THE INFLUENCE OF STRATEGIC PLAN IMPLEMENTATION ON THE PERFORMANCE OF PUBLIC UNIVERSITIES IN KENYA

Abstract

Organizational effectiveness has been widely recognized as a result of the extensive adoption of the idea and practice of adopting strategic planning. In an effort to boost performance and obtain an edge in the market, large and small businesses have adopted the strategic plan implementation strategy. The study's objectives were to determine whether or not management commitment, organizational structure, and resource allocation influence the performance of public universities in Kenya, and to determine whether or not these factors had an effect on the performance of public universities. Resource Based Theory (RBV), McKinsey Theory, and the Balanced Score Card were the theoretical frameworks for this research. Descriptive research design was used to analyze the data in this study and a census approach method was employed. Structured questionnaires were used to gather the data, and Microsoft Excel and the Statistical Package for the Social Sciences (SPSS) were used for analysis. It was observed that all (100%) Public Universities have developed strategic plans however, 66.7% did not implement within anticipated time while 33.3% implemented within anticipated time The study's constructs demonstrated high reliability and validity through Cronbach's Alpha values, factor analysis, and expert validation, affirming the credibility of the study's measures. The instruments were tested using Cronbach alpha and the values were greater than 0.700 thus, the study constructs were reliable. On management commitment, the study reveals a positive perception of management commitment within Kenyan public universities, with a mean average of 3.95. Effective communication and goal-setting contribute to this positive outlook. Statistical analysis demonstrates a robust relationship between management commitment and organizational performance (r=0.812), with a significant contribution of 40.8% (B1=0.462, t=6.277, p=0.0000<0.05). On organizational structure, Participants generally agree on the presence of a well-functioning organizational structure, particularly in chain of command and reporting lines, reflected in a mean average of 3.98. However, opinions vary in the innovation dimension (mean=3.57, standard deviation=1.006). The study establishes a substantial impact of organizational structure on the performance of Kenya's public universities, with a correlation coefficient (r) of 0.792 and a significant contribution of 19.6% (B2=0.245, t=2.180, p=0.038<0.05). On Resource Allocation: Respondents express a nuanced perspective on resource allocation, emphasizing neutrality in certain aspects, resulting in a mean average of 3.45. Statistical findings robustly support the pivotal role of resource allocation in influencing organizational performance, with a correlation coefficient (r) of 0.879 and a significant contribution of 30.3% (B3=0.389, t=3.105, p=0.005<0.05). The critical importance of strategic resource management is highlighted in enhancing overall performance within Kenyan public universities. The findings underscore the importance of fostering a culture of management commitment, refining organizational structures, and prioritizing effective resource allocation. Recommendations include clear communication of strategic objectives, support from senior leadership, policy development to support management commitment, guidelines for organizational structure design, and adequate resource allocation to public universities.