Organisational Culture Types and Their Effect on Employee Engagement and Performance Among NGOs in Nairobi City County, Kenya

The quantitative study examined four culture types to determine their effect on employee engagement and performance among NGOs, in Kenya with a specific focus on project-oriented NGOs in Nairobi City County. The study collected data through dissemination of a questionnaire shared with NGO employees. A total of 294 responses were submitted and confirmed valid for further analysis using SPSS. The data gathered was analysed based on the research objectives. The study findings indicated that culture types had a positive correlation with employee engagement and performance variables. The study findings revealed clan culture as dominant among the NGOs and the results suggest that NGOs were resulted oriented, had a mentorship leadership style and focused on dependable delivery. A positive and significant corelation was observed between clan culture with employee engagement and performance. Moreover, the findings suggest that organisational culture had a higher corelation with performance compared to engagement among NGO employees. The study recommendation is for NGOs in Kenya to adopt clan culture because it had a significant effect on the engagement and performance variables. The study findings provide knowledge useful for leaders, project and human resource managers, culture advocates, and policy makers. The study offers unique and additional insights on the four culture types and their effect on employee engagement and performance in a developing country context. The study used a questionnaire that consolidated three tools which has not been captured in past empirical studies related to the context of NGOs in Kenya.