Strategic Implementation Practice and Performance of NonGovernmental Organizations in Juba, South Sudan
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Date
2024-11
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International Journal of Innovative Research and Advanced Studies (IJIRAS)
Abstract
In management research, the effect of strategic implementation practices on organizational performance has gained attention, particularly in the context of non-governmental organizations (NGOs). In a demanding context such as Juba, South Sudan, where political instability and scarce resources are common, comprehending these dynamics is crucial to enhancing operational efficiency and accomplishing sustainable development objectives. Although nongovernmental organizations (NGOs) are essential in meeting South Sudan's socio-economic needs and addressing humanitarian crises, empirical studies examining the impact of strategic implementation practices on NGOs' performance are scarce. The research project aimed to investigate the influence of strategic implementation techniques on national NGOs' performance in Juba. The study specifically investigated how strategic leadership, resource allocation, efficient communication, and cross-functional coordination affect NGO performance in the area. Three main theories served as the foundation for the investigation: the performance theory, the upper echelon theory, and the resource-based view theory. The main instrument for gathering data was a questionnaire that was directed at project managers, country directors, monitoring, evaluation, and learning officers, human resource officers, and project officers. Yamane's (1967) sample size formula was used to choose a representative sample for data collection. A test project with national NGOs was conducted in western Kenya to evaluate the accuracy and dependability of research tools. Descriptive statistics, such as averages and standard deviations, were used in conjunction with inferential statistics, like linear regression, to examine quantitative data. Performance within the organization was positively connected with resource allocation. The study suggested adopting flexible budgeting processes to adapt to organizational needs, conducting regular cost-benefit analyses, assessing workforce needs, promoting employee engagement and retention through competitive compensation and advancement opportunities, and aligning employee skills with tasks for optimal resource utilization. Proper documentation and communication of this framework are essential for maintaining consistency in governance practices.
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Otwako, P. O., & Anyieni, A. G. (2024). Strategic implementation practice and performance of non-governmental organizations in Juba, South Sudan. International Journal of Innovative Research and Advanced Studies (IJIRAS), https://www.ijiras.com/2024/Vol_11-Issue_11/paper_4.pdf