Organizational Culture and Employee Performance in Selected Private Chartered Universities in Nairobi City County, Kenya

Despite the critical role of organizational culture in establishing shared values, norms, and supportive work conditions that drive administrative and academic excellence in private universities, many institutions face significant challenges with talent retention and inconsistent employee performance. This study sought to examine the relationship between organizational culture and employee performance in selected private chartered universities in Nairobi City County, Kenya. The study specific objective was extracted from a broader investigation of the effect of talent retention strategies and employee performance in private chartered universities in Nairobi County. A descriptive research design was adopted. Study target population was 187 and sample size was 127. Data were collected using a structured questionnaire administered to employees in selected private chartered universities. The study attained response rate of 83% where 106 questionnaires out of 127 questionnaires issued were returned. Organizational culture was measured using indicators relating to communication of institutional goals and changes, supportive working environment, shared organizational values, and employee participation in policy processes without victimization. Data were analysed using descriptive statistics, Respondents were 51% male and 49% female. Most held postgraduate qualifications (84%) and 53% had more than ten years of service. Descriptive results showed moderately positive perceptions of organizational culture overall (mean of item means ≈ 3.50). Shared values recorded the highest mean (M = 3.61, SD = 1.06), followed by communication of goals and changes (M = 3.49, SD = 0.97), while a supportive working environment and employee participation in policy processes each recorded M = 3.44 (SD = 1.02). The findings indicated a strong positive and statistically significant relationship between organizational culture and employee performance (r = .855, p < .001). In the broader multiple regression model incorporating compensation and benefits, employee development, organizational culture and work-life balance, organizational culture recorded the strongest standardized coefficient (β = .467, p < .001). The overall model explained 78.8% of the variance in employee performance (R² = .788), F(4,101) = 93.944, p < .001. The study concludes that organizational culture makes a significant unique contribution to employee performance within the selected private chartered universities. The findings highlight the need for university management to strengthen communication, supportive work environments, shared institutional values and meaningful employee participation in organizational decision-making. Keywords: Organizational Culture; Employee Performance; Talent Retention; Private Universities; Higher Education