Moderating effect of organization culture on the relationship between quality management system adoption and performance of public universities in Kenya
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Date
2021-02-01
Journal Title
Journal ISSN
Volume Title
Publisher
African Journal of Business Management
Abstract
The capacity of higher education institutions (HEIs) 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, HEIs, in their attempt to cater for the 28% increase in number of students,
6% government capitation cut and 14.3% of the 28 weeks, academic year time waste between 2014 and
2015, have encountered many challenges caused by overcrowding, crumbling infrastructure,
inadequate human capital with 1:500 lecturers to student ratio and financial resources and declining
quality of the professional courses on offer. They have raised concerns about the quality of public
university education. The aim of this study is to analyze the effect of organization culture on the
relationship between Quality Management System (QMS) adoption and organization performance of
public universities in Kenya. The study was guided by structural contingency theory and equity theory;
using a census survey with a Bureau of Standards. The study results revealed organization culture
(β=0.492 p=0.030) moderated the relationship significantly implying the interactive effect of organization
culture improved organization Performance by 0.7% (Δ R2 .007p=0.030). The study concluded that
organization culture increases the effect of QMS adoption on organizational performance. response at
94.41% on a population 215 top management personnel of 11 public universities certified by the Kenya
Description
Keywords
Quality Management System (QMS), Universities, organizational culture, performance.