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Effects of Organizational Resource Portfolio on the Performance of Africa Inland Church Theological Training Institutions in Kenya

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  • Munyao, Solomon. M.

    (School of Leadership, Business and Technology, Pan Africa Christian University, P.O. Box 56875-00200, Nairobi, Kenya)

Abstract

Although organizations are started for the purpose of achieving some set objectives, this is not always the case with performance being cited as one of the challenges facing them today. Theological training institutions that are affiliated to Africa Inland Church have not been spared from this challenge of under-performance. Some of the areas that these theological training institutions have not performed well are in the declining number of students joining themand lack of reward system for both students and employees. Other challenges are lack of resources such declining financial support from donors besides lack of information technology infrastructure. This study was anchored on organizational resource portfolio which is an aspect of strategic leadership theory to determine its effects on organizational performance in Africa Inland Church theological training institutions in Kenya. Data was collected using both open and closed ended questionnaires from 219 management members, employees and third year students of Africa Inland Church theological training institutions in Kenya. The study made use of experimental research design while respondents were sampled using multi-stage sampling technique. The study established that organizational resource portfolio had a negative correlation with organizational performance (R=-0.145, p>.01) and contributed to 2.1 percent of the performance in Africa Inland Church theological training institutions in Kenya.

Suggested Citation

  • Munyao, Solomon. M., 2021. "Effects of Organizational Resource Portfolio on the Performance of Africa Inland Church Theological Training Institutions in Kenya," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 5(5), pages 128-134, May.
    • Handle: RePEc:bcp:journl:v:5:y:2021:i:5:p:128-134
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