ORGANIZATIONAL ORIENTATION AND PERFORMANCE OF TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING INSTITUTIONS IN KENYA: A CASE STUDY OF WOTE TECHNICAL AND TRAINING INSTITUTE

Abstract

The general objective was to examine the organizational orientation and performance of technical and vocational education and training (TVET) institutions in Kenya with specific objectives being to establish the effects of strategic orientation on the TVET’s performance at Wote TTI and to examine the effects of market orientation on the TVET’s performance at Wote TTI. The following theoretical pillars served as the study's guide: Resource-Based View Theory, Dynamics Capabilities Theory, and Stewardship Theory whereby the Resource-Based View Theory Served as the Anchor Theory and it was complemented by Dynamics Capabilities and Stewardship Theories. The study targeted a population of 1100 and used a descriptive research approach. A sample size of 110 respondents were chosen using stratified random sampling technique. Questionnaires were used to gather data. The findings indicate that organizational orientation and the performance of TVET have a significant relationship (p 0.05, P = 0.00). Predictor variable statistically showed significant values with p = 0.05, implying that increasing the mean index of predictor variables will improve the performance of TVET. According to the model, strategic orientation was the predictor variable that had the greatest impact on the performance of TVET, followed by market orientation. The conclusion was that the performance of TVET may be accounted for by a change in each of the predictor factors; the other 42.7% is explained by the variations of the elements not taken into account in this analysis. The findings indicated the greatest impact on the performance of TVET is strategic orientation. According to the study's advice, it was recommended that Wote TTI and other institutions should use their core skills wisely to accomplish their strategic goal. This research also suggested that all TVET institutions in Kenya should develop their own strategies in order to remain competitive. The report also suggested that all TVET institutions regardless of size, develop their plans, carry out the crucial SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), as well as environmental scanning. Further suggestions were that, it was vital to include employees in strategy

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execution to lessen the difficulties which were encountered by the management of Wote TTI.