DETERMINANTS OF PROJECT PERFORMANCE IN NON-GOVERMENTAL ORGANIZATIONS IN KENYA, A CASE STUDY OF HAND IN HAND EASTERN AFRICA

Duncan Ngugi Njeri, Susan Were

Abstract


Abstract: There have been many advances in the field of project management and especially in the NGO sector. Nevertheless, many NGO projects across the world still fail to perform and deliver expected benefits. In Kenya, about 30% of non-governmental organizations experience failure in their projects and may fail to achieve targets and objectives due to lack of top management support, culture, schedule and commitment. On this basis, this study sought to establish the determinants of project performance in NGOs in Kenya. Further, the study sought to establish the influence of top management support, project culture, project scheduling and project team commitment on project performance in NGOs in Kenya. The study employed a descriptive research design with a target population of 304 respondents comprising of senior managers, branch managers, field officers and accountants respectively. The study further used stratified random sampling method to draw 105 respondents from each stratum in the target population. The sample size selected was at least 30% of the population. This study made use of primary data that was collected by the use of semi-structured questionnaires. The reliability of the questionnaires was measured statistically by measuring the internal consistency. Internal consistency techniques were measured by use of Cronbach’s Alpha. A Cronbach’s Alpha of above 0.7 was considered acceptable. A pilot test was conducted to test the validity and reliability of the research instrument. The collected data was then edited, coded and analyzed using descriptive and inferential statistics with the aid of Statistical Package for Social Sciences (SPSS) version 23. Further, correlation analysis and multiple regression analysis were used to establish the relationship between the dependent and the independent variables. The study found that top management support has a significant influence on project performance in non-governmental organizations in Kenya (β1=0.811, p-value=0.000). The study also established that project culture has a significant influence on project performance in non-governmental organizations in Kenya (β2=0.796, p-value=0.000). The study revealed that project scheduling has a significant influence on the influence on project performance in non-governmental organizations in Kenya. (β3=0.789, p-value=0.015). The study also found that project team commitment has a significant influence on the influence on project performance in non-governmental organizations in Kenya (β1=0.781, p-value=0.000). The study recommends that the top management should realize the importance of delegating responsibility to the project manager and teams, organizational policies should be geared towards supporting project performance and project team support, the organization should consider using compressed and alternative project schedules to motivate project teams to enhance project performance and there should be better composition of project teams, competency and level of responsibility to guarantee success of projects.


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