Organizational Structure and Institutional Performance in Public Universities: Evidence from The Technical University of Kenya

Abstract

This study examined the effect of organizational structure on the performance of the Technical University of Kenya (TUK). Despite structural reforms in Kenyan universities aimed at improving efficiency and accountability, institutions continue to face challenges related to bureaucratic rigidity, poor coordination, and limited adaptability. The study sought to assess how organizational structure influences communication efficiency, accountability, and adaptability within TUK. It focused on six departments Administration, Finance, Library Services, Procurement, Management, and Quality Management within Nairobi City County. Grounded in the Contingency Theory of Organization and supported by Systems Theory, the study adopted a survey research design targeting a population of 298 staff, from which a sample of 171 respondents was selected using stratified, proportionate, and simple random sampling. Data were collected using structured questionnaires, pretested for validity through expert review and tested for reliability using Cronbach’s Alpha (α ≥ 0.7). Data were analyzed using descriptive and inferential statistics with the Statistical Package for Social Sciences (SPSS). Findings revealed that the organizational structure positively affects institutional performance by improving communication, collaboration, and accountability, though moderate rigidity limits adaptability. The study concluded that aligning structure with strategic objectives enhances efficiency and effectiveness. It recommends that TUK strengthen interdepartmental communication, decentralize decision-making, and adopt flexible, participatory structures supported by digital systems. These findings contribute to evidence-based restructuring and provide policy insights for enhancing performance in Kenya’s higher education institutions.