kenya Methodology: A descriptive research design was chosen to collect data from 890 employees in both academic and non-academic roles. A simple random sampling technique was used to select 276 participants, with the sample size determined through Yamane's formula. Data was gathered via self-administered questionnaires, which ensured the respondents' anonymity and privacy. SPSS Version 25 was used to analyze the data. The findings were presented using descriptive statistics, such as frequencies and percentages, while multiple regression analysis was used for inferential statistics to explore the relationships between variables. The results were presented in tables to aid in easy interpretation. Results: The study revealed a positive relationship between workplace support and employee performance in technical training institutions in Meru County, Kenya. The correlation coefficient of 0.530 indicated a moderate positive relationship between the two variables. The R-squared value of 0.281 suggested that workplace support accounts for 28.10% of the variance in employee performance. The regression coefficient for workplace support was 0.624, implying that a one-unit increase in workplace support leads to a significant improvement in employee performance. The F-statistic of 39.067 (p < 0.05) confirmed the statistical significance of the model, validating workplace support as a strong predictor of employee performance. These findings are consistent with previous research, which emphasizes the positive impact of supportive work environments on employee engagement and performance. Unique contribution to theory, policy, and practice: This study emphasizes the critical role of wellness programs, effective communication, inclusivity, and flexible work arrangements in improving employee engagement, job satisfaction, and overall performance. The study contributes to the theoretical framework of organizational behavior by focusing on how workplace support mechanisms—such as mental health services, fitness programs, and flexible working hours—can enhance employee performance. From a policy perspective, the research stresses the importance of embedding wellness programs, inclusive communication practices, and flexible work policies into the operational structures of institutions.