ISSN: 2222-6990
Open access
In the modern competitive business climate, procurement entities painstakingly focus on getting technologically advanced goods and services that have no defect in a timely and cost-effective manner. Often suppliers lack the ability to perform adequately in one or more of this area. It is against this background that this study sought to determine the effects of transparency on procurement performance. This was undertaken through the following specific objectives; to analyze the effects of frequency of communication on procurement performance; assess the effect of giving repeat orders on procurement performance; evaluate the effects of buyer-supplier meetings on procurement performance and the effects of giving additional information on procurement performance. This study adopted the social exchange theory. Moi University was selected using cluster sampling technique. Census technique was used to get the sample size. Data was obtained using structured questionnaires. A pilot test was carried out to establish the validity and reliability of the questionnaires. A reliability coefficient of above 0.7 was accepted for this study. Data was analyzed using both descriptive and inferential statistics. Findings indicated that the variables are statistically significance to influencing procurement performance. Public universities ought to communicate frequently with their suppliers, and in case any additional information is required, each party should be free to give out additional information. Public universities also need to give repeat orders to their suppliers whom they have vetted and have proved to be valuable asset. Buyer- supplier meetings should be held frequently this will ensure issues are discussed; challenges are addressed.
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In-Text Citation: (Chesseto, Gudda, Mbuchi, 2019)
To Cite this Article: Chesseto, S. C., Gudda, P., Mbuchi, M. (2019). Transparency and Procurement Performance of Public Universities in Kenya: The Case of Moi University. International Journal of Academic Research in Business and Social Science. 9(9), 437-447.
Copyright: © 2019 The Author(s)
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