In the contemporary global knowledge economy, the performance of Higher Education Institutions (HEIs) is a critical indicator of national development. However, public universities in Kenya face systemic performance challenges despite possessing a cadre of highly experienced academic and administrative staff. This study, extracted from a broader doctoral research project, focuses specifically on the influence of employee experience on the performance of public universities in Kenya and the moderating effect of an innovative culture. Using a pragmatic research philosophy and a descriptive survey design, data were collected from 191 management staff across 32 chartered public universities. The study operationalized employee experience through tenure, role diversity, task complexity, and supervisory responsibility. Findings from bivariate regression analysis revealed that employee experience significantly predicts institutional performance (Adjusted R2=0.231, p<0.001, R2=0.231, p<0.001), explaining 23.1% of the variance. Furthermore, hierarchical regression analysis established that an innovative culture serves as a vital catalyst, significantly strengthening the relationship between experience and performance (β=0.070, p=0.008, β=0.070, p=0.008). The study concludes that while accumulated experience provides institutional memory, its value is only fully realized within a culture that supports experimentation and risk-taking. The paper recommends that university leadership move beyond seniority-based promotions to implement strategic role rotation and mentorship programs that keep institutional experience dynamic and innovation-oriented.
Evelyne Karwirwa Gitonga, Susan Nzioki, N. Rintari· Human Resource and Leadershi...· 0 citations
Organizational performance in knowledge-intensive sectors is increasingly understood to reside in the intangible human factor. While technical skills and knowledge are foundational, the will to perform, encapsulated in employee attitude, is often the primary differentiator between high-performing and stagnant institutions. This study, derived from a broader doctoral project, investigates the influence of employee attitude on the performance of public universities in Kenya and examines how an innovative culture moderates this relationship. Grounded in the Theory of Planned Behavior (TPB), the study employed a descriptive survey design with a sample of 191 management staff from 32 chartered public universities in Kenya. Employee attitude was operationalized through indicators of punctuality, teamwork, work ethic, initiative, and commitment to organizational goals. Descriptive results showed high commitment (M = 3.97) but significant challenges in openness to institutional change. Bivariate regression results established a significant positive relationship between attitude and university performance (Adjusted R2=0.267, p<0.001, R2=0.267, p<0.001). Furthermore, hierarchical regression analysis showed that an innovative culture serves as a critical moderator (β=0.067, p=0.003), suggesting that positive attitudes are significantly more productive in environments that reward risk-taking and experimentation. The study recommends that university management shift from purely administrative oversight to psychological leadership, fostering a culture of ownership and innovative engagement.
Evelyne Karwirwa Gitonga, Susan Nzioki, N. Rintari· Human Resource and Leadershi...· 0 citations