Influence of Monitoring and Evaluation System Components on the Performance of National Non-Governmental Organizations (NNGOs): A Case of Global Aim Uganda
DOI:
https://doi.org/10.47941/jbsm.711Keywords:
Organizational structure, routine monitoring and evaluation, utilization of M&E information, performanceAbstract
Purpose: The purpose of this study was to examine the influence of Monitoring and Evaluation (M&E) system components on the performance of National Non-Governmental Organizations (NNGOs) in Uganda: A case of Global Aim Uganda. The study focused on the i) influence of organizational structure on the performance of Global Aim Uganda (GAU), ii) influence of routine M&E on the performance of GAU and the influence of utilization of M&E information on the performance of GAU.
Methodology: The study used a cross sectional study design employing both qualitative and quantitative research approaches. The population of the study consisted of the staff of Global Aim Uganda, implementing partners and project beneficiaries to which stratified random sampling was applied. 164 respondents (100% response rate) were reached for the survey and 15 respondents out of 17 (88.23% response rate) were reached