IntroductionThis paper reports a study that sought to investigate the moderating role of top management support on the relationship between utilization of human resource strategy evaluation and the performance of the human resource strategy in universities in Kenya. Over the past two decades, universities have utilized strategy through strategic planning. Macdonald (2019) quoting Elizabeth Buckner notes strategic planning in universities a huge global trend. Fredua-Kwarteng (2020) observes majority of African tertiary education institutions have strategic plans. The environment, in complexity and dynamism, has compelled institutions to adopt market-like mechanisms so as to survive and thrive. Citing Keller (1983), Shattock (2010), Bayenetet al. (2000), and Groves et al. (1997, Parakhina, Godina, Boris, and Ushvitsky (2017) outline some of the pressures on universities: turbulence in context; high velocity evolution of international competition; changed demand requirements to university education; fading lines of distinction of the education market; inadequate qualified scientific and instructional human resources; and demands for innovations.Higher education institutions have found themselves in a competitive marketplace; the main variables being attraction of exceptionally respected scholars, top-rate students, sponsors, as well as raising their profile and reputation (Goldman and Salem, 2015). Notably, public universities have transformed from being 'state-controlled to statesupervised' (Fredua-Kwarteng, 2020). And the university institution is now considered an 'organization like any other' (Macdonald, 2019, quoting Elizabeth Bruckner). Thus, the identity of the university, 'half-public, half-private', has become problematic (Tavernier, 2005); and the varied stakeholder demands have added on to this identity crisis. Thus, according to proponents, strategic planning, a rigorously critical brainstorming process university administrations deploy to direct their activities (Ofori&Atiogbe, 2012), help institutions confront hostile environments; and in particular to efficiently allocate resources for attainment of key milestones (Ofori&Atiogbe, 2012, citing Bain and Company, 2003). Goldman and Salem (2015) suggest strategic planning portend success for complex entities among them universities and colleges.