18Jun 2024


  • Department, Business Administration, Mount Kenya University.
  • Department, Business Administration, Mount Kigali University.
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Background:This research study aimed to assess the influence of internal teamwork practices on project implementation in non-profit organizations operating in Rwanda, with a specific focus on The Umbrella of Organizations of Persons with Disabilities in the Fight Against HIV&AIDS and for Health Promotion (UPHLS). The study was structured around three specific objectives which were: To assess the effect of Team Collaboration on Project Implementation Success within the UPHLS project in Rwanda. To determine the influence of Resource Allocation on the Timeliness of project implementation within the UPHLS project in Rwanda. And finally, to evaluate the influence of Training and Development on the Quality of Deliverables in the UPHLS project in Rwanda.

Materials and Methods:In order for the researcher to achieve the objectives of the research, a descriptive and correlation research design were adopted. Data was collected through a combination of both quantitative and qualitative methods, utilizing interview guides and questionnaires. The research population of this research included the broader staff population of 22 at UPHLS headquarters, these individuals were all considered as the sample size through the adoption of the census sampling technique where the entire population is inclusive in the study under investigation due to the small size of this population.

Results:From the collected data the findings identified critical factors influencing success. Effective communication (mean=4.23, SD=1.45), clear task allocation (mean=4.27, SD=1.31), appropriate leadership (mean=4.36, SD=1.27), a culture of trust (mean=4.46, SD=1.18), and regular feedback (mean=4.32, SD=1.29) were key contributors to successful project implementation. Resource allocation significantly impacted timeliness, with financial resources (mean=4.68, SD=1.23), human resources (mean=4.89, SD=1.56), material resources (mean=4.45, SD=1.34), procurement practices (mean=4.76, SD=1.45), and budget oversight (mean=4.89, SD=1.23) playing crucial roles. Training and development initiatives positively influenced the quality of project deliverables, with mean scores ranging from 4.39 to 4.58 and corresponding percentages of agreement ranging from 44.46% to 50.87%. Correlation analysis demonstrated a strong positive correlation (r=0.736, p=0.001) between internal teamwork practices and project implementation. The research therefore concluded by emphasizing the significant role of cohesive teamwork in project success. The study went further to mention that these findings underscored the importance of effective communication, resource management, and training initiatives in enhancing project outcomes in the context of non-profit projects, providing actionable insights for organizations aiming to improve their project implementation processes.

Conclusions: Based on the studys findings and conclusions, several recommendations were made by the research where the study suggested enhancing internal teamwork practices in non-profit projects, especially UPHLS in Rwanda, by fostering trust, allocating resources, investing in training, and recognizing the strong correlation between teamwork and project success. These recommendations aimed to improve collaboration, efficiency, and project outcomes. Building on the insights from the current study on internal teamwork practices in Rwandan non-profit projects, the study suggested further research, including cross-cultural analysis, longitudinal studies, qualitative leadership styles, external stakeholders, comparative analysis, and global events, to enhance project management and foster social development.

[Muhorakeye Assumpta and Gitahi Njenga (2024); INTERNAL TEAMWORK PRACTICES AND PROJECT IMPLEMENTATION IN NON-PROFIT PROJECT IN RWANDA: A CASE OF UPHLS Int. J. of Adv. Res. (Jun). 119-131] (ISSN 2320-5407). www.journalijar.com



Article DOI: 10.21474/IJAR01/18858      
DOI URL: http://dx.doi.org/10.21474/IJAR01/18858