EFFECTS OF STRATEGY SELECTION ON THE PERFORMANCE OF TVET INSTITUTIONS IN NORTH RIFT REGION, KENYA

Abstract

Technical and Vocational Education and Training institutions are recognized in Kenya as key drivers of the nation’s industrialization goals under Vision 2030 and the Bottom-Up Economic Transformation Agenda. Despite TVET’s recognition, many institutions continue to experience performance challenges. Although most institutions engage in strategic planning, the crucial step of strategy selection is often poorly executed. Some institutions rely on generic strategies that fail to match their unique contexts or adapt to changing industry demands, while others face resource challenges that limit their ability to implement effective choices. This study investigated how strategic strategy selection shaped the performance of TVET centres in the North Rift Kenya. Anchored on Contingency Theory, it adopted a causal design and a quantitative approach. Data was gathered through structured questionnaires issued to principals and industrial liaison officers from all 37 TVET institutions, totalling 74 respondents. Descriptive statistics, correlation, Chi-square, and regression analyses were conducted using SPSS. Study results showed that institutions prioritized feasibility and stakeholder involvement, cost-benefit analyses, cost-effectiveness, and sustainability in strategy selection. Correlation depicted a strong and significant connection between strategy selection and institutional performance (r = 0.627, p < 0.01). Strategy selection positively and significantly affects the institutions’ performance (β = 0.547, p<0.05). Therefore, it is concluded that effective strategy selection substantially enhances TVET performance. It proposes bolstering evidence-based decision-making, stakeholder engagement, capacity building, and monitoring mechanisms to guarantee long-term institutional success.