Effect of Collective Commitment on Organizational Performance of Non-commercial State Agencies in Kenya

This study examined the effect of collective commitment on organisational performance in non-commercial state agencies in Kenya, with institutional framework as a moderating variable. The study was anchored in the Strategic Agility Framework and supported by Upper Echelons Theory, Institutional Theory, and Public Value Theory, which collectively explain how leadership behaviour, institutional constraints, and public value creation influence performance outcomes. Collective commitment was conceptualised through board and management alignment, collaborative decision speed, and shared public service vision, while organisational performance was measured using service delivery effectiveness, operational and cost efficiency, and public value and citizen satisfaction. Institutional framework was operationalised through the regulatory environment, governance structures, and policy support systems. The study adopted a pragmatist philosophy and a sequential explanatory mixed methods design with a predominantly quantitative approach. A census of 131 non-commercial state agencies was undertaken, targeting chief executive officers, senior managers, directors, and heads of departments. A total of 109 responses were obtained, representing a response rate of 93.16%. Primary data were collected using semi structured questionnaires, while secondary data were obtained from performance contracting reports, audit reports, and national performance evaluation documents covering the period 2019 to 2023. Reliability was confirmed through a Cronbach’s alpha coefficient of 0.865, while construct validity was established through Principal Component Analysis with factor loadings ranging from 0.702 to 0.835. Harman’s single factor test indicated minimal common method bias, with a single factor accounting for 33.77% of the variance. Quantitative data were analysed using descriptive statistics, multiple regression, and moderated regression analysis in SPSS. The findings revealed that collective commitment had a positive and statistically significant effect on organisational performance, explaining 60.0% of the variance (R² = 0.600, p < .001). The institutional framework demonstrated both significant direct and moderating effects, increasing the explanatory power of the model to 68.5% (R² = 0.685, p < .001). Qualitative findings corroborated the quantitative results, showing that rigid procurement procedures and fear of audit sanctions constrain decision-making and implementation speed. The study concludes that organisational performance in non-commercial state agencies is largely driven by collective commitment and strengthened by supportive institutional frameworks. It recommends strengthening leadership alignment, enhancing collaborative decision-making, promoting a shared public service vision, and reforming regulatory and governance systems to improve efficiency, coordination, and service delivery.

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Collective commitment, non-commercial state agencies, organisational performance, institutional framework, strategic agility, Kenya

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Effect of Collective Commitment on Organizational Performance of Non-commercial State Agencies in Kenya

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