Validation of Customer Perspectives in the Context of NGO’s Performance Evaluation in Kenya
International Journal of Economics, Finance and Management Sciences
Volume 4, Issue 4, August 2016, Pages: 199-204
Received: Jun. 17, 2016;
Accepted: Jul. 4, 2016;
Published: Jul. 28, 2016
Views 2952 Downloads 66
Nasline Akinyi Ouko, Departmentof Extra Mural Studies, the University of Nairobi, Nairobi, Kenya
Charles Rambo, Departmentof Extra Mural Studies, the University of Nairobi, Nairobi, Kenya
Paul Odundo, Department of Education Communication Technology, the University of Nairobi, Nairobi, Kenya
Raphael Nyonje, Department of Education Communication Technology, the University of Nairobi, Nairobi, Kenya
David Omondi Okeyo, School of Public Health and Community Development, Maseno University, Kisumu, Kenya
Follow on us
Customer segments are key performance gauge for effective and efficient Non-Governmental Organizations. There seems to be little assessment of customer related components in the NGO’s performance measurement mix despite many donor-funded projects implemented in Nyanza region in Kenya. This study explored key customer perspectives guided by one of the Balanced Score Card model pillars in the NGO performance measurement concept. The study engaged 64 top managers of NGOs dealing in livelihood issues within Nyanza region. Structured questionnaire was used to explore critical areas of the customer perspective as performance indicators. Data analysis was based on descriptive statistics at the preliminary stage and hierarchical regression based on principal axis factoring. The results revealed four categories of customer perspectives in the competition. The leading category accounted for 17.25% of customer perspective performance characterized by presence of service charter, objectives related to customer/beneficiary services and existence of relevant ICT/information material. The second category accounted for 14.48% of the variance and was characterized by engagement in activities that respond to immediate beneficiary needs. The third category accounted for 13.11% and was characterized by the value of honesty, courtesy, transparency and beneficiary accountability. The last category of customer perspective accounted for 7.61% of the variance and was characterized by regular execution of beneficiary satisfaction survey. In conclusion, the study established that key customer perspectives in the NGOs performance measurement area the presence of service charter, clear objectives related to customer/beneficiary services and existence of relevant ICT/information materials. It therefore recommends putting more emphasis in regular beneficiary satisfaction surveys as this area is more likely to be ignored in the performance measurement.
Customer Perspective, Performance, Evaluation, Ngo, Kenya
To cite this article
Nasline Akinyi Ouko,
David Omondi Okeyo,
Validation of Customer Perspectives in the Context of NGO’s Performance Evaluation in Kenya, International Journal of Economics, Finance and Management Sciences.
Vol. 4, No. 4,
2016, pp. 199-204.
Copyright © 2016 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/
) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Kaplan, R. S. (2010). Conceptual Foundations of the Balanced Scorecard. [on-line], Boston, Harvard Business School Working Papers 10- 074, c 2010, [cit.: 18th March, 2013].
Hartnett, B., & Matan, R. (2011). “The Balanced Scorecard: A Strategic Tool for the Nonprofit Sector” http://sobel-cpa.com/sites/default/files/whitepaper.Jan2011%20final.pdf (Accessed on 20/3/2013)
Niven, P. R (2003). Adapting the Balanced Scorecard to fit the public and non-profit sectors, Primerus Consulting.
Hassan, M. (2010) To what Extent Do The Legal Restrictions on NGOs in Egypt Undermine NGOS’ Ability to Achieve Their Goals? MA Thesis the American University, Cairo http://www.hbs.edu/faculty/Publication%20Files/10-074.pdf (Accessed on 22. 01. 2016)
Carman, J. G., & Fredericks, K. A. (2008). Nonprofits and evaluation: Empirical evidence from the field. New Directions for Evaluation, 2008 (119): 51-71. doi: 10.1002/ev268.
Fretchling, D. C. (2006). A balanced score card for managing strategy and measuring performance of destination management organizations. Faculty of Tiourism and Food, Dublin Institute of Technology, Ireland.
Saunders, A., Wilson, B. (2001). Link between service charter and risk constraining incentives. Journal of Financial Services and Research, 19 (2): 185-195.
Torrel, L. (2005). Service charter in relation to trust in government. Public Administration, 15 (6): 1540-6210.
Gualandris, J., Klassen, R. D., Vachon, S. & Kalchschmidt, M. (2015). Sustainable evaluation and verification in supply chains: Aligning and leveraging accountability to stakeholders. Journal of Operations Management, 38: 1-13
Ken G Smith, Edwin A Locke (1990). Goal setting, planning, and organizational performance: An `experimental simulation. Organizational Behavior and Human Decision Processes, 46 (1): 118-134.
Sirawit Sirirak, Nazrul Islam, Do Ba Khang (2011). To investigate the influence of ICT on hotel performance in Thailand. Journal f hospitality and tourism technology, 2 (1): 34-49.
Asta, T. & Rimantas, G. (2014). ICT impact on SMEs performance. Procedia-Social and behavioral sciences (110): 1218-1225.
Ignatius, A. (2004). Fostering Accountability in Zimbabwe Civil Society. International Journal of Not-for Profit Law Vol. 6 (3): www.cnl.org//research/journal/Vol. 6 iss. 3/special_4 htm (Accessed on 1/5/2016).
Gibelman, M &Gelman, S. R. (2004). A loss of credibility: Pattern of wrong doing among NGOs. International Journal of Voluntary and Non-proﬁt Organizations 15: 4, December 2004. DOI: 10.1007/s11266-004-1237-7.
Murtaza, N & Austin, M. (2011). Strategic Management of NGO’s in Developing Countries. Journal of Nonprofit Education and Leadership, 2 (1): 7-30.
Ranaweera, C., & Prabhu, J. (2003). "On the relative importance of customer satisfaction and trust as determinants of customer retention and positive word of mouth". Journal of Targeting, Measurement and Analysis for Marketing, 12 (1), 82-90.
Khalifa, S. A (2004). Customer value: a review of recent literature and an integrative configuration. Management Decision, 42 (5): 645-666.