Effects of change in organizational focus on the performance of voluntary service overseas-Kenya

Abstract

Despite their crucial role in development and poverty alleviation and their frequent change of organizational focus, most non-governmental organizations have been recording poor performance in terms of completing projects on time and within the budget, donors’ satisfaction, beneficiaries’ satisfaction and achieving the set objectives. Therefore, the purpose of this study was to examine the effects of change in organizational focus on the performance of Voluntary Service Overseas-Kenya. Specifically, the study assessed the effect of change in organizational structure, organizational values and organizational goals on the performance of Voluntary Service Overseas-Kenya. This study utilized a descriptive research design. The target population was all the 85 staff working in finance, human resource, programmes, and fundraising and communications departments in Voluntary Service Overseas, Kenya. Since the target population was small, the study employed a census study and hence the whole population was involved. Both secondary and primary data were used, secondary data was obtained from the company profile of Voluntary Service Overseas-Kenya while semi-structured questionnaires were used in the collection of primary data. A semi-structured questionnaire contains both open-ended and closed ended questions. The questionnaires generated both qualitative and quantitative data. Qualitative data was analyzed by use of thematic analysis and the results were presented in a narrative form. Quantitative data was analyzed by use of inferential and descriptive statistics with the help of Statistical Package for Social Sciences (SPSS version 22). Descriptive statistics included frequency distribution, mean (measure of dispersion), standard deviation (measure of dispersion) and percentages. Inferential statistics included Pearson correlation analysis and multivariate regression analysis. The study concludes that change in organizational structure has a positive and significant influence on the performance of Voluntary Service Overseas-Kenya (r=0.850, p value=0.000). In addition, findings revealed that change in organizational values has a positive and significant influence on the performance of Voluntary Service Overseas-Kenya (r=0.773, p value=0.000). The study also established that change in organizational goals has a positive and significant influence on the performance of Voluntary Service Overseas-Kenya (r=0.925, p value =0.000). From the findings, the study therefore recommended that the top management in Voluntary Service Overseas-Kenya should ensure a clear chain of command as well as span of control to facilitate employee clarity. The management should also formulate and implement staff development programmes. In addition, the study also recommended that the management should always seek the opinion of all employees during formulation of strategic goals.