Managerial Autonomy and Performance of Project Based Non-Governmental Organizations in Kenya

Abstract

The study sought to establish the effect of managerial autonomy on performance of project based non-governmental organizations in Kenya. Dynamic Capability theory guided the study. The study adopted a descriptive research design and positivism philosophy A total of 114 project based NGOs formed the study sample size. The study narrowed down the scope to those NGOs whose headquarters are in Nairobi due to the perceived heterogeneity of the same and the centrality of the location. The respondents included top, middle and lower cadre executives. The study employed the use of a structured questionnaire to collect primary data. A regression model was used to test the degree and respective significance of the association between the study variables. Managerial autonomy was conceptualized of political influence, security of tenure was found not to have a weak positive effect on organizational performance as measured by completion time, relevance/ suits purpose, sustainability and budget. The study concluded managerial autonomy will result to better organization performance.