| dc.description.abstract | Globally, the capacity of Higher Education institutions to serve as drivers to economic
competitiveness has been negatively impacted due to the exponential growth and numerous
constraints which interfere with their quality. In Kenya, HEI in their attempt to cater for the 28%
increase in student number, 6% government capitation cut and 14.3% of the 28 week, academic
year time waste between the period 2014 and 2015 has come with many challenges caused by
overcrowding, crumbling infrastructure, inadequate human capital with a 1:500 lecturers to
student ratio and financial resources and declining quality of the professional courses on offer,
has raised concerns about quality of public university education. This study sought to analyze the
effect of organization culture on the relationship between QMS adoption and organization
performance of public universities in Kenya. The objectives were to: establish the relationship
between QMS adoption and organization Performance; determine the influence of organization
culture on organization performance and to analyze the moderating effects of organization
culture on QMS adoption and organization performance on public universities in Kenya. The
study was guided by structural contingency theory and equity theory. The population of the study
included 215 top management personnel of 11 public universities certified by Kenya Bureau of
Standards. The study employed a census survey with response at 94.41%. Pre-validated
questionnaires had reliability alpha of α = 0.917 organization culture, α = 0.815 Quality
Management System adoption and α = 0.93 organization performance internal consistency.
Results revealed R2 .421 p=.001 indicating that QMS adoption accounted for 42.1% change in
organization performance and has a strong significant contribution to organizational
performance; R2 .646 p=.001 indicating that Organization culture accounted for 64.6% variance
in organization performance and has a strong effect on organizational performance. Further, the
moderation perspective revealed organization culture (β=.492 p=0.030) moderated the
relationship significantly implying the interactive effect of organization culture improved
organization Performance by 0.7% (Δ R2 .007 p=0.030). The study concluded that organization
culture increases the effect of QMS adoption on organization performance. The study
recommends the need for universities to invest more on individual believes that can enhance
organization performance through improving and maintaining QMS based on the existing
organization culture. The study significance is that it has informed policy makers and
academia’s on issues relating to organization culture and QMS adoption that can make higher
education institutions attain peak performance. | en_US |
