Succession Planning Strategies and Organizational Performance of Maryland Global Initiatives Corporation- Africa.
Loading...
Date
2024
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Daystar University, School of Business and Economics
Abstract
Donors are increasingly speaking of locally led aid response, prompting several International Non-Governmental Organizations to transition to local status. True localization however involves not just registration but also a shift in approach, allowing local players to implement programs, which necessitates proper succession planning by INGOs to ensure their survival. The purpose of this study was to investigate succession planning strategies on the performance of NGOs with a specific focus on Maryland Global Initiatives Corporation (MGIC)- Africa, targeting countries that had transitioned to local entities. Grounded by the Scharmer’s theory U model, this study aimed to analyze succession planning strategies used in Maryland Global Initiatives Corporation to evaluate the Maryland Global Initiatives Corporation 's performance indicators and to establish the effect of succession planning strategies on the performance of Maryland Global Initiatives Corporation transitioning to a local entity. The study employed descriptive and explanatory research design, with a target population of 40 individuals from the senior management teams that included CEOs, Directors, Deputy program directors, Program managers, Managers in the directorate of Finance, HR & administration and Senior technical advisors involved in answering the questions. For the sampling technique, the population was relatively small and accessible therefore a census was undertaken which constituted all the key leadership positions of the four organizations. The study used primary data which was collected through structured questionnaires. The questionnaire was pre-tested with respondents from CIHEB-Kenya program managers to gather feedback for improving question clarity and structure. Correction was made to remove any anomaly in the data collection tools with the application of Cronbach alpha analysis on all questions of the questionnaire, to ensure a consistency of more than .70 before using the tool for data collection in the main study. With an Alpha (α) of 0.75 the succession strategies were found fairly reliable. The data collected was analyzed through descriptive statistics and inferential statistics using STATA, which included percentages, means, frequencies and tables. Pearson’s product moment correlation examined how Leadership development, Mentorship and Knowledge management systems associate with organizational performance, explored through Stakeholder engagement, Organizational sustainability and Service Delivery effectiveness. Data was then presented using frequency tables, charts, and figures. The findings of the study indicated presence of all the three succession planning practices at Maryland Global Initiatives Corporation and in the local entities, with leadership development demonstrated by a mean of 3.693 and a standard deviation of 0.844, knowledge management at a mean of 3.293 and a standard deviation of 0.976 and mentorship at 3.57 and a standard deviation of 1.138, albeit with room for improvement in accessibility for knowledge management systems and tracking of mentorship for progress. Further, the study concluded that MGIC was sustainable beyond localization, with 78% of the respondents indicating that the outcome of the organization’s programs was even better achieved in the local context than was in the global context. The study concluded that Leadership development, Mentorship and Knowledge management systems significantly and positively contributed to the organization’s performance. The study recommends that MGIC local entities (Centers for International Health, Education and Biosecurity) to continue engaging succession planning practices while considering how best to track mentorship and ensure accessibility of knowledge hubs for all relevant staff.
Description
MASTER OF BUSINESS ADMINSTRATION in Strategic Management
Keywords
aid response, International Non-Governmental Organizations
Citation
Njeru, A. (2024). Succession Planning Strategies and Organizational Performance of Maryland Global Initiatives Corporation- Africa. Daystar University, School of Business and Economics.