ISSN: 2222-6990
Open access
The study evaluated the relationship between public participation and performance of chattered public Universities in Kenya. The study was anchored on social network theory. To achieve the objective, the study was based on a pragmatic philosophy and mixed research method with a target population of 31 chattered public Universities. Census approach was used with 234 respondents who were university top managers. Primary data was collected using a 5 point Likert type questionnaire. The instrument was validated by research experts and yielded a Cronbach’s reliability alpha of ?= 80.6. Data was analysed using descriptive and inferential statistics. Findings revealed that public participation had statistical significant influence on performance of chattered public universities in Kenya. Regression analysis results showed that public participation alone accounted for 24.9 % of the variation of performance of chattered public Universities (PP) (R2=0.249, t=14.20 p, <0.05). This study concluded that public participation is an essential strategy Universities can use in their endeavour to improve on their performance. It was recommended that managers of universities should promote participatory management practice to enhance high morale, commitment and enthusiasm among staff in the pursuit and attainment of institutional goals and objectives. Further, the results present important implications to University top managers, other corporate entities, policy makers, and stakeholders in the University education sector in Kenya and across the world.
Agiri, J. (2020). Public participation and performance of chattered public universities in Kenya. Journal of Environmental Planning and Management, 60(12), 2133-2149.
Akuegwu, B. A. (2016). Higher education administration: Organization and structure. In C. M. Uche; S. C. Anyamele; L. Nwikina & J. N. D. Meeyinikkor (Eds). Administration and Organization of Higher Education: Theories, Tasks and Techniques
Arop, F. O., Owan, V. J., and Madukwe, E. C. (2019). Human resource management and teachers’ job performance in secondary schools in Akamkpa Local Government Area of Cross River State. Nigeria. International Journal of Social Sciences and Management Research, 5(2): 27–34.
Auditor General Report. (2017,2018). Audited financial report for chattered public universities. http://www.aog.or.ke/.
Bassey, B. A., Owan, V. J., and Eze, E. A. (2019). Nexus between students’, teachers’ and school system effectiveness: Construction and factorial validity of a measuring instrument. British Journal of Education, 7(7): 62–75.
Bhihimani, A. (2008). Ownership and control: Rethinking public participation for the twenty-first century. Washington, DC: Brookings Institution.
Buch, K., and Spangler, R. (1990). The effects of quality circles on performance and promotions. Human Relations, 43(6): 573- 582.Available at: https://doi.org/10.1177/001872679004300605.
Cadbury Committee. (1992), Cadbury Committee Report: Financial Aspects of Institutional management practices, Burgess Science Press, Basingstoke.
Adrian, C. (1992) Report of the Committee on the Financial Aspects of Corporate Governance. London: Gee.
Cappelli, P. (2008). Talent Management for the Twenty-First Century. Harvard Business Review. March, 74-81.
CIPD. (2010). The War On Strategies? Sustainability strategies Under Strategic Management in Uncertain Times. Available at http://www.cipd.co.uk/.
Collings, D., & Mellahi, K. (2011). Strategic Sustainable Strategies: A Review and Research Agenda. Strategic Management Review. 19, 304-313.
Commission for University Education (CUE). (2018 and 2019). Academic Staff Qualifications. http://www.cue.or.ke/.Companies Listed on Nairobi Securities Exchange. A Published PhD thesis, University of Nairobi, Kenya.
Conger, J., & Fulmer, R. (2014). Developing Your Leadership Pipeline. Harvard Business Review, 81(12).
Constitution of Kenya (2010). The Fourth Schedule.
https://www.kenyaembassy.com/pdfs/the%20constitution%20of%20kenya.pdf.
Creswell, J. W. (2011). Research design. Qualitative, quantitative and mixed methods approaches. 3rd edition. USA: SAGE.
Donaldson, T., & Preston, L. E. (1995). The Stakeholder Theory of the Corporation; Concepts,Evidence and Implementations. Academy of Management Review 20 (1).
Eisenhardt, K. M. (1989) Agency Theory: An Assessment and Review. Academy of Management Review, Vol. 14, No. 1.
FRC. (2010). Statement on global public participation principles. London: International Public participation Network.
Freeman, R. E. (1984). Strategic Management: A stakeholder Approach. Pitman London.
Freeman, R. E. (2010) Strategic Management: A Stakeholder Approach, Cambridge University Press, New York.
