Internal Environment and Organizational Performance of World Vision in Nairobi City County, Kenya
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In Nairobi, World Vision functions in a fast-paced setting. The strategic objectives that World Vision in Nairobi chooses to stay relevant in connection to its purpose and vision are determined by the changes that occur in the environment, whether predicted or not. The general objective of this study was to investigate the influence of internal environment on organizational performance of World Vision in Nairobi City County, Kenya. The study specifically sought to evaluate the influence of organizational culture, employee competence, organizational structure and leadership style on the organizational performance. Resource-based perspective theory, Durkheim's theory of culture, contingency theory, and expectancy theory drove the research. This study used descriptive survey research design. The unit of analysis was World Vision in Nairobi City County, Kenya. The accessible population was 95 respondents comprising of 10 managers and 85 support staff. To ensure that all instances are fully represented, the study used a stratified sampling strategy to sample the available population. The respondents were chosen based on a simple random selection procedure. Questionnaires were used to obtain primary data. To examine the face and content validity of the research instruments, a pilot study was done with ten respondents who did not engage in the real study. The pilot study will also measure the characteristic of the reliability of the research instruments over the period of the research. The information received from the open-ended questions was analyzed using a content analysis approach and provided in narration style. Quantitative data was examined and presented in the form of tables and figures using descriptive statistics such as mean and standard deviation. Inferential statistics like correlation analysis and multiple regressions were used to determine the relationship between variables. The study found that organizational culture, employee competence, organizational structure and leadership styles had a positive and significant relationship with the organizational performance. According to the findings of this study, a work environment with organizational culture is driven by purpose and clear expectations. Employee competence guarantees that training and professional development initiatives supported by the company are cost-effective, goal-oriented, and productive. Information flow can be utilized in conjunction with an organizational structure to enhance speedier decision-making. Leadership style creates a planned and organized decision-making process that makes the aim more apparent and obvious. The study recommends that To assist workers understand what is anticipated, the organization's leaders must convey not only the values, but also the required actions connected with each value., which reduces uncertainty and ensures everyone is aligned on how things should be done at the organisation. In order to improve competencies, the organization should provide enough resources and motivate its employees. The organization should look at the current organizational structure and analyze whether its employees know their exact duties, who they supervise and whether they are being used to their maximum potential. The organizational leaders should take time throughout the day to reflect to improve leadership style and skills and the managers should improve their leadership style by setting examples.