Influence of Management Support on Sustainable Performance of Kenyan Public Universities

Abstract

Influence of Management Support on Sustainable Performance of Kenyan Public Universities 1. Introduction Sustainable output is one of the terms with a very broad meaning, because everyone has the right interpretation and lets the context look after the term. Over a certain period of time, sustainable output may usually be considered by activities (Illmer, 2011). In the field of transparency and strategic planning, reliable performance metrics are important. Quality assessment is the quantification and quality evaluation method as a tool used to assess efficiency and effectiveness of action (Wong, 2013). The concept of sustainable development is significant, but it poses some challenges. Between them, at the beginning of a business initiative like ISO 9001 certification, it is relatively easy to encourage and enjoy, but Curry and Kadasah (2) have observed that maintaining dedication and motivation is more than often a problem in terms of time. Bateman (2005) defined sustainability as not a binary term, but rather a number of states that has only two states, which are both sustainable and non-sustainable. Bateman and David's (2002) sustainability model represents the multiplicity of the countries that categorize sustainability. Despite high standards of sustainability in some industries, other businesses have difficulties with maintaining their long-term process improvement strategies, leading to lower standards of sustainability (Bateman, 2005). The discrepancies experienced by companies in supporting a common ISO 9001 system do not appear to be definitively solved. It remains largely unanswered in the words of Taylor and Wright (2003).' The calculation of ISO standard quality for public universities results cannot be separated from growth rates. The accredited organizations of ISO 9001 are growing faster and the organizational output is not accountable to production, according to Terlaak & Kings (2006). This study was conducted in private sector manufacturing facilities in North America and explored whether certification according to ISO 9001 standards could have a competitive advantage and effect on institutional development. Management engagement is very necessary if quality management strategies are successfully implemented in an organization. Pheny & Teo (2003) also observed that ISO 9001 must be communicated to the organization as a whole in

The Impact of Effective Leadership on Employee Motivation and Job Satisfaction in Kenya

“…Kenya's young and growing population presents opportunities and challenges for organizations, requiring a better understanding of how to effectively lead and motivate young generations of employees (Kibera & Simatwa, 2020). Moreover, economic opportunities are still limited for many in Kenya, which may impact the drivers of and barriers to job satisfaction (Makau, 2020).…”

“…Effective leaders in Kenya have been found to be those who are culturally sensitive and can adapt their leadership style to the needs of their employees (Kibera & Simatwa, 2020). Additionally, other relevant factors that could shape the leadership-motivation-satisfaction relationship in the Kenyan context include levels of technological advancement in organizations, educational levels of the workforce, presence of labor unions, income inequality, and more (Makau, 2020).…”