Benchmarking Strategy and Non-Governmental Organization Performance

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.

Benchmarking Strategy, Organizational Performance

1. Abbas, J., & Sagsan, M. (2020). Identification of key employability attributes and evaluation of university graduates’ performance: Instrument development and validation. Higher Education, Skills and Work-Based Learning, 10(3), 449–466. https://doi.org/10.1108/HESWBL-06-2019-0075 [Google Scholar] [Crossref]

2. Abiddin, N. Z., Ibrahim, I., & Abdul Aziz, S. A. (2022). Non-governmental organizations (NGOs) and their part towards sustainable community development. Sustainability, 14, Article 4386. https://doi.org/10.3390/su14084386 [Google Scholar] [Crossref]

3. Aboramadan, M. (2018). NGOs management: A roadmap to effective practices. Journal of Global Responsibility, 30(4), 763–781. https://doi.org/10.1108/JGR-08-2018-0033 [Google Scholar] [Crossref]

4. Adebanjo, D., Abbas, A., & Mann, R. (2018). An investigation of the adoption and implementation of benchmarking. International Journal of Operations and Production Management, 30(11), 1140–1169. https://doi.org/10.1108/01443571011087369 [Google Scholar] [Crossref]

5. Agussani, A., & Akrim, A. (2020). Enhancing social performance of NGOs operation in Indonesia through external positive pressure: Mediating role of orientation dimensions and sustainable practices. Journal of Security and Sustainability Issues, 10, 108–122. https://doi.org/10.9770/jssi.2020.10.Oct(8) [Google Scholar] [Crossref]

6. Ahmed, H., & Sasaka, P. (2019). Effects of strategic management practices on the performance of non-governmental organizations: Case of Shabelle relief and development organization (SHARDO), Mogadishu, Somalia. The Strategic Journal of Business and Change Management, 6(2), 539–559. https://doi.org/10.61426/sjbcm.v6i2.1127 [Google Scholar] [Crossref]

7. Alosani, M. S., & Al-Dhaafri, H. S. (2020). An empirical examination of the relationship between benchmarking, innovation culture, and organizational performance using structural equation modelling. The TQM Journal, 33(4), 930–964. https://doi.org/10.1108/TQM-02-2020-0034 [Google Scholar] [Crossref]

8. Ammons, D. N. (2019). Tools for decision making: A practical guide for local government. Routledge. [Google Scholar] [Crossref]

9. Anderson, R. (2020). Benchmarking as a performance management tool in public administration. Journal of Public Management Research, 29(4), 567–582. [Google Scholar] [Crossref]

10. Anunda, S. (2016). Factors influencing the performance of projects implemented by NGOs in the health sector: A case of HIV/AIDS projects in Nairobi County, Kenya [Doctoral dissertation, University of Nairobi]. http://erepository.uonbi.ac.ke/ [Google Scholar] [Crossref]

11. Becker, K. L., Richards, M. B., & Stollings, J. (2022). Better together? Examining benefits and tensions of generational diversity and team performance. Journal of Intergenerational Relationships, 20(4), 442–463. https://doi.org/10.1080/15350770.2020.1837708 [Google Scholar] [Crossref]

12. Boyanov, K. (2024). Benchmarking and performance in the public sector. Journal of Management Sciences and Applications, 2, 185–196. https://doi.org/10.37075/JOMSA.2024.2.01 [Google Scholar] [Crossref]

13. Cardona, P., & Rey, C. (2022). Management by missions: Connecting people to strategy through purpose. Springer Nature. [Google Scholar] [Crossref]

14. Carter, A. J. (2021). Foster care nonprofit leaders’ perspectives on funding sources and partnerships: A qualitative study [Doctoral dissertation, Capella University]. [Google Scholar] [Crossref]

15. Comfort, S. E., & Blankenship, J. (2018). Curated journalism: A field theory approach to journalistic production by environmental non-governmental organizations. Journalism, 22(2), 501–518. https://doi.org/10.1177/1464884918786402 [Google Scholar] [Crossref]

16. Douthwaite, B., Mayne, J., McDougall, C., & Paz-Ybarnegaray, R. (2017). Evaluating complex interventions: A theory-driven realist-informed approach. Evaluation, 23(3), 294–311. https://doi.org/10.1177/1356389017714382 [Google Scholar] [Crossref]

