Strategic Management Practices and Performance of Selected Non-Governmental Organisations in Nairobi City County, Kenya.
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Date
2023-11
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Kenyatta University
Abstract
Performance of non-governmental organizations globally is becoming a major challenge. With
poor performance a lot of funding is wasted in these organizations effectively causing dismal
impact on the lives of the targeted communities. In Kenya projects implemented with huge
costs often tend to experience difficulties in performance. Non-governmental organizations in
Nairobi in particular, despite all the proper structure in place such as good implementation,
training, financial management and monitoring and evaluation it is quite worrying that non governmental organizations are still collapsing, mismanaged and exhibit poor performance
thereby not achieving their intended objectives. Therefore, this study sought to investigate the
effect of strategic management practices on performance of selected non-governmental
organizations in Nairobi City County, Kenya. The specific objectives were to determine the
effect of strategic human resources, strategic technology, strategic planning and strategic
leadership on performance of selected non-governmental organizations in Nairobi City County
Kenya. The study was anchored on four theories; Resource based view, Stakeholder Theory,
Technology Acceptance Theory and Strategic Fit Theory. The study adopted a descriptive
research design. The target population was 338 employees from the selected NGOs in Nairobi
City County that were categorized as Senior Management, Middle management, and Lower
level/Support staff. The selected NGOs were Carolina for Kibera in Kibera Slums, Missions of
Hope from Mathare and Shofco from Mukuru Kwa Njenga. Primary data was gathered using
a semi-structured questionnaire. Pilot study of 34 respondents making 10% of the sample size
determined the validity and reliability of the tool. The study used face, content and construct
validity while the reliability of the research instrument was verified using the Cronbach’s Alpha
index where 0.7 threshold was surpassed. Descriptive statistics was utilized to administer
summary measures of the data collected and these included frequencies, percentages, mean,
standard deviations and coefficient of variation. The analysis of inferential statistics adopted a
multiple regression model, which also helped in making conclusions and generalizations. The
results of quantitative data analysis were presented in tables and figures. The study found that
strategic planning, strategic human resources and strategic leadership had positive and
significant effect on organizational performance. However, strategic technology had
insignificant effect on performance of NGOs. The researcher recommended that the NGO
directors should define the criteria for making decisions in any department, compare strategic
ideas to the predetermined corporate priorities, engage the board properly, accentuate prospects
for growth, think on strategic problems and implement reporting progress. The management in
the NGOs should determine the required training and do it properly. It is required to assess
important regions and the requirement for training. There is a need for set leadership
requirements for each functional area of a business in order to compete with technology today.
This aids in identifying the explicit capabilities that must advance for the further improvement
of HR management and business operations.
Description
A Research Project Submitted to the School of Business, Economics and Tourism in Partial Fulfillment for the Award of Degree of Master of Business Administration (Strategic Management) of Kenyatta University.November, 2023
Supervisor.
Lawrence Wainaina