School of Business and Economics
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Item Influence Of Strategic Management Drivers on Organizational Performance of Non-Governmental Organizations in Samburu County, Kenya(KeMU, 2025-09) Brenda, Lalampaa SenewaThe organizational performance of Kenyan NGOs has been negatively affected by an overall increase in expenditures, a decline in funding, and declining employment opportunities. The general objective was to investigate the influence of strategic management drivers on the organizational performance of non-governmental organizations in Samburu County, Kenya. The specific objectives were to examines the influence of organizational culture, competencies of employees, management structure, and donor fund management on the organizational performance of non-governmental organizations in Samburu County, Kenya. The resource-based view theory, agency theory, and contingency theories were the main theories of the study. The study employed a descriptive research design targeting 81 NGOs in Samburu County, involving 66 directors, 89 operations managers, and 107 program coordinators was selected through simple random sampling. A pilot study involving 8 NGOs in Laikipia County tested the research tools. Validity was assessed through content, criterion, and construct validity, while reliability was measured using the Cronbach alpha coefficient. Data analysis included descriptive statistics (frequencies, percentages, means, and standard deviations), Pearson correlation, and multivariate regression, with results presented through model summaries, ANOVA, and regression coefficients. The findings reveal that while NGOs in Samburu promote staff diversity (92% agreed) strong work values (90% agreed), policy frameworks (89% agreed, 40% agreed), and cost control (86% agreed), they struggle with internal communication (89% disagreed), limited staff interaction (89% disagreed), lack of managerial respect (92% disagreed), and absence of funding models (86% disagreed). Hypothesis testing showed all four predictors significantly influenced NGO performance: organizational culture (β=0.251, p=0.002), employee competencies (β=0.433, p=0.017), management structure (β=0.516, p=0.004), and donor fund management (β=0.354, p=0.022). Management structure had the strongest impact, followed by employee competencies, donor fund management, and lastly, organizational culture. It is thus recommended that to enhance organizational culture, the management develop structural policies that will determine the flow of information from the management to the staff. On the established management structures, the recommendations are that there should be a consensus developed by both the management and staff on their interaction. The study recommends that NGOs need to restructure their funding models to include own-source revenue from established income-generating projects. The attention of the study was drawn to NGOs in the ASAL region, like Samburu County. Other studies could consider other ASAL regions like Mandera, Garissa, Isiolo, and Turkana with the aim of establishing how strategic management drivers enhance performance.Item Influence Of Employee Empowerment Strategies on Performance of Non-Governmental Organizations in Addis Ababa City, Ethiopia(KeMU, 2025-09) Evelyn, WechuliEmployee empowerment is a crucial factor in enhancing the performance of non-governmental organizations (NGOs), particularly in Addis Ababa, Ethiopia, where NGOs address significant socio-economic challenges. Despite their critical role in promoting sustainable development, many NGOs face obstacles such as hierarchical leadership, limited access to information, inadequate skills development, and unsupportive management, which hinder effectiveness. This study examines the influence of empowerment strategies autonomy in decision-making, access to information, skills development, and supportive management on NGO performance in Addis Ababa. Grounded in Self-Determination Theory, Resource-Based View Theory, Human Capital Theory, and Leader-Member Exchange Theory, the study employed a descriptive survey design. The target population comprised employees from selected NGOs, with a representative sample drawn through stratified and simple random sampling. Data were collected via structured questionnaires and analyzed using descriptive and inferential statistics. Diagnostic tests, including reliability and validity assessments, ensured data accuracy. Multiple regression results revealed significant explanatory power, with an adjusted R² of 0.786, showing that 78.6% of performance variation was explained by the four empowerment strategies. The model was statistically significant (F = 11.273, p < 0.001), confirming the joint predictive strength of the variables. At the individual level, all four significantly influenced performance. Autonomy in decision-making (β = 0.233, p = 0.013) enhanced ownership and accountability. Access to information (β = 0.245, p = 0.003) fostered transparency and better decisions. Skills development (β = 0.312, p = 0.000) improved employee capabilities, boosting efficiency. Most notably, supportive management (β = 0.615, p = 0.000) had the strongest effect, highlighting leadership, mentorship, and resource support as key drivers of motivation. The study concludes that NGO performance in Addis Ababa is significantly shaped by the alignment of empowerment strategies. It recommends prioritizing decision-making autonomy, enhancing information access, investing in skills development, and promoting supportive management. These findings offer practical insights for NGO leaders and policymakers to strengthen workforce engagement and organizational effectiveness.