THE NEXUS BETWEEN ORGANIZATIONAL CULTURE STRUCTURE AND IMPLEMENTATION OF SOCIAL WELFARE PROGRAMS IN TANA RIVER COUNTY GOVERNMENT
THE NEXUS BETWEEN ORGANIZATIONAL CULTURE STRUCTURE AND IMPLEMENTATION OF SOCIAL WELFARE PROGRAMS IN TANA RIVER COUNTY GOVERNMENT
Lugumba Abdi Mohamed - Student, Department of Public Policy and Administration, Kenyatta University, Kenya
Dr. Wilson Muna - Senior Lecturer, Department of Public Policy and Administration, Kenyatta University, Kenya
ABSTRACT
The aim of this research was to evaluate the nexus between organizational culture structure and implementation of social welfare programs in Tana River County Government, Kenya. Specifically, the study was guided by the following specific objectives; aspects on culture structure. to establish whether Shared values and beliefs influence implementation of social welfare programs in Tana River County Government, Kenya, to evaluate the influence of Norms on implementation of social welfare programs in Tana River County Government, Kenya, to investigate the effect of Behavior expectations implementation of social welfare programs in Tana River County Government, Kenya and to find out how Symbols, rituals & traditions implementation of social welfare programs in Tana River County Government, Kenya. This study was guided by the Schein’s Organizational Culture Model (2017), Denison’s Model of Organizational Culture and Hofstede’s Cultural Dimensions Theory. This study adopted a descriptive research design to examine the relationship between organizational culture structure and the implementation of social welfare programs. A descriptive approach allowed for the analysis of patterns, relationships, and perceptions regarding shared values and beliefs, norms, behavior expectations, and symbols, rituals, and traditions within public institutions. The target population included government employees, policymakers, program implementers, and community representatives involved in social welfare programs. These groups were selected to ensure diverse perspectives on how organizational culture influenced policy execution and service delivery. Both primary and secondary data were collected to enhance the validity of the study. Primary data were gathered through structured questionnaires and key informant interviews, with closed-ended and Likert-scale questions measuring respondents’ perceptions. Interviews with government officials and program managers provided in-depth insights into institutional culture and the challenges faced in implementing social welfare initiatives. Secondary data were obtained from government reports, policy documents, journal articles, and other relevant literature to contextualize findings and compare them with global and regional studies. Data analysis employed both qualitative and quantitative techniques. Descriptive statistics, such as means, frequencies, and percentages, summarized responses, while inferential statistics, including regression analysis and Spearman’s correlation, assessed the relationship between organizational culture structure and the success of social welfare programs. The study established that organizational culture structure plays a significant role in the successful implementation of social welfare programs. Institutions that uphold strong shared values and beliefs, such as integrity, accountability, and service orientation, are more likely to deliver effective and sustainable programs. The study further found that organizational norms significantly impact service delivery. Institutions with well-defined and enforced norms maintained higher levels of accountability, efficiency, and consistency, ensuring smooth program execution. Lastly, the study revealed that symbols, rituals, and traditions play a critical role in shaping institutional effectiveness. While some bureaucratic traditions hindered policy adaptability, inclusive traditions such as stakeholder consultations, community meetings, and employee recognition programs enhanced program outcomes.
