LEARNING ORGANIZATION PRACTICES AND PERFORMANCE OF INTERNATIONAL HUMANITARIAN ORGANIZATIONS IN NAIROBI CITY COUNTY, KENYA
Abstract
The study sought to explore the effects of learning organizations practices on the performance of International Humanitarian organizations in Nairobi City County, Kenya. The study specific objectives were to investigate the effect of shared Vision, team learning, personal mastery and mental models on International Humanitarian organizations. This study embraced the resource-based, organizational learning and constraints theories. It adopted the descriptive research approach while targeting a population of 15 (category two) International Humanitarian organizations based in Nairobi. One hundred and fifteen employees were selected from the International Humanitarian organizations by using the stratified random sampling technique. The sampled participants were surveyed through self-administered questionnaires. Cronbach alpha coefficients were used to assess the reliability of the research instrument at the 0.7 threshold. Data were analysed by use of descriptive and inferential statistics with the aid of the SPSS software. The findings were summarized and presented by use of tables and graphs. The regression results observed that mental models considerably improve the organizational performance of the IHOs in Nairobi City County, Kenya. The findings demonstrated that team learning, shared visions, mental models, and personal mastery all significantly enhance the organizational performance of IHOs in Nairobi City County, Kenya, although team learning had a smaller impact. To enhance employee skills, management should establish guidelines that encourage IHOs to regularly hold internal and external training sessions. To improve employees' abilities and self-efficacy, management should create policies that motivate IHOs to conduct regular internal and external training programs. Additionally, the study suggests that IHOs adopt social technical systems that combine people and technology to facilitate learning. It is recommended that management implement a top-to-bottom communication strategy to communicate a shared vision and encourage employee commitment to priority areas.
Key Words: Mental Models, Personal Mastery, Team Learning, Shared Vision
CITATION: Njuguna, K. K., Omare, M. & Bowen, J. C. (2024) Learning organization practices and performance of international humanitarian organizations in Nairobi City County, Kenya . The Strategic Journal of Business & Change Management, 11 (4), 1214 – 1233. http://dx.doi.org/10.61426/sjbcm.v11i4.3151
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DOI: http://dx.doi.org/10.61426/sjbcm.v11i4.3151
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