Garaika, H., Siswoyo, H., & Zainal, M. (2018). The Effects of Good University Governance and Organizational Culture toward Lecturer Performance and its Influence on Private Universities Performance in the City of Lampung. European Journal of Business and Management, Vol.10, No.21.
Garaika, H., Siswoyo, H., & Zainal, M. (2018). The Effects of Good University Governance and Organizational Culture toward Lecturer Performance and its Influence on Private Universities Performance in the City of Lampung. European Journal of Business and Management, Vol.10, No.21.
Glesne, C., & Peshkin, A. (2015). Becoming qualitative researchers. Thousand Oaks, CA: Sage. Hastings, J. S., & Weinstein, J. M. (2008). Information, University Choice, and Academic Achievement: Evidence from Two Experiments.
Hawley, J. P., & Williams, A. T. (1996) Public participation in the United States: The Rise of Fiduciary Capitalism making Paper, University of Economics and Business Administration, St Mary's College, Moraga, California.
Hove-Sibanda, P., Sibanda, K., & Pooe, D. (2017), ‘The impact of public participation on firm competitiveness and performance of small and medium enterprises in South Africa: A case of small and medium enterprises in Vander park Act Commercial 17(1), a446.https://doi.org/10.4102/ac. v17i1.446.
Public participation Council. (2007). Supporting Employee Development through Performance Management, Washington: Corporate Executive Board
Kamau, G. (2018). Public participation, Agency Conflicts, Strategic Choices and Performance of Financial Institutions in Kenya. A Published PhD thesis, University of Nairobi, Kenya.
Kamau, G., Aosa, E., Machuki, V., & Pokhariyal, G. (2018). Public participation, Strategic Choices and Performance of Financial Institutions in Kenya. International Journal of Business and Management; Vol. 13, No. 7. Canadian Center of Science and Education.
Kassa, Y. (2017). Practices and challenges of participatory leadership in secondary schools of Nifas Silk Laftob Sub-City. Unpublished thesis submitted to school of Graduate Studies, Addis Ababa University.
Kater, S., and Levin, J. S. (2004). Shared governance in the community college. Community College Journal of Research and Practice, 29(1): 1-23.Available at: https://doi.org/10.1177/0091552117700490.
Koroma, J. (2018). Collaborative management practices. International Journal on Data Science and Technology, 4(3): 93- 99. Macek, J.F., 2019. Why collaborative management is successful.
Lawal, B. (2012). Board Dynamics and Corporate Performance: Review of Literature, and Empirical Challenges. International Journal of Economics and Finance, 4, 22-35. http://dx.doi.org/ 10.18533/jefs. v4i02.21.
Letting, N. K. (2011). Board of Directors’ Attributes, Strategic Decision Making and CorporatePerformance of Firms in the Nairobi Stock Exchange. A Published Doctoral Thesis, University of Nairobi, Kenya
Madukwe, E. C., Owan, V. J., and Nwannunu, B. I. (2019). Administrative networking strategies and principals’ supervisory effectiveness in secondary schools in Cross River State, Nigeria. British Journal of Education, 7(4): 39–48. Mbon, U.F., 2017.
Makela, K., & Bjorkman, I. E. M. (2010). How Do MNCS Establish Their Talent Pools? Influence On Individuals' Likelihood of Being Labelled as Talent. Journal ofWorld Business, 45, 134-142.
Mashonganyika, T. B. (2015). The Relationship between Public participation and Firm Performance in South Africa. A Published Masters Thesis, Wits Business University, Johannesburg.
McCann, J. (2004). The changing definition of organizational effectiveness. Human Resource Planning. 27(1), 17-30.
McCormick, R. E., and Meiners, R. E. (1998). University governance: A property rights perspective. The Journal of Law and Economics, 31(2): 423-442. Minor, J., 2003. Assessing the senate: Critical issues considered. American Behavioural Scientist, 46(7): 960-977. Available at: https://doi.org/10.1177/0002764202250122.
McNulty, J. K. (2010). When Positive Processes Hurt Relationships. Current Directions in Psychological Science, 19, 167-171. https://doi.org/10.1177/0963721410370298.
Mihyo, P. (2007). Staff Retention in African Universities and Links with Diaspora Study. Report for the Association for the Development of Education in Africa Working Group on Higher Education.
Millett, J. D. (1985), New Structure of Campus Power: Successes and Failures of Emerging Forms of Institutional Governance, Jossey Bass, San Francisco.
Monyoncho, R. M. (2015) Perception of Public Participation Practices at the University of Nairobi. DBA Africa Management Review, Vol 5 No 1.
