Organizational Culture and Performance of Water Projects in Makueni County.

Abstract

The study investigated the effect of organizational culture on the performance of water projects in Makueni County, focusing on the main challenges of scope, schedule, and budget adherence that hinder the success of Kenyan public projects. Misalignment of organizational culture significantly undermines project performance, leading to increased risks of failure in meeting objectives. The research was grounded on Schein's Organizational Culture Theory, the Denison Model, and anchored by Theory of Project Management. A descriptive research design was used with a sample of 118 respondents selected through simple random sampling. Data were collected via structured questionnaires and analysed using SPSS version 26, employing descriptive statistics and inferential methods. Cronbach’s alpha, Pearson correlation coefficients and regression analysis assessed the reliability, relationships, and impact of organizational culture on project performance. Findings revealed that among the organizational culture dimensions, adaptability had the highest mean score (3.55), indicating a strong perception of the organization’s ability to embrace change and improve work processes. Involvement (mean = 3.36), consistency (mean = 3.38), and mission (mean = 3.42) also showed moderate to strong practices in the organizational culture. These findings align with the first objective, which examined how organizational culture influences the water projects in Makueni County. Project performance was measured by three key variables: project schedule (mean = 3.37), project cost (mean = 3.38), and project scope (mean = 3.34), with project cost showing the highest effectiveness in budget management. Pearson correlation analysis revealed a positive correlation between organizational culture and project performance, with significant influences from involvement (r = 0.505), adaptability (r = 0.524), consistency (r = 0.472), and mission (r = 0.330). The study found that greater employee involvement and clear communication of the organizational mission improved project schedule, scope, and cost performance. Adaptability also positively impacted project outcomes, indicating that organizations that embrace change achieve better results. Overall, the findings highlight that organizational culture unites teams, fosters cooperation and innovation, ensures stability and accountability, and provides strategic direction, all of which contribute to enhanced adherence to schedules, budgets, and project objectives. To enhance the performance of water projects in Makueni County, it is recommended to foster a culture of continuous learning, strengthen cross-departmental collaboration, align organizational values with project goals, leverage technology for improved engagement, cultivate open communication, and empower employee participation in decision-making. Future research should focus on the impact of organizational culture on water project performance across different counties, conduct longitudinal studies to assess cultural shifts over time, utilize qualitative methods for deeper employee insights, explore the interplay between external factors and culture, and examine how various leadership styles affect project outcomes.