INFLUENCE OF ADHOCRACY CULTURE ON PERFORMANCE OF PUBLIC WATER COMPANIES IN KENYA
Gordon Khendi Misigo - PhD in Human Resource Management, Department of Entrepreneurship and Procurement, College of Human Resource Development, Jomo Kenyatta University of Agriculture and Technology, Kenya
Dr. Susan Were - Jomo Kenyatta University of Agriculture and Technology, Kenya
Prof. Romanus Odhiambo - Meru University of Science and Technology, Kenya
ABSTRACT
The purpose of this study was to investigate the influence of adhocracy culture on performance of public water companies in Kenya. The study was based on Cameron and Quinn’s competing values framework for evaluation of an organization’s culture. The independent and dependent variables that were investigated are adhocracy culture and organizational performance respectively. The study adopted descriptive and correlational research designs with a statistical sample of 185 employees in all cadres of the selected 17 public water companies. The data collected was sorted and analyzed using descriptive, diagnostic and inferential analyses. Statistical Package for Social Sciences Version 23.0 was used for data analysis and generation of tables, figures and relationships. Inferential statistics including correlation, analysis of variance and multiple linear regression models were used to establish the association involving the independent and dependent variables. The correlation coefficient results show that adhocracy culture had a positive significant effect on performance, r = .837, p = .000. Regression results indicated that for every one unit change in adhocracy culture, performance increases by 0.327 units thus implying a positive impact of adhocracy culture on organizational performance. The study therefore found that adhocracy culture has a significant influence on performance of public water companies in Kenya.
