Awate, Peace2026-10-092026-10-092026-09-11https://hdl.handle.net/20.500.11951/2494Postgraduate ResearchThis study was undertaken to probe and assess the consequence of organizational capacity building and workforce performance among NGOs operating in Juba South Sudan. This study was inspired by the actuality that workforce performance had been deteriorating as manifested by the significant challenges in achieving consistent and high-quality program delivery, and even low productivity, among other issues, all of which are required to be addressed. The study objectives focused to find out the effect of training programs on workforce performance in NGOs, to assess the impact of resource availability on workforce functioning in NGOs, to determine the connection between leadership development and workforce performance in NGOs, and to assess the moderating consequence of donor funding conditions on the association between capacity building and workforce performance in NGOs in Juba, South Sudan. The significance of this study provide useful insights and suggestions for improving the efficacy of NGO operations in South Sudan by examining the connection between capacity-building programs and worker performance. This might result in the creation of specialized capacity-building initiatives that cater to the unique requirements and difficulties encountered by non-governmental organizations functioning in areas impacted by war. The finding shows that effective capacity-building initiatives can boost NGOs' overall organizational effectiveness by improving staff morale and retention, maximizing resource use, and fostering greater teamwork and cooperation. As a result, NGO interventions in South Sudan may have a greater impact and last longer. On the premise of the results, the study concluded that capacity building variables have varied effects on workforce performance measured as job efficiency and work quality, in non-governmental organizations: Evidence from Juba city, South Sudan. Specifically, firstly, the study divulged that training programs had a statistically positive significant impact on workforce functioning measured as job efficiency and work quality, in non-governmental organizations. Finally, the study recommends that organizations reassess and redesign leadership development initiatives since the negative insignificant relationship suggests that current leadership programs are either ineffective or misaligned with actual performance drivers. The study also recommends that organizations integrate capacity building into organizational strategy in that organizational capacity building should not be treated as an isolated function but as a strategic lever for performance improvement.enDissertation