Social Problem on the Effect of People Management on Performance Excellence
in Universities in Kenya
The performance excellence of HEIs is a global concern with every university wishing to be a
world class university (WCU). According to Altbach (2004) everyone want to have a World
class university “no one knows what it is, and no one know how to get one”. HEIs are expected
to play a dynamic and lively role in the academic and professional success of a growing
economy (Nigavekar, 2011).The Universities are accountable for the present and future of the
society. Acknowledging the critical role played by the HEIs in education, research and
technology transfer, there has been a deliberate effort worldwide to expand the HEIs. Similarly,
HEIs in Kenya has gone through the same expansion in recognition of the role of HEIs in
realization of her Vision 2030. However some performance gaps are observed in universities in
Kenya, this is demonstrated by the myriad of challenges they are experiencing as identified by
previous researchers including inadequate funds, inadequate teaching and learning resources, ,
overcrowding, poorly equipped libraries and laboratories, unsatisfactory co- curricular activities,
heavy workload, staff turnover, which consequently have a negative impact on quality of
graduate (Kimathi & Henry, 2014; Okioga, Onsongo, & Nyaboga, 2012; Odhiambo, 2011). The
low quality consequently affected the employability of the graduates as a result of employability
skills gaps (Kalei, 2014). Previous research has focused more on challenges facing HEIs creating
a gap on then what drives their performance excellence. This study therefore sought to evaluate
the influence of people management on performance excellence of universities in Kenya.
Literature Review
Theoretical literature Review
A system as described by Daft, Kendrick, and Vershinina, (2010) comprises of different closely
related parts that function together to achieve a common goal. A system operates through using
input from external environment and giving back some output to the external environment (Daft
et al.,2010). System theory can be viewed as having five components that interact with one
another; inputs, processes, outputs, outcomes or feedback and the environment. The input in the
system theory refers to resources used to produce goods and services including the materials,
financial, human resources and technology or information system. According to Olum(2004),
system theory assists the management to look at the organization from a broader perspective and
in the relationship of various parts that play a key role in the success of organization. Based on
system theory, universities need to focus on various inputs identify in system theory especially
the human resources to drive the expected output. The universities should pay special focus on
people management aspect through motivating it employees and engaging of highly talented
scholars. Excellence model such as European foundation quality model (EFQM) also identifies
people as one of the enabler of organizational success. The model has been applied by some of
the Universities such as Sheffield Hallam University, UK to develop good management practices
(Sheffield Hallam University, 2003). According to EFQM Excellence Model, excellent
organizations value their people and create a culture that allows the mutual benefit between the
organizational goals and individual goal. Excellent Organization achieves excellence through
developing capability of their people and continuously promoting fairness and equality among
the employees (EFQM, 2013).
“People”, “labor”, “intellectual capital”, “human capital”, “human resources”, “talent” as widely
referred are resources employee possesses which are fundamental to the organization success
(Gabčanová, 2011). According to Daft et al. (2010) people in an organization give the base for
the organization competitive advantage. Mullins(2010) observes that the systems and procedures
and organization have no meaning without people. An organization achieves expected outcomes
through paying key attention to people management practices that support empowerment and
involvement, process ownership (autonomy), diversity of skills and specialization and feedback
on performance to know their strength, weaknesses and the areas they need to improve on
(Eskildsen, Kristensen, & Juhl, 2000). The University should effectively plan, manage and
improve people resources through formulation of key human resource policies that are all
inclusive in decision making, with proper dialogue and feedback, policies that support
competitive remunerations, rewards, recognition and the welfare of the employees, this propel
realization of staff full potential at personal level, as a team and across the University (Sheffield
Hallam University, 2003). According to Mullins (2010), relationship behavior result from the
extent to which the leader engages in a two-way communication between the leader and the
follower, providing feedback on their input, giving them support and motivating them.
Organizations cannot depend on individual leaders or a small team of management; they need to
harness the ideas, skills and energy of the employees for the organizational success to thrive.
This study focused on people management through motivation and engaging highly talented
employees.
References
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[3] Altbach, P. G., & Salmi, J. (2011). The Road to Academic Excellence: The Making of
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