Factors affecting organisational performance: the case of the National Environmental Management Authority (NEMA)
The Environmental Management and Coordination Act (EMCA) was enacted in 1999 marking a key milestone in promoting sustainable environmental management in Kenya. The National Environment Management Authority (NEMA) was established under the EMCA as the principal instrument of Government for the implementation of all policies relating to environment. In spite of its strengths and opportunities NEMA's visibility remains low. This study was undertaken to obtain some perspectives on the effect of organizational culture, Monitoring and Evaluation, Coordination on the performance of NEMA. Thirty five (35) respondents from NEMA, nine (9) respondents from Government Ministries specified on the First Schedule of EMCA, four (4) from United Nations agencies and two (2) from the donor community were interviewed to obtain information on factors affecting NEMA's performance. NEMA respondents were selected through stratified random sampling using the Authority's organogram and staffing table. Each of the seven departments of NEMA was considered a stratum. Fifteen senior managers and twenty technical personnel were selected from a sample frame of 105 subjects. Departmental heads were purposively selected while other respondents were randomly selected. Respondents from the ministries were selected using the EMCA first schedule. A stratified sampling technique was employed for Government Ministries and 18 respondents were purposively selected from a sample frame of 36 subjects drawn from the 18 ministries specified on the First Schedule of the EMCA. Each ministry was considered as a stratum. The data collected was analysed using the Statistical Package for Social Sciences (SPSS). Findings of the study indicate some relationship between organizational culture, coordination and NEMA's performance. There was no evidence of any relationship between Monitoring & Evaluation and knowledge management, a key factor in organizational performance. For NEMA to improve its performance and enhance its visibility, it will need to strengthen its cross-departmental communication and collaboration, embrace technology and leverage its intellectual capital through better use of its knowledge management systems.