This study examined the role of management policies on employee performance in public universities in Kenya, focusing on how institutional policies shape productivity, motivation, and job satisfaction among university staff. Grounded in the Conservation of Resources (COR) Theory, the study employed a cross-sectional survey research design targeting 26,630 employees across public chartered universities and constituent colleges in Kenya. Using the Krejcie and Morgan formula, a sample of 384 respondents was determined, with 342 questionnaires successfully returned, yielding an 89.06% response rate. Data were collected through structured questionnaires and analyzed using both descriptive and inferential statistics, including correlation and regression analyses. Descriptive findings revealed that employees strongly agreed with positive management policy indicators, with overall mean scores of 4.24 on a five-point Likert scale. Regression analysis demonstrated that management policies had a positive and statistically significant effect on employee performance (R = 0.678, R² = 0.460, p < 0.01), indicating that 46.0% of the variance in employee performance could be attributed to management policies. The findings reveal that clearly formulated, transparent, and participatory management policies positively influence employee performance by enhancing accountability, equity, and professional growth. Conversely, rigid or poorly communicated policies contribute to low motivation and diminished productivity. The study concludes that effective management policies serve as critical tools for aligning institutional objectives with employee capabilities and recommends continuous policy review, staff engagement, and capacity-building initiatives to strengthen performance outcomes in Kenya's public universities.
Praxedes Khatenje Lusambili (Fri,) studied this question.