Monyoncho, R. M. (2015) Perception of Public Participation Practices at the University of Nairobi. DBA Africa Management Review, Vol 5 No 1.
Munene, I. (2008) Kenya’s Universities Must Open up their Budgets to Scrutiny. Available at https://www.africanewshub.com/.../5911445.
Munene, J. O., Otieno, W. (2005). Private higher education in Kenya, in N. V. Varghese Higher education and specialized training: New trends in higher education. Paris, UNESCO: International Institute for Educational Planning.
Muralidharan, K., & Sundararaman, V. (2011) Teacher Performance Pay: Experimental Evidence from India,” Mimeo UC San Diego. Journal of Political Economy, Vol. 119, No. 1.
Mwebi, S. S. (2017). Kenya: Private University Growth of Mixed Blessing. Retrieved December, 23, 2017, from http://www. Universityworldnews.com/article.php2.story. at 7.50am
Mwiria, K., Ngethe, N., Ngome, C., Ouma-Odero, V., Wawire D., & Wesonga, D. (2014) Public University reform in Kenya: Mapping the key changes in the last decade in Public and private Universities in Kenya. Oxford: James Curry Ltd.
Mwiria, K. M. (2016). Public & Private Universities in Kenya. New Challenges, Issues & Achievements. Nairobi: East African Educational Publishers.
Nafukho, F. (2008), “Consensus building, dialogue and spirituality principles of the learning organization paradigm: implications for Kenya's public service reform agenda”, Journal of Third World Studies, Vol. 25 No. 2, pp. 153?75.
Nair, C. S., Wayland, C., & Soediro, S. (2005). Evaluating the Student Experience: A Leap into the Future. Paper Presented at The 2005 Australasian Evaluations Forum: University Learning and Teaching: Evaluating and Enhancing the Experience, UNSW, Sydney, 28–29 November.
Ndiwalana, G., Ssekakubo, J., & Lwanga, F. (2017). Public participation and the Financial Performance of Savings, Credit and Corporative Societies. International Research Journal of Arts and social Science Vol. 3(3).
Ndwiga, E. K. (2018). Public participation, Strategy Implementation, IndustryCompetition and Performance of public universities.
Nguyen, W. G. (2008). University mergers in South Africa (8th ed.). Mason, HO: Cengage Learning.
Nunnally, J. C. (1978) Psychometric theory. 2nd Edition, McGraw-Hill, New York.
Odhiambo, G. C. (2014). A Role of Institutional Managers in Quality Assurance: Reflections On Kenya’s University Education Australian Journal of Business and Management Research Vol.1 No.2 May-2011.
Ogunruku, A. O. (2010). Statutory bodies in universities: Roles, organizational structure and functions. Paper Delivered at a retreat for Members of Council of University of Agriculture, Abeokuta.
Okoko, P. A. (2017). Relationship between Public participation and the Performance of Insurance Companies in Kenya. A Published Masters thesis, University of Nairobi, Kenya.
Osim, R. O., Uchendu, C. C., and Mbon, U. 2012. Management's innovative behaviours and task performance among secondary school teachers in Cross River State, Nigeria. Journal of Emerging Trends in Educational Research and Policy Studies, 3(5): 661-664
Petra, T. (2006) The Charity: Pivotal Social Policy Role. International Journal of Sociology and Social Policy. Vol 14, No 3/4, 91±151.
Rockoff, J., & Turner, J. (2010) Short-Run Impacts of Accountability on University Quality. American Economic Journal: Economic Policy. Vol. 2 No. 4.
Scullion, H., & Collings, D. G. (2010). Global Talent Management. Journal of World Business, 45, 105-108.
Shabbir, A., & Padget, C. (2005). The UK Code of Public participation. Link between Compliance and Performance. Working paper, ICMA Centre, University of Reading.
Tricker, R. I, 1978, The Independent Director – a study of the non-executive director.
Tusubira, N. F., & Nkote, I. N. (2013). Public participation in Private Universities: Financial Performance Perspective. Journal of Business Law and Ethics, Vol. 1 No. 1. American Research Institute for Policy Development.
In-Text Citation: (Kariuki et al., 2022)
To Cite this Article: Kariuki, P., Ombaka, B., & Kiumbe, P. (2022). Public Participation and Performance of Chattered Public Universities in Kenya. International Journal of Academic Research in Business and Social Sciences, 12(9), 1835 – 1849.
Copyright: © 2022 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode