INFLUENCE OF FINANCIAL SUSTAINABILITY STRATEGIES ON PERFORMANCE OF UNIVERSITIES IN RWANDA. A CASE OF UNIVERSITY OF KIGALI MUSANZE CAMPUS (2017-2020)

ODILE UWAMAHORO, ELIJAH KIHOOTO MARINGA, AUGUSTIN MUDAKEMWA

Abstract


The aim of this study was to analyse the influence of financial sustainability strategies on performance of Universities in Rwanda. Under four specific objectives; to analyse whether resource allocation influences performance of Uok Musanze Campus; to investigate the influence of students’ recruitment strategies on the performance of University of Kigali Musanze Campus; to determine whether diversification strategy influences the performance of Uok Musanze Campus; to establish a moderating influence of education policy and experience of employees on performance of Uok Musanze Campus. This study adopted a descriptive research design, quantitative approaches were used. The study used universal sampling technique as 65 respondents were used as total population and sample size of research. The primary and secondary data were collected using questionnaire and documentary as data collection instruments. After the data collected were organized, edited and coded, quantitative data were entered into SPSS 20. The significance of the findings was tested using ANOVA. The p-value was used to determine whether the null hypothesis should be accepted or rejected. If the p-value is less than 0.05 then alternative hypothesis is accepted while null hypothesis is rejected. The results of the findings indicated that the regression coefficient (R) = 0.974, 0.863, 0.934, 0.901 showed that there was a strong positive relationship between resource allocation, students ‘recruitments strategies, diversification strategy and education policy and experience of employees respectively and performance of university. Based on the findings, the study concluded that financial sustainability strategies have a significant influence on performance of university and also the study recommended that private universities of Rwanda to prioritize income generating strategies in relation to education and also University of Kigali to prioritize resource allocation to industrial visit and research to ensure qualified students fit to the markets.

Key words: Financial Sustainability, Strategies, Performance

CITATION:  Uwamahoro, O., Maringa, K. E., & Mudakemwa, A. (2022). Influence of financial sustainability strategies on performance of universities in Rwanda.  A case of university of Kigali Musanze Campus (2017-2020). The Strategic Journal of Business & Change Management, 9 (2), 277 – 304.


Full Text:

PDF

References


Shuqair, H.I., & Abdel-Aziz, D.M. (2015). Efficient and strategic resource allocation for sustainable development in Jordan. J ArchitEng Tech, 4(1), 1-7.

Pollinger, J.J., Outwait, J., & Cordero Guzman, H. (2007). The question of sustainability for microfinance institutions. Journal of Small Business Management, 45(1), 23‐41.

Wosher Dryer (2018). Financial sustainability :Fundamentals of financial management journal 15, 42-68.

Estermann, T., &Pruvot, E.B. (2011). Financially sustainable universities: European Universities diversifying income streams. European University Association, Brussels, Belgium.

Rabovsky, T. M. (2012). Accountability in higher education: Exploring impacts on state budgets and institutional spending patterns. Journal of Public Administration Research and Theory, 22(4), 675-700.

USAID (2014). African higher education: Opportunities for transformative change for sustainable development. Washington DC: USAID.

Grobler, G. (2013).UNIS on the challenges facing higher education. London: The Association of Commonwealth Universities.

Bailey, T., Cloete N., & Pillay, P. (2011). Universities and economic development in Africa, case study. Tanzania and University of Dar es Salaam.

Rebecca, S. (2013). Higher Education for development in Rwanda: International higher educational journal 6(2), 70-87.

Edwin, A. & Bertrand, B. (2020), Ministry of Education has permanently shut down some universities due to financial problems. New Times (No. 5342); p.21.

Estermann, T.,&Pruvot, E.B. (2011). financially sustainable universities: European universities diversifying income streams. European University Association, Brussels, Belgium.

Omondi, M. M., &Muturi, W. (2013). Factors affecting the financial performance of listed companies at the Nairobi Securities Exchange in Kenya.

Trochim, w. M.K. (2006). The qualitative debate : Research methods knowledge Base. Creative Education 7(4), 24-47.

WCED World commission on environment and development. Our Common Future; Oxford University Press: Oxford, UK, 1987; Volume 17, pp. 1–91.

Massy, W.F. (2004). Collegium economical: Why institutions do what they do. Change, 36(4), 27–35.

Ferns, S., Oliver, B., Jones, S., & Kerr, R. (2007). Course sustainability = relevance + Quality + financial viability. Paper presented at Evaluations and Assessment Conference, Brisbane, Australia.

Lawson, B., & Samson, D. (2001).Developing innovation capability in organisations: a dynamic capabilities approach. International journal of innovation management, 5(03), 377-400.

Ngugi, P.K. (2012). Challenges Hindering Sustainability of Small and Medium Family Enterprises after the Exit of the Founders in Kenya. Unpublished PhD thesis, Juja: JKUAT.

Sazonov, S.P., Ekaterina, E.E., Irina A.C., & Elena, A.P. (2015). Asian Social Science, 11(20), 34-40.

Afriyie, A. (2015). Sustainable factor of higher education institutions: Why investment portfolio matters most. Journal of business management and economics, 3(3),16-24.

Oketch, Moses O. 2003. “The Growth of Private University Education in Kenya: The Promise and Challenge.” Peabody Journal of Education 78 (2): 18–40.

Bellon, Emmanuel O. (2017). Leading financial sustainability in theological institutions: The African perspective. U.S.A: Pickwick Publications.

Del-Castillo-Feito, C.; Blanco-González, A.; Delgado-Alemany, R.(2020). The relationship between image, legitimacy, and reputation as a sustainable strategy: Students’ versus professors’ perceptions in the higher education sector. 12, 11-89.

Tam,M. (2001). Measuring quality and performance in higher education. Quality in Higher Education. 7, 47–54.

Alessandri, S.W.; Yang, S.-U.; Kinsey, D.F. An integrative approach to university visual identity and reputation. Corp. Reput. Rev. 2006, 9, 258–270.

Baltaru, R.-D.Donon (2019). Academic professionals enhance universities’ performance? Reputation vs. organisation. 44, 1183–1196.

Cachón-Rodríguez, G.; Prado-Román, C.(2020). The identification-loyalty relationship in a university context of crisis: The moderating role of students and graduates. Cuad. Gestión 1–8.

Zikmund, G.W., Babin, B.J., Carr,C.J. & Griffin, M. (2010). Business research methods 8th ed. South-Western: Cengage Learning.

Gansemer-Topf, A., & Schuh, J. (2004). Institutional selectivity and institutional expenditures: Examining organizational factors that contribute to retention and graduation. Kansas City.

Pan, D., Rudo, Z.H., Schneider, C.L., &Smith-Hansen, L. (2003). Examination of resource allocation in education: Connecting spending to student performance. South west Educational Development Laboratory. Texas, United States.

Newman, E. (2013). Budgeting and fund allocation in higher education in Ghana. Journal of Education and Vocational Research, 9(9), 275-286.

Ijaiya, A., &Lawan, A. (2010). Education sector financing and government spending in Nigeria: an investigation. Ilorin journal of business and social science. 11, 3-11.

Brown, F. A. (2005). Meeting the challenges of higher education in Africa. Nairobi, Kenya:United States International University.

Cornuel, E.; Verhaegen, P. (2005). Academic talent: Quo vadis? Recruitment and retention of faculty in European business schools. 24, 807–818.

Kazoleas, D.; Kim, Y.; Anne Mott, M. (2001). Institutional image: A case study. Corp. Commun. 6, 205–216.

Christensen, T.; Gornitzka, Å.(2017). Reputation management in complex environments :A comparative study of university organizations. 30, 123–140.

Bratianu, C.; Pinzaru, F. (2015). University governance as a strategic driving force. In Proceedings of the European Conference on Management, Leadership & Governance, Lisbon, Portugal, 12–13 November 2015; pp. 28–35.

Teo, T.S.H.; Srivastava, S.C.; Jiang, L. ( 2008). Trust and electronic government success: An empirical study. Information System. 25, 99–132.

Annamdevula, S.; Bellamkonda, R.S. (2016). The effects of service quality on student loyalty: The mediating role of student satisfaction. 11, 446–462.

Lappeman, J.; Patel, M.; Appalraju, R. Firestorm (2018). Response: Managing Brand Reputation during Firestorm by Responding to Online Complaints Individually or as a Cluster. 44, 67–87.

Henseler, J.; Ringle, C.M.; Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. 43, 115–135.

Cooper, D.R., & Schindler, P.S. (2011). Business research methods (11thed.). New Delhi: McGraw-Hill Publishing, Co. Ltd.

