The Influence of Organizational Culture on Performance of Non-Governmental Organizations in Samburu County, Kenya

The purpose of the study was to examine the influence of organizational culture on the performance of non-governmental organizations in Samburu County, Kenya. A descriptive research design was adopted in the study. The target population included 84 NGOs in Samburu County, where the respondents were 92 directors, 146 operations managers, and 202 program coordinators. The study collected data using closed- and open-ended questionnaires from the respondents and also secondary data to measure performance. Furthermore, the Nassiuma formula was used to obtain a sample size of 66 directors, 89 operations managers, and 107 program coordinators who were selected using a simple random method. A pilot study was conducted in Laikipia County, whereby 8 NGOs were sampled using a simple random method. In regard to descriptive analysis, the study provided frequencies, percentages, means, and standard deviations. In regard to linear regression, the study provided a model summary, ANOVA, and the regression coefficient of the model through multivariate regression. The findings of the questionnaire indicated that the majority of the participants, 119 (53%), strongly agreed, and 87 (39%) agreed (mean of 4.32 and a standard deviation of 0.80), that diversity of staff was encouraged in the NGOs. Nevertheless, 110 (49%) strongly disagreed and 91 (40%) disagreed (mean of 2.61 and standard deviation of 1.65) that open communication was encouraged to enable quick, informed, and reliable decision-making. The coefficient for the constant is 15.413; organizational culture is 0.251. The results mean that when one unit of organizational culture was added, it increased the performance by 0.251. It is also notable that since the significance values were 2, the organizational culture was considered significant towards improving the performance of NGOs. Based on the results, it was evident that most NGOs ensured that there was staff diversity in their scope of operations. The conclusion that was made on organizational culture was that there was workforce diversity that allowed collective sharing of ideas, founded on work values. Nevertheless, internal communication was noted to be ineffective, thereby causing a slow decision-making process in the NGOs. The main reason was due to an increase in bureaucracy by the management. The study recommends that the management develop structural policies that will determine the flow of information from the management to the staff. Basic infrastructure to facilitate the flow of information should be supported by the management for effectiveness. Additionally, the study recommends that the management should also develop timelines for making decisions within the NGOs.