17. DuBow, W., & Litzler, E. (2018). The development and use of a theory of change to align programs and evaluation in a complex, national initiative. American Journal of Evaluation, 40(2), 231–248. https://doi.org/10.1177/1098214018778132 [Google Scholar] [Crossref]

18. Hamed, T., & Madancian, M. (2024). The impact of survey response rates on research validity and reliability. In Advances in library and information science (pp. 177–206). https://doi.org/10.4018/979-8-3693-1135-6.ch009 [Google Scholar] [Crossref]

19. Harries, E., Hodgson, L., & Noble, J. (2014). Creating your theory of change: NPC’s practical guide. New Philanthropy Capital. [Google Scholar] [Crossref]

20. Holt-Lunstad, J. (2022). Social connection as a public health issue: The evidence and a systemic framework for prioritizing the “social” in social determinants of health. Annual Review of Public Health, 43(1), 193–213. https://doi.org/10.1146/annurev-publhealth-052020-110732 [Google Scholar] [Crossref]

21. Lewis, D. (2009). Nongovernmental organizations, definition and history. In H. K. Anheier & S. Toepler (Eds.), International encyclopedia of civil society (pp. 1056–1062). Springer. https://link.springer.com/rwe/10.1007/978-0-387-93996-4_3 [Google Scholar] [Crossref]

22. Lindemann, N. (2023, June 7). 12 advantages and disadvantages of questionnaires. Pointerpro. https://pointerpro.com/blog/questionnaire-pros-and-cons/ [Google Scholar] [Crossref]

23. Mahapatro, B. (2021). Human resource management. New Age International. [Google Scholar] [Crossref]

24. Markin, E., Swab, R. G., Gigliotti, R., Nicol, C. D., Jia, Y., & Mukherjee, K. (2022). Benchmarking strategic orientation and firm performance: An analysis of entrepreneurial orientation dimensions. Multidisciplinary Business Review, 15(2), 65–77. https://doi.org/10.35692/07183992.15.2.7 [Google Scholar] [Crossref]

25. McGrath, J., & Košťálová, J. (2020). Project management trends and new challenges 2020+. In Hradec Economic Days 2020 (pp. 1–9). University of Hradec Králové. https://doi.org/10.36689/uhk/hed/2020-01-061 [Google Scholar] [Crossref]

26. Mevlja, B., & Kavčić, K. (2019). Impact of stakeholders on the development of non-governmental organizations in Slovenia. Ekonomski Pregled, 70(2), 236–258. https://doi.org/10.32910/ep.70.2.4 [Google Scholar] [Crossref]

27. Mindell, D. A., & Reynolds, E. (2023). The work of the future: Building better jobs in an age of intelligent machines. MIT Press. [Google Scholar] [Crossref]

28. Mwanyalo, E. M., & Mberia, H. (2017). Contribution of participatory communication on NGO interventions sustenance in Kenya: A case of World Vision in Taita Taveta County. International Journal of Social Sciences and Information Technology, 3(3), 2434–2447. https://www.ijssit.com/main/wp-content/uploads/2017/10/Impact-Of-Participatory-Communication-On-NGO-Interventions-Sustenance.pdf [Google Scholar] [Crossref]

29. Ndeveni, O. K., Wanjau, K., Kariuki, G. M., & Muchiri, J. (2019). Entrepreneurial opportunity discovery dimensions and growth of non-governmental organizations in Kenya. International Journal of Research in Business and Social Science, 8(5), 18–26. https://doi.org/10.20525/ijrbs.v8i5.300 [Google Scholar] [Crossref]

30. Odhiambo, E., & Njuguna, R. (2021). Strategic management practices and performance of health non-governmental organizations in Nairobi City County, Kenya. Journal of Strategic Management, 6(1), 1–16. https://doi.org/10.47672/jsm.669 [Google Scholar] [Crossref]

31. Ohemeng, F. L. K. (2017). Constraints on the institutionalization of performance-based management in developing countries: The Ghanaian case. Public Administration and Development, 37(1), 65–78. https://doi.org/10.1002/pad.1786 [Google Scholar] [Crossref]

32. Omondi, O., & Muthimi, J. (2019). Knowledge repository and program implementation at Care International, Kenya. International Academic Journal of Human Resource and Business Administration, 3(5), 53–66. http://www.iajournals.org/articles/iajhrba_v3_i5_53_66.pdf [Google Scholar] [Crossref]

