Organizational culture and performance of orphan and vulnerable children (OVC) program of Presbyterian Church, Njoro, Nakuru County, Kenya

Abstract

This study explored the effect of organizational culture on the performance of the Orphan and Vulnerable Children (OVC) program at the Presbyterian Church in Njoro, Nakuru County, due to limited research on the role of organizational culture in faith-based social programs. The study aimed to assess the effect of employee engagement, reward systems, organizational values, and stakeholder engagement on program performance. Using a descriptive survey design, data was collected from 335 respondents, including program officers, beneficiaries, and church leaders, from a target population of 2,592. Quantitative data analyzed using SPSS and qualitative data analyzed thematically. Spearman’s rank correlation chosen, as it is suitable for assessing relationships involving ordinal data. The chi-square test for independence was used to assess whether there was a significant association between categorical variables, such as different dimensions of organizational culture and the binary response categories of program performance (Agree/Disagree). This test helped determine if organizational culture factors had a statistically significant relationship with the perceived performance of the OVC program. Since the dependent variable (performance of the OVC program) was measured as a binary outcome (Agree/Disagree), binomial logistic regression was used to model the probability of a specific outcome occurring based on predictor variables (organizational culture). For qualitative data, a thematic analysis was conducted. The study found that employee engagement, stakeholder participation, reward systems, and organizational values significantly impacted program performance. The study highlights that employee engagement, stakeholder involvement, reward systems, and organizational values all significantly enhance the performance of the OVC program. Employee engagement, with an odds ratio of 4.859, increases the likelihood of improved performance by nearly five times. Stakeholder engagement (odds ratio of 4.415) emphasizes the value of involving stakeholders in decision-making. Well-structured reward systems (odds ratio of 5.551) motivate employees and improve program outcomes, while strong organizational values (odds ratio of 3.629) align actions with program goals, fostering a culture of accountability. Additionally, the model constant (odds ratio of 3.136) suggests that the program’s inherent structure also contributes to its success, even without external factors. Employee engagement showed a moderate positive correlation with program effectiveness, while stakeholder engagement demonstrated a strong, significant correlation with program success. Additionally, well-structured reward systems and shared organizational values were found to enhance program outcomes. The study concluded that employee engagement, stakeholder involvement, reward systems, and organizational values all play a crucial role in enhancing the performance of the OVC program. Specifically, higher employee engagement significantly boosts program effectiveness, with engaged employees contributing more effectively to the program’s success. Similarly, stakeholder engagement fosters collaboration and supports program sustainability. Reward systems motivate employees, leading to improved performance, while strong organizational values align employee actions with program objectives, creating a culture of commitment and accountability. Based on these findings, it is recommended that strategies be implemented to increase employee engagement through regular training and feedback, establish reward systems that recognize both individual and team contributions, and reinforce organizational values through consistent communication and training. These strategies should align with program goals to improve program effectiveness and sustainability. Further research areas suggested include longitudinal studies, comparative analyses of reward mechanisms, and the influence of socio-economic factors on OVC program performance. This research provides actionable insights for improving the OVC program, with the potential to enhance service delivery and support for vulnerable children in the community.