EFFECTS OF LEADERSHIP AND HUMAN RESOURCE ON PERFORMANCE OF SELECTED PRIVATE UNIVERSITIES IN KENYA
Abstract
Performance is key to every organization aspiring to achieve its aspired goals. Strategic determinants of performance are very critical for an organization’s success. This study looked into the human resources policies and leadership strategies and their effect on organizational performance. The study was guided by two specific objectives being to determine the influence of leadership on the universities performance and to determine the influence of human resource policies on the universities performance. The study employed a descriptive research design. A sample size of 51 employees was selected from a population of 165 employees within the private universities in Kenya. Primary data was collected through the use of a semi-structured questionnaire. The study used descriptive and inferential statistics through Statistical Package for Social Sciences (SPSS) tool. The study established that both leadership and human resources strategies had significant influence on the performance of the private universities. The study recommended that the management should have in place clear tenure periods on leaders which greatly sensitize them on the delivery performance expectations bestowed on them. Management should focus seriously on matters pertaining staff welfare. This is by equipping them with the skills for knowledge enhancement, having in place a disputes handling committee; and allowing them join in affiliations with workers union for the safeguarding of their interests. It also recommended embracement of technological development to enhance efficiency and effectiveness in the private universities as the world is very dynamic and competitive, hence performance achievement.
Key words: Strategic determinants, human resources policies, leadership, organizational performance
CITATION: Ndung’u, M. W., Njoroge, J. & Kahuthia, J. (2019). Effects of leadership and human resource on performance of selected private universities in Kenya. The Strategic Journal of Business & Change Management, 6 (3), 895 – 906.
Full Text:
PDFReferences
Agnew, C., & Flin, R. (2014). Senior charge nurses’ leadership behaviours in relation to hospital ward safety: A mixed method study. International journal of nursing studies , 51(5), 768-780.
Anderson, M.H.,& Sun, P.Y.(2015). The downside of transformational leadership when encouraging followers to network. The leadership Quarterly, 26(5),790-801.
Arslan, A., & Staub, S. (2013). Theory X and Theory Y Type Leadership Behavior and its Impact on Organizational Performance: Small Business Owners in the Åžishane Lighting and Chandelier District. Procedia-Social and Behavioral Sciences, 75, 102-111.
Barney, J. (1991). "Firm resources and sustained competitive advantage." Journal of management 17(1): 99-120.
Bedarkar, M., & Pandita, D. (2014). A study on the drivers of employee engagement impacting employee performance, Procedia-social and behavioural sciences,133,106-115.
Deb, T. (2006). Strategic Approach to Human Resource Management. New Delhi: Atlantic Publishers & Distributors
Dubey, R.,Gunasekaran, A., &Ali, S.S.(2015). Exploring the relationship between leadership, operational practices, institutional pressures and environmental performance: A framework for green supply chain. International journal of production economics,160,120-132.
Ejere, E.I.,&Abasilim, U.D.(2013).Impact of transformational and transactional leadership styles on organisational performance : emphirical evidence from Nigeria. The jornal of commerce, 5(1), 30-41.
Kangogo, F. & Gachunga, H.(2015) Influence of KM Practices on enhancing service delivery in the banking sector in Kenya: a case of commercial banks in Kenya.
Karlsson, C., & Tavassoli, S. (2015). Innovation strategies and firm performance. Centre of Excellence for Science and Innovation Studies Working Paper Series, 401.
Kissi, J., Dainty A., & Tulli, M. (2013). Examining the role of transformational leadership of portfolio managers in project performance. International journal of project management, 31(4), 485-497
Kitonga,D.M (2016). The role of detrmining strategic direction on the not for profit organisational performance in Nairobi county in Kenya
Kostopoulos, K. C., Spanos, Y. E., & Prastacos, G. P. (2002). The resource-based view of the firm and innovation: identification of critical linkages. Paper presented at the The 2nd European Academy of Management Conference.
Kwenin, D.O., Muathe, S., & Nzulwa, R., (2013) The Influence of Employee Rewards, Human Resource Policies and Job Satisfaction on the Retention of Employees in Vodafone Ghana Limited, European Journal of Business and Management, ISSN 2222-1905, ISSN 2222- 2839, Vol.5, No.12.
Lamba, S., and Choudhary, N., (2013): “Impact of HRM Practices on Organizational Commitment of Employees”, International Journal of Advancements in Research & Technology, Volume 2, Issue4, pp 407-423.
Madhani M. Pankaj, (2009) Role of voluntary disclosure and transparency in financial reporting, the accounting world,PP. 63-66
Michael, N. (2004), The SAGE Encyclopedia of educational Leadership and Administration. Draft, April 28, 2004
Mitonga-Monga, J& Coetzee, M, 2012. Perceived leadership style and employee participation. African journal of business managengement, 6(15)
Nanjundeswaraswamy,T.S.,&Swamy,D.R.(2014).Leadershipstyles. Advances in management,7(2),57.
Ngambi HC(2011), Rare total leadership:Leading with the heart and hands,Juta,Cape Town
Onyango, F. E. V. & Kipchumba, K. S. (2012). Strategic Human Resource Management (SHRM) practices and performance of hotels in Kenya. Business and Management Research Journal, 1(3), 72-83.
Pearce J. and Robinson R, (2005), Strategic management: Formulation, Implementation and Control,(9thEd.), Irwin/ McGraw-Hill.
Shields, J. Brown, M. Kaine, S. Dolle-Samuel, C. North-Samardzic, A. McLean, P. Plimmer, G. (2015). Managing Employee Performance and Reward: Concepts, Practices, Strategies. 2ND Edition. New York, USA: Cambridge University Press.
Spanos, Y.E. & Lioukas, S. (2001), An Examination into the Causal Logic of rent generation: Contrasting Porters Competitive Strategy Framework and the Resource Based Perspective. Strategic Management journal, Vol.22, pp. 907-934.
Susan, N.(2016). Influence of transformational leadership on employee performance. A case study of Safaricom ltd. Strategic journal of business & change management,3(2) 123-162
Wagner III, J. A., & Hollenbeck, J. R. (2014). Organizational behavior: Securing competitive advantage. Routledge
Wangenge-Ouma, G.(2007). Higher education marketization and its contents. The case of quality in Kenya Higher Education,56,457-471
DOI: http://dx.doi.org/10.61426/sjbcm.v6i3.1366
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.