| dc.description.abstract | Effective strategic planning, guided by a clear strategic direction, plays a vital role in
helping organizations identify and prioritize their goals and objectives, ultimately
leading to improved performance. However, the relationship between strategic
planning and performance is not always straightforward, and previous studies have
yielded mixed outcomes. The specific objectives were to establish the effect of strategic
scanning, strategy formulation, strategic goal setting, and action planning on
performance of NGOs in Samburu County, Kenya. The study was guided by resource
based-view, institutional and stakeholder theories. Resource-based view theory guided
strategic scanning and strategy formulation variables. Institutional goal theory guided
goal setting variable while stakeholder theory guided action planning theory. The
research adopted a descriptive research design, encompassing all 31 NGOs within the
county. Employees within these NGOs were actively involved in the study. The target
population was 262 employees within these organizations. A sample size of 158
employees were selected using stratified random sampling, calculated with Yamane's
formula. The researchers employed structured questionnaires to gather insights from
these employees. Before the main data collection, a pre-testing phase carefully selected
a pilot sample of 16 employees from three NGOs in Isiolo County to ensure the
questionnaire's clarity and relevance. To assess reliability, the researcher examined the
consistency of the responses to the questions through Cronbach's Coefficient Alpha.
Content, criterion and construct validities was also examined. For data analysis, SPSS
software version 25 was used and various analysis such as descriptive and inferential
statistics were done. Descriptive statistics such as frequencies, percentages and mean
were analyzed. Pearson Correlation analysis was used to test the hypothesis and in
determining the relationship between variables, a multiple regression model was used.
The study found out that strategic formulation had the highest influence whereas
strategic goal setting had the lowest influence on performance. The conclusions were
that strategic scanning was that majority of NGOs wasted a lot of resources on strategies
that they would have benchmarked with their competitors. On strategy formulation,
there were inefficiencies related to communication barriers and breakdown between the
management and the junior employees. On strategic goal setting, there was an increase
information leakage within departments and to external stakeholders of the NGOs. On
action planning, it was not effectively done due to low availability of resources and
increased competing strategies. The recommendation on strategic scanning is that
NGOs management should liaise with operations staff for information on what their
competitors were doing in regards to strategic plans implementation. The
recommendation on strategy formulation is that the senior management should develop
communication policies that dictate the timelines of communication, the audience of
information and the repercussions of withholding critical information suitable for
operations. The recommendation on strategic goal setting is that the management
should set up policies that discourage information seepage such as suspensions,
demotions and job termination to anyone found guilty of leaking institutional strategies.
The recommendation on action planning is that the management should develop a
variety of fund-raising campaigns which will allow new donors into the organizations. | en_US |
