Bridging Gaps in Strategic Alignment: The Impact of Line of Sight on University Performance Outcomes

Abstract

Line of Sight (LOS) is crucial in linking individual efforts with overarching organisational goals at a Higher Education Institution (HEI). This study investigates LOS's effectiveness in achieving strategic alignment and enhancing organisational performance. The HEI faces challenges such as missing targets in strategic plans and difficulties in spending allocated funds, attributed to shortcomings in strategic management. Based on the LOS conceptual framework, the study prioritises harmonising organisational competencies, employee engagement, and strategic objectives, emphasising human capital and employee involvement. Data was collected through quantitative surveys among HEI leaders and managers, assessing perceptions of strategic alignment, employee engagement, and accountability.

Findings showed significant agreement on aligning Key Performance Areas (KPAs) with the university's strategy and acknowledged LOS's role in enhancing engagement and alignment. However, views on accountability and strategic clarity varied, indicating areas for improvement. The study highlights LOS's vital role in driving performance and strategic alignment at HEIs, highlighting the need for ongoing efforts to boost employee engagement, clarify strategic direction, and strengthen accountability mechanisms. It also provides insights into best practices for leveraging LOS as a strategic tool in higher education.