Kothari, C.R. (2004). Research methodology: Methods and techniques. New Delhi: NewAge International.

Shiel, C.;Williams, A.Working (2015). Together, driven apart: Reflecting on a joint endeavour to address sustainable development within a university. In Integrative Approaches to Sustainable

Development at University Level; Springer: Berlin/Heidelberg, Germany, pp. 425–447.

Best and Khan (1992). Research Methods in Education (6 Edition). New Jersey: Englewood, Cliffs Prentice Hall Inc.

Bellon, Emmanuel O. 2017. Leading financial sustainability in theological institutions: The African perspective. U.S.A: Pickwick Publications.

Analoui, F. (2002). The Changing Patterns of Human Resource Management. Ashgate: Aldershot.

Nguyen, N.; LeBlanc, G. Image and reputation of higher education institutions in students’ retention decisions. Int. J. Educ. Manag. 2001, 15, 303–311.

Sekaran, U. (2006). Research Methods f or Business: A Skill Building App roach. New Lk-09, John Wiley &Sons.

Mugenda, O. M., &Mugenda, A. G. (2003). Research Methods: Quantitative and Qualitative Approaches. Nairobi: Acts Press.

Schwaiger, M.; Raithel, S.; Schloderer, M. (2009). Recognition or rejection : How a company’s reputation influences stakeholder behaviour. In Reputation Capital; Springer: Berlin/Heidelberg, Germany, 2009; pp. 39–55.

Ali, F.; Zhou, Y.; Hussain, K.; Nair, P.K.; Ragavan, N.A. (2016). Does higher education service quality affect student satisfaction, image and loyalty? A study of international students in Malaysian public universities. 24, 70–94.

DuBrin A. (2009). Essentials of Management, 8th Edition: Canada.

Foot M. and Hook C. (2008). Introducing Human Resource Management (5th Edition). Pearson Education Limited: Prentice Hall.

Carleton K. (2011). How To Motivate And Retain Knowledge Workers In Organizations: A Review of the Literature. Edmonton, Canada. International Journal, Vol 28 No.2.

Armstrong M. (2009). Human Resources Management Practice (1 l'h Edition) Kogan page limited.

Price A. (2007). Human Resource Management (3rd Edition). Pat Bond Publishers: Sandri G. and Bowen R. C. (2011, October) Meeting Employee Requirements Newsletter: Malsows Hierarchy of needs is still a reliable guide to motivating staff: Industrial Engineer Singapore.

Nzuve S. N. M. (2010). Management of Human Resources: A Kenyan perspective (4th Edition). Star bright services publishers: Nairobi.

Saunders, M. N. (2011). Research methods for business students (5th ed.). New Dehli: Pearson Education India.




DOI: http://dx.doi.org/10.61426/sjbcm.v9i2.2266

Refbacks

  • There are currently no refbacks.


Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.

PAST ISSUES:
20242023202220212020201920182017201620152014
Vol 11, No 2 [2024]Vol 10, No 4 [2023]Vol 9, No 4 [2022]Vol 8, No 4 [2021]Vol 7, No 4 [2020]Vol 6, No 4 [2019]Vol 5, No 4 [2018]Vol 4, No 4 [2017]Vol 3, No 4 [2016]Vol 2, No 2 [2015]Vol 1, No 2 [2014]
 Vol 11, No 1 [2024] Vol 10, No 3 [2023] Vol 9, No 3 [2022]Vol 8, No 3 [2021]Vol 7, No 3 [2020]Vol 6, No 3 [2019]Vol 5, No 3 [2019]Vol 4, No 3 [2017]Vol 3, No 3 [2016]Vol 2, No 1 [2015]Vol 1, No 1 [2014]
  Vol 10, No 2 [2023] Vol 9, No 2 [2022]Vol 8, No 2 [2021]Vol 7, No 2 [2020]Vol 6, No 2 [2019]Vol 5, No 2 [2018]Vol 4, No 2 [2017]Vol 3, No 2 [2016]  
  Vol 10, No 1 [2023] Vol 9, No 1 [2022]  Vol 8, No 1 [2021]Vol 7, No 1 [2020]Vol 6, No 1 [2019]Vol 5, No 1 [2018]Vol 4, No 1 [2017]Vol 3, No 1 [2016]   


Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.