| Abstract: |
Organizing the project execution to achieve organisational goals has been one of the most persistent unresolved management practice issues of all times. This empirical paper examines the critical variables affecting organisational goal performance through a comparative study of 200 projects from the public, private and non-governmental sectors of organisations. Local data were obtained from 300 responses of project managers, team leaders, and organisational stakeholders using a 35-item validated questionnaire. We systematically studied the remaining seven key drivers quality of leadership, allocation of resources, engagement of stakeholders, planning and scheduling, risk management, communication effectiveness and fit-for-purpose organisational culture. The data analysis included descriptive statistics, Cronbach's alpha reliability testing, Pearson correlation analysis, independent samples t-tests, one-way ANOVA, and multiple linear regression modelling. The regression model accounted for 67.3% in the variance of goal performance (Adj R2 = 0.664). The strongest predictor was leadership quality (beta = 0.341, p < 0.001), followed by planning and scheduling (beta = 0.310, p < 0.001). Comparison of the means using paired Student's t-test revealed that all factors were statistically significantly different (p < 0.001) between successful project groups and failed project groups. Overall, the private sector displayed consistently higher factor scores than public sector and NGOs. Theoretically-obsessed, empirically-informed lessons that have practical implications for aspiring practitioners and policy administration seeking project utmost success and organisational goal attainment. |
