Strategies used to address systemic barriers to ISO compliance in MOI University, Kenya
Rael Jebet Sogomo
International standards organization (ISO) plays an important role in developing standards for both quality management and environmental management. The study examined the strategies that Moi University used to address systemic barriers to ISO compliance. The study was guided by Scientific Management Theory as well as Contingency Theory. The study was both qualitative and quantitative in nature. Data were collected by means of semi structured questionnaires supplemented by interview schedule guides. The target population for the study was 1,343 officers drawn from the various systems of the institution. Stratified random and purposive sampling techniques were employed in selecting respondents. The sample size was computed as 404 officers who constituted 30% of the target population. This included top management, Directors, Deans, Heads of Department, lecturers and administrative staff. Cumulative frequencies, percentages means and standard deviation were computed to help derive meaning from quantitative data. Qualitative data from interview schedule guide were transcribed, thematically classified and arranged before being reported in narrations and quotations. Findings were presented in form of tables, charts and graphs. From the findings of the study, it emerged that MOI University has put in place numerous measures to minimize and eradicate barriers to compliance with the ISO requirements. Among the major strategies the University has adopted include: following through on students’ progress, promoting employee engagement, management commitment to ISO implementation, regular review and follow-up on implementation, regular inspection and audits, clear communication about objectives and rationale behind ISO implementation efforts, and holding of regular consultative meetings. The University’s top management needs to ensure that innovative approaches, besides the ones mentioned above, are put in place in its various organs to counter the effect of the barriers towards efficient implementation of the QMS.