Response Rate on workplace environment and organizational performance of public
universities
The number of questionnaires that were administered to the sampled respondents were
192. A total of 170 questionnaires were dully filled and given back. This resulted
to a response rate of 88.54% which was sufficient to give the findings adequate
credibility and reliability. The rate of response was considered adequate by the
recommendations by Sekaran (2015) who suggests 30% response to be adequate
while Nulty (2014) indicated that a response rate of more than 70% is acceptable.
Babbie (2012) also asserts that the return of 50% is acceptable to analyze, 60% is
good and 70% is very good. Mugenda and Mugenda (2015) support that a rate of
50% and above is acceptable. The study adopted recommendations by Nulty
(2014) that indicated a response rate of more than 70% is acceptable since the
response rate for the study was 88.54%.
Demographic Characteristics
The study collected demographic information regarding respondents and the
institution they work in. The information sought included gender, duration they
have worked in the institution they are currently working and level of education.
Gender distribution of the Respondents
The study sought information on gender of respondents to determine the extent of
gender disproportion and ensure the study was representative. The results are
presented in Table 4.1.
Table 4. 1: Gender Distribution of the Respondents
Gender Frequency Percentage
Male 83 48.8%
Female 87 51.2%
Total 170 100.0%
The results show that 48.8% of the sampled members were males while
51.2% were females. The study had almost equal ratio of males and females.
However, it can be concluded that the females slightly dominated over
males in the sampled respondents for this study, implying that the
population of female staff in the sampled Universities is higher. This shows
that the third gender rule has been implemented in the sampled public
universities in Mt. Kenya region.
Length of Service
The study sought to establish the duration the respondents had worked in the
organization to establish whether they had accomplished sufficient experience to
provide accurate and reliable information. The study findings are presented in
Table 4.2.
Table 4. 2: Length of Service of Respondent
Experience (Years) Frequency Percentage
0-5 Years 37 21.8%
6-10 Years 56 32.9%
11-15 Years 61 35.9%
Over 15 Years 16 9.4%
Total 170 100.0%
The results in Table 4.2 show that 21.8% of the respondents had worked for the
institution for less than 5 years; 32.9% of the respondents had worked for the
institution between 5- 10 years. 35.9% of the respondents had worked for the
institution for between 10-15 years whereas 9.4% of the respondents between had
worked for more than 15 years. The study therefore found that most of the
respondents had a working experience of over 11 years thus they were aware of
the information being searched for by the study.
Level of Education
The study sought to establish the level of education of the respondents. The
respondents were requested to indicate their level of education. The findings are
presented in Table 4.3.
Table 4. 3: Education Level of Respondents
Level of education Frequency Percentage
Certificate 10 6%
Diploma 20 12%
Undergraduate 110 64%
Postgraduate 30 18%
Total 170 100.0
The findings in Table 4.3 indicate that 6% of the respondents had attained a
Certificate, 12% had attained Diploma, 64% had attained undergraduate, 18% had
attained postgraduate education. This shows that the Universities were run by
qualified staffs with the knowledge to carry out their set duties hence they would
provide information required for the study.
Organizational Performance of Public Universities in Mt. Kenya region
The study sought to establish the status of organizational performance and
therefore respondents were requested to indicate their level of agreement with a
number of statements regarding the dependent variable. Interval scale by use of
Five Point Likert Scale was used for the study. The results are presented in Table
4.4.
Table 4. 4: Status of Organizational Performance in Public Universities
Statements
Not at all
Low extent
Moderate extent
Great extent
Very Great Extent
Mean
Std. Dev
1. Service
delivery in my
workplace
environment is
efficient
0.0% 7.6% 51.2% 32.9% 4.7% 4.5 0.70
2. The
composite score
in performance
contracting in
the University
am working on
is above 100% 0.0% 17.6% 48.2% 26.5% 3.5% 4.1 0.76
3. There are
many Self
Sponsored
Students (SSP)
in the University
am working in
0.0% 2.4% 22.9% 48.2% 22.4
%
4.9 0.76
4. Customers’
suggestions or
complaints are
dealt with
utmost care 1.2% 11.8% 54.1% 23.5% 5.3% 4.2 0.77
The study findings in Table 4.4 showed that most of the respondents (88.8%)
agreed that service delivery in their workplace environment was efficient (Mean =
4.5; SD=0.70). The findings revealed that majority of the respondents (78.2%)
agreed that the composite score in performance contracting in their University was
above 100% (Mean = 4.1; SD=0.76). 93.5% of the respondents agreed that there
were many self-sponsored students in their University (Mean = 4.9; SD=0.76).
Most of the respondents (82.9%) to a moderate extent agreed that customers’
suggestions or complaints were dealt with utmost care (Mean = 4.2; SD=0.77).
The overall findings of the study imply that if customers’ suggestions or
complaints are dealt with utmost care, there will be an improvement in
organizational performance in Universities. This would be evidenced by a
composite score in performance contracting in their University of above 100% as
well an increase in enrolment of self-sponsored students. A mean of more than
four represents an overall favorable opinion regarding organizational performance
in the Public Universities since the maximum possible mean is 5.0 while the
lowest possible mean is 1. Therefore, performance in the Universities sampled was
comendable. These results are in agreement with Anyango et al. (2010) findings
that customers focus has a positive effect on performance of manufacturing firms.
The findings also concurred with Singels et al. (2002) view that customer focus
leads to better performance. The results also concurred with the findings of Chi
and Gursoy (2008) that customer focus leads to superior performance as compared
to the competing institutions. The RBV theory by Barney, (2007) greatly supports
the findings that customer focus is unique and difficult to imitate, thus leading to
superior performance. Content analysis of qualitative data obtained from
comments of individual respondents revealed that poor governance, corruption,
lack of competitive strategies and incompetent leadership were the main
hindrances to organizational performance in Public Universities in Mount Kenya
Region. Respondents advised Public Universities management to come up with
more competitive strategies like offering fee waiver to students so that more can
apply to them, this in return increases the organizational performance.
