Effects of Organizational Culture on Organizational Performance of Nairobi County Government, Kenya
DOI:
https://doi.org/10.47604/ijsm.3682Keywords:
Organizational Culture, Organizational Performance, Public Sector GovernanceAbstract
Purpose: The research examined how organizational culture affects the performance outcomes of the Nairobi County Government in Kenya. The study specifically investigated how shared beliefs and values, together with organizational norms, affect financial performance, customer service delivery, social responsibility, and employee stewardship.
Methodology: The study utilized a correlational research design. The target population comprised 32,099 Nairobi County Government employees across various departments. A sample size of 384 respondents was selected using stratified random sampling. Data were collected using structured questionnaires validated through pilot testing. Reliability was confirmed using Cronbach’s Alpha (α = 0.85). Data were analyzed using SPSS through descriptive statistics, Pearson correlation, and simple linear regression.
Findings: The Results revealed a strong positive correlation between organizational culture and organizational performance (R = .746). Regression analysis showed that organizational culture accounted for 55.7% of performance variation (R² = .557). The standardized coefficient (β = .746, p < .05) confirmed that organizational culture significantly predicts performance outcomes. The one-unit increase in organizational culture results in a 0.746-unit increase in organizational performance.
Unique Contribution to Theory, Practice, and Policy: The study contributes to Resource-Based Theory through its findings, which show that organizational culture functions as an intangible resource that determines the performance of institutions that operate under devolved governance systems. Practically, the study provides evidence that strengthening shared values, ethical norms, participatory leadership, and coordination mechanisms enhances performance in county governments. From a policy perspective, the findings of the study support institutional reforms that establish cultural development programs as essential components for effective governance through institutional structures.
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Copyright (c) 2026 Ngunga David, Dr. Christine Bando
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