EFFECTS OF STRATEGIC ALIGNMENT ON THE PERFORMANCE OF NON GOVERNMENTAL ORGANIZATIONS IN NAKURU TOWN, KENYA

Abstract

This study sought to establish the effect of strategic alignment of organization culture; structure; talent; and knowledge management systems on the performance of NGOs in Nakuru town in Kenya. The study employed a descriptive survey research design and a population of 83 NGOs was targeted. Using Yamane (1969) formula, a sample population of 69 NGOs was applied. Data was collected by use of questionnaire. Piloting of instrument was done in NGOs within Njoro town and an acceptable Cronbach’s Alpha Coefficient of 0.822 was computed. Descriptive and inferential statistics were used in the analysis of the primary data gathered through the assistance of Statistical Package for Social Sciences Software. The study found that the relationship between strategic alignment of organization culture and performance of NGOs inNakuru town was positive and significant (β=0.120; p<0.05). Strategic alignment of organization structure had a positive and significant relationship with the performance of NGOs in Nakuru town (β=0.365; p<0.05). Further the study established that strategic alignment of organization talent and NGO performance had a positive, weak and not significant relationship (β=0.061; p>0.05). The relationship between strategic alignment of organization knowledge management systems and performance of NGO was shown to be positive, weak and not significant (β=0.041; p>0.05). The model of the study was found to be significant (R=0.721). The study concluded that strategic alignment of organization structure, culture, talent and knowledge management systems has effect on organizational performance (R²=0.507). It thus recommended that NGOs should be strategically aligned as regards their culture, structure, talent and knowledge management systems so as to have improved performance.