INFLUENCE OF STRATEGY CONTROL ON PERFORMANCE OF HEALTH NON-GOVERNMENTAL ORGANIZATIONS IN KENYA
Keywords:
strategy control, organizational performance, health non-governmental organizations, KenyaAbstract
Purpose of the Study: This study examined the influence of strategy control on the performance of health non-governmental organizations (NGOs) in Kenya. It assessed how monitoring and evaluation systems, performance reviews, feedback mechanisms, financial controls, and corrective actions influence organizational performance, with the aim of strengthening strategic management and improving accountability and service delivery.
Methodology: The study adopted a positivist philosophy and descriptive cross-sectional research design. A sample of 183 programme managers was selected from 340 registered health sector NGOs using stratified random sampling. Primary data were collected through structured self-administered questionnaires and analyzed using descriptive statistics, Pearson correlation, and simple linear regression techniques.
Findings: Of the 183 questionnaires distributed, 175 were completed and returned, representing a 95.6% response rate. The findings showed that health NGOs had moderately functional strategy control systems, particularly in monitoring and evaluation feedback, financial controls, and participatory performance reviews. However, benchmarking against sector peers and prompt correction of strategic deviations remained comparatively weak. Pearson correlation analysis revealed a positive and statistically significant relationship between strategy control and organizational performance (r = 0.372, p < 0.001). Regression analysis further confirmed that strategy control significantly predicted organizational performance (β = 0.372, t = 5.270, p < 0.001), explaining 13.8% of the variation in performance.
Conclusion: The study concludes that strategy control significantly enhances the performance of health NGOs in Kenya. Strengthening monitoring and evaluation systems, performance reviews, feedback mechanisms, financial controls, and benchmarking practices will improve accountability, organizational learning, strategic responsiveness, and sustainable organizational performance while enhancing donor confidence and effective health service delivery.
DOI: https://doi.org/10.5281/zenodo.21486839
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