33. Padró, F. F., & Sankey, M. (2018). Benchmarking as an instrument for continuous improvement in a regulated higher education quality assurance environment. In A. Krishnan (Ed.), Cases on quality initiatives for organizational longevity (pp. 35–73). IGI Global. https://doi.org/10.4018/978-1-5225-5288-8.ch002 [Google Scholar] [Crossref]

34. Reisman, J., Gienapp, A., & Stachowiak, S. (2007). A guide to measuring advocacy and policy. Organizational Research Services for the Annie E. Casey Foundation. [Google Scholar] [Crossref]

35. Silver, A. A. (2022). Building human and organizational capacity in a small nonprofit and human service organization through a culture of leadership development [Dissertation in practice, Western University]. https://ir.lib.uwo.ca/oip/295 [Google Scholar] [Crossref]

36. Sofyani, H., Riyadh, H. A., & Fahlevi, H. (2020). Improving service quality, accountability and transparency of local government: The intervening role of information technology governance. Cogent Business & Management, 7(1), 1735690. https://doi.org/10.1080/23311975.2020.1735690 [Google Scholar] [Crossref]

37. Spyropoulou, S., Katsikeas, C. S., Skarmeas, D., & Morgan, N. (2017). Strategic goal accomplishment in export ventures: The role of capabilities, knowledge, and environment. Journal of the Academy of Marketing Science, 46(1), 109–129. https://doi.org/10.1007/s11747-017-0519-8 [Google Scholar] [Crossref]

38. Steinbach, A. L., Kautz, J., & Korsgaard, M. A. (2021). Caring for their own: How firm actions to protect essential workers and CEO benevolence influenced stakeholder sentiment during the COVID-19 pandemic. Journal of Applied Psychology, 106(6), 811. https://doi.org/10.1037/apl0000928 [Google Scholar] [Crossref]

39. Sudaryanto, P., Haryono, Rachman, M., & Prihatin, T. (2018). The implementation of benchmarking in the preparation of school work plan in vocational high school. International Conference on Science and Education and Technology, 247, 159–162. https://doi.org/10.2991/iset-18.2018.34 [Google Scholar] [Crossref]

40. van Voorst, S., Resodihardjo, S. L., & Schneiker, A. (2022). Humanitarian aid NGOs’ accountability towards large donors: The case of the European Union’s DG ECHO. International Journal of Humanitarian Action, 7, 20. https://doi.org/10.1186/s41018-022-00129-8 [Google Scholar] [Crossref]

41. Vogel, I. (2012). Review of the use of ‘theory of change’ in international development (Review report). UK Department for International Development. https://www.gov.uk/research-for-development-outputs/review-of-the-use-of-theory-of-change-in-international-development-review-report [Google Scholar] [Crossref]

42. Voss, C., Åhlström, P., & Blackmon, K. (2016). Benchmarking and operational performance in European manufacturing firms. Benchmarking for Quality Management & Technology, 4(4), 273–285. https://doi.org/10.1108/1463577910195113 [Google Scholar] [Crossref]

43. Wahyudi, W. (2021). Pengaruh pelatihan terhadap kinerja karyawan yang dimediasi oleh disiplin kerja. ECoBuss, 4(2), 265–273. https://doi.org/10.32877/eb.v4i2.272 [Google Scholar] [Crossref]

44. Weiss, C. H. (1995). Nothing as practical as good theory: Exploring theory-based evaluation for comprehensive community initiatives for children and families. In J. Connell, A. Kubisch, L. Schorr, & C. Weiss (Eds.), New approaches to evaluating community initiatives: Concepts, methods and context (pp. 65–92). Aspen Institute. [Google Scholar] [Crossref]

45. Zúñiga-Collazos, A., Lozada, N., & Perdomo-Charry, G. (2019). Effect of absorption capacity acquired on organizational performance. International Journal of Innovation Management, 24(5). https://doi.org/10.1142/S1363919620500486 [Google Scholar] [Crossref]

• The Indirect Effect of Liquidity and Activity on Company Value with Profitability as an Intervening Variable
• Effect of Financial Skills, Knowledge, and Attitude on The Financial Behaviour of Clergy
• A Decade of Review: Trends in Budget Execution and Financial Performance of Development Projects in Tanzania (2014/15-2023/24)
• The Influence of Pre-Project Planning on the Budget Absorption Rate of Public Funded Infrastructure Projects in Kenya a Comparative Case Study of Narok, Migori, and Kisii County Government Projects
• Assessment of Factors Influencing Digital Transformation in Hotels’ Facility Management in Abuja Metropolis, Nigeria