Benchmarking Strategy and Non-Governmental Organization Performance

Abstract

The problem affecting the performance of NGOs is the absence of strategic planning and evaluation frameworks. Without a clear strategic direction, NGOs often struggle with inefficient resource allocation, ineffective program implementation, and an inability to achieve meaningful outcomes. NGOs intervene in various programmes; however, there has been limited success attributed to a lack of thorough strategy evaluation and control practices. Hence, this study sought to determine the effect of strategy control and evaluation practices on the performance of NGOs in Kenya, with a focus on World Vision in Taita Taveta County. The objectives of the study were to determine the effect of benchmarking on the performance of NGOs, establish the effect of performance appraisal on the performance of NGOs, and assess the effect of strategy audit on the performance of NGOs. The study was underpinned by the Theory of Change and Agency Theory. A descriptive research design was adopted. Primary data was collected from a census population of 95 using a structured questionnaire. The pre-test was done on 10 respondents from Mercy Corps International, Kenya. The analysis was done using SPSS 26.0. The data was analyzed using descriptive and inferential statistics and presented in tables, percentages, and frequencies. The study found a statistically significant relationship between benchmarking strategy and organizational performance. The study concludes that, for NGOs like World Vision, a multifaceted approach that includes adequate staffing, effective performance appraisal systems, strategic audits, and a supportive organizational culture is crucial for enhancing overall performance. Policymakers should contemplate establishing supporting structures that enable funding and resource allocation for NGOs. This entails offering incentives to NGOs that exhibit good performance and accountability, while also ensuring that regulatory frameworks facilitate NGO activities.