Performance Management, Organizational Learning and Operational Efficiency in Universities in Kenya

Monicah Ng’ang’a; Peter K’Obonyo; Florence Muindi; Margaret Muthoni Kariuki

Monicah Ng’ang’a Faculty of Business and Management Science University of Nairobi, Kenya
Peter K’Obonyo Faculty of Business and Management Science University of Nairobi, Kenya
Florence Muindi Faculty of Business and Management Science University of Nairobi, Kenya
Margaret Muthoni Kariuki Department of Business Administration, University of Nairobi, Kenya

Keywords: Data Envelopment Analysis, Operational Efficiency, Organizational Learning, Performance Management, Universities

Abstract

Performance management has been extensively studied with differing ideas of what it is. Universities implemented performance management for efficiency. Performance management’s influence on operational efficiency with organizational learning as a mediator was investigated and confirmed by the study. Institutional and social cognitive theories grounded the study. Performance management was operationalized using the performance Management Behavior Questionnaire. Organizational learning applied the Dimensions of Learning Organization
Questionnaire. A cross-sectional descriptive census survey design was carried out on a population of 72 universities with a response rate of 58. Data envelopment analysis showed that technical efficiency declined. There was no sustainability of performance management initiatives. A careful balance between quality and entrepreneurism within the university as well in the proliferation of universities and careful attention to sustainability of organizational learning were recommended.