Analysis of Monitoring and Evaluation Practices on Performance of Non-Governmental Organizations’ Project in Kiambu County, Kenya
Keywords:Monitoring, Evaluation, Practices, Performance, Non-Governmental Organizations, Kiambu, Kenya
Monitoring and evaluation is an essential practice in project management as it helps the project's scope to be defined, interventions to be established, and project managers to have an understanding of how project interventions would affect the project's implementation and objectives. The purpose for this study was to analyze monitoring and evaluation practices on the performance of Non-Governmental Organizations (NGOs) in Kiambu County in Kenya. The three main research objectives of this research are; the monitoring and evaluation planning practice; the monitoring and evaluation technical skills practice, and the participatory monitoring and evaluation practice on the performance of NGO’s in Kiambu County. This study utilized a descriptive investigative approach, with a sample size of 210 being non-governmental employees drawn from; Monitoring and evaluation officers, Project managers, and Stakeholder representatives out of a target population of 441. The tool for data analysis was the statistical package for social science version 26 and the results obtained were presented using tables and figures. The results of regression evaluation of monitoring and evaluation depicted a very strong connection between monitoring and evaluation planning practice and non-governmental organizations' project performance. The results of monitoring and evaluation of technical skill illustrated a positive connection between monitoring and evaluation of technical skill practice and non-governmental organizations' project performance. Further, the findings on Participatory monitoring and evaluation represented a confident connection between Participatory monitoring and evaluation practice and non-governmental organizations' project performance. Regression analysis results indicated that monitoring and evaluation planning practice; the monitoring and evaluation technical skills practice, and the participatory monitoring and evaluation practice positively and significantly impact the project performance of non-governmental organizational In Kiambu County, Kenya. This study therefore concluded that monitoring and evaluation planning practice; the monitoring and evaluation technical skills practice, and the participatory monitoring and evaluation practice positively and significantly impact the project performance of non-governmental organizational In Kiambu County, Kenya. This study recommends non-governmental organizational In Kiambu County, Kenya to pay particular attention to participatory monitoring and evaluation practice by focusing on those strategies that embrace participatory approaches, to create more inclusive and impactful M&E processes that contribute to sustainable development and positive change within communities. The findings in this research study will benefit, scholars, M&E practitioners, programme managers, government institutions, project stakeholders, and donor community in proper integration of the monitoring and evaluation practices for project performance.
Alexandrova, M. (2012). Critical success factors of project management: Empirical evidence from projects supported by EU programmes. Systemic Economic Crisis: Current Issues and Perspectives (pp. 1-9). Sofia: ASECU.
Armstrong, M. (2013). A Handbook of human resource management practice (10th edition). London and Philadelphia. Kogan Page Limited
Belassi, W., & Tukel, O. I. (2019). A new framework for determining critical success/failure factors in projects. International Journal of project management, 14(3), 141-151. Retrieved. DOI: https://doi.org/10.1016/0263-7863(95)00064-X
Buytendijk, F. (2019). Performance leadership: The next practices to motivate your people align stakeholders and lead your industry. McGraw Hill
Cheche, S. G., & Muathe, S. M. (2014). A Critical Review of Literature on Performance Contracting. Global Journal of Commerce &Management Perspective, 3(6), 65-70.
Cooper, S., & Schindler, J. (2013). Sample size determination. The Business journal of research
Crawford, P., & Bryce, P., (2003). Project monitoring and evaluation: A method of enhancing the efficiency and effectiveness of aid project implementation. International Journal of Project Management, 21(5): 363-373 DOI: https://doi.org/10.1016/S0263-7863(02)00060-1
Dent, E. B., & Umpleby, S. A. (2016). Underlying assumptions of several traditions in systems theory and cybernetics. Cybernetics and systems, 29(5), 513-518.
Dooren, W. (2016).Performance measurement in the Flemish public sector; a supply and demand approach. Catholic University, Leuven. PhD thesis.
England, R. (2000). Contracting and Perfmmance Management in the Health Sector; some pointers on how to do it. DFID Health Systems Resource Centre, London
Freddie, S., Barbara, M., & Natasha, P. (2012). Why performance-based contracting failed in Uganda -- An "open-box" evaluation of a complex health system intervention. Social Science & Medicine, 75 (2), 377 - 383. DOI: https://doi.org/10.1016/j.socscimed.2012.02.050
Grapinet, G. (2018). Public sector performance contracting in France. A case study of performance contracting and the management of local services of the directorate general for taxes, in Performance contracting. Lessons from performance contracting case studies. A framework for public sector performance contracting. PUMA. Paris: OCDE.
Grimshaw, D., & Hebson, G. (2014). Public-private contracting: Performance, power, and change at work. Fragmenting Work, 111-133. DOI: https://doi.org/10.1093/acprof:oso/9780199262236.003.0005
Heneman, H. G., & Schwab, D. P. (2013). Evaluation of research on expectancy theory predictions of employee performance. Psychological bulletin, 78(1), 1. DOI: https://doi.org/10.1037/h0033093
Kander, P.C. (2018). "Improving Service Delivery Efficiency at the Kenya Tourism Board (KTB) with Performance Contracting."
Kerzner, H. (2013). "Project Management Metrics, KPIs, and Dashboards: A Comprehensive Guide to Monitoring and Measuring Project Performance." Second Edition. Published in New Jersey by John Wiley & Sons. DOI: https://doi.org/10.1002/9781118826751
Larry, Hatcher. (2013). Advanced Statistics in Research: Reading, Understanding, and Writing Up Data Analysis Results. Publisher: Shadow Finch Media LLC.
Mugenda, O. M. and Mugenda, A. G. (2003). Research Methods: Quantitative and Qualitative Approaches. Nairobi: Acts Press.
Nganyi, J. E., Shigogodi, J. M., and Owano, A. (2014). "Assessing the Effectiveness of Performance Contracting in Service Delivery at Public Universities in Kenya." Published in the International Journal of Academic Research in Business and Social Sciences, Vol. 4, No. 10, pp. 413. DOI: https://doi.org/10.6007/IJARBSS/v4-i10/1236
Ogula, P. A. (2002). Monitoring and Evaluation of Educational Projects and Progrmas. Nairobi, Kenya: New Kemit Publishers.
Raval, K.. (2009, February 15). Stratified Random Sampling. PowerPoint Presentation
Särndal, C., Swensson, B., and Wretman, J. (2013). "Model-Assisted Survey Sampling: Exploring Sampling Techniques." Published by Springer Science & Business Media.
Takim, R. (2009). The management of stakeholders’ needs and expectations in the development of construction project in Malaysia. Modern Applied Science, 3(5). DOI: https://doi.org/10.5539/mas.v3n5p167
Uusikyla, P., and Virtanen, P. (1999). "Performance Contracting in the Public Sector: Insights from Finland." Retrieved from http://www.oecd.org/puma
Von Foerster, H. (2017). "Understanding: Essays on Cybernetics and Cognition." Published by Springer Science & Business Media.
Wanyama, F. O. (2001), Grassroots Organization for Sustainable Development: The Case of Community-Based Organizations in Western Kenya," Regional Development Studies, 7.
Yulia A., (2005). Policy Brief 13; Community-Based Organizations: Strategies For Sustainability. University of Michigan Business School.
Zhai, L., Xin, Y. & Cheng, C., (2009). Understanding the value of project management from a stakeholder's perspective: Case study of mega-project management, Project Management Journal, 40: 99-109. DOI: https://doi.org/10.1002/pmj.20099
How to Cite
Copyright (c) 2023 Moses Njiru, Erastus Thoronjo
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-ShareAlike that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).