Analysis of Adhocracy Culture Implementation Approach and Performance of Universities 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. Adhocracy culture insignificantly influenced universities’ performance by -13.3% (R square value of -0.133). The correlation value of (r=-.097, p<0.05) showed the negative relationship between adhocracy culture and universities’ performance. The chi-square value of χ2 (5) = 0.038, p=0.049 proved there was an insignificant relationship between adhocracy culture and universities’ performance. Adhocracy culture was insignificantly associated with placement and research output performance, university ranking, student placement by KUCCPS, and graduation rate. Organization managers must have a good understanding of the adhocracy culture that exists in universities and the impact it generates on typical performance. This is very important while making imperative decisions.