The Effects of a Learning Organization on Organizational Performance in Microfinance Institutions in Kenya: A Case Study of Faulu Microfinance Bank Ltd, in Nairobi Region

Abstract

This study sought to examine the effects of a learning organization on organizational performance in Micro-finance Institutions in Kenya, a case study of Faulu Microfinance Bank Ltd in Nairobi region, Kenya. It specifically was trying to find out whether the Learning Organization principles according to Peter Senge exist in Faulu and assess the influence of the principles on the organizational performance. The study was based on the theoretical framework of Peter Senge (2004), The Fifth Discipline and System Theory by Ludwig Von B. Little John. The key focus being the learning organization model as established by Peter Senge. Descriptive research design was adopted for the study. The entire population of Nairobi branches of Faulu Microfinance Bank Ltd were the respondents (69 employees). The questionnaire was the tool used to solicit for information from the employees. The data collected was analyzed using Stata. Descriptive and inferential statistics were used to present the results. The findings of the study suggest employees perceive Faulu Microfinance Bank Ltd functions as a learning organization. The results indicated that the principles of a learning organization exist in Faulu. The Logit regression model was used to test the level of significance the independent variables have on organizational performance. System thinking, shared vision and gender were found to have a significant influence on the organizational performance of Faulu. The study recommended that the recruitment process to include a personal visioning test and meet the business line manager as part of the on boarding process.

Keywords: Learning Organization, Organizational performance, Micro-finance Institutions.