Job Analysis and Organizational Restructuring Among International and National NGOS in South Sudan
Abstract:
Organizational
restructuring has become a common survival tactic for non-governmental
organizations (NGOs) working in fragile and conflict-affected regions. In South
Sudan, ongoing political instability, reliance on donor funding, and security
challenges have heightened the need for effective human resource planning. This
study looked into how job analysis impacts organizational restructuring among
International Non-Governmental Organizations (INGOs) and National
Non-Governmental Organizations (NNGOs) in South Sudan. Using frameworks like
Strategic Human Resource Management, Contingency Theory, and the Resource-Based
View, the research employed a cross-sectional explanatory design. We gathered
quantitative data from 151 NGO employees who had gone through organizational
restructuring in the last five years. The analysis included descriptive
statistics, correlation analysis, and multiple regression techniques. The
results showed a positive and statistically significant link between job
analysis and the effectiveness of restructuring, suggesting that clarity in
roles, alignment of competencies, and rationalization of tasks contribute to
more stable restructuring processes. However, the regression analysis indicated
that job analysis alone did not predict restructuring effectiveness when other
human resource planning factors were taken into account, implying that its role
is more foundational and indirect. The study concludes that while job analysis
is essential for successful restructuring, it needs to be part of a broader
human resource planning strategy to ensure sustainable outcomes. These findings
provide valuable insights for NGO managers, donors, and policymakers aiming to
enhance organizational resilience in fragile and conflict-affected settings.
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