Muthinja, Winfred Kawira2025-01-302025-01-302024-06https://ir-library.ku.ac.ke/handle/123456789/29488A Research Project Submitted to the School of Business, Economics and Tourism in Partial Fulfilment of the Requirements for the Award of the Degree of Master of Business Administration (Project Management) of Kenyatta University, June 2024. Supervisor Josphat KyaloProject success depends on successful leadership and coordination of the numerous project stakeholders. However, many NGO projects around the world continue to underperform and fall short of expectations. Due to ineffective stakeholder management techniques, over 30% of NGOs in Kenya face project failure and may fall short of their goals. Hence, the goal of this study was to assess how stakeholder management influences NGOs' project performances in the health sectors of Nairobi County. The study specifically assessed the effects of stakeholder expectations, communication, participation as well as control on project performances of NGOs in Nairobi County's health sector in Kenya. The research was anchored by Stakeholder theory, systems theory and Contingency theory. A descriptive study design served as the foundation for the suggested assessment. The target population for the research investigation was one hundred and eighteen 118 staff of NGOs in the health sector that participated in seven (7) selected projects in Kenya. Employing a stratified sampling approach, responses were generated randomly from amongst the senior managers, project managers, project supervisors, project and team members of the selected Health sector NGOs as well as community leaders of the beneficiaries of the projects, totaling one hundred and ten 110 respondents. Primary data was gathered through the use of drop and pick method and the instrument that was utilized was structured questionnaires. The study examined the authenticity and dependability of the research tools. The findings uncovered in the survey noted an insignificant negative effect of stakeholders’ expectation on project performance funded by NGOs; the effect of stakeholders’ communication on project performance was not significant but positive; stakeholders’ participation had a significant negative effect on NGOs funded project performance; and stakeholders’ control had a positive and significant effect on NGOs funded project performance. The study recommends that NGOs should prioritize developing and implementing effective stakeholder engagement strategies. This includes actively involving stakeholders in project planning, decision-making, and evaluation processes. This can be through NGOs establishment of mechanisms for regular communication, feedback collection, and meaningful participation of stakeholders throughout the project lifecycle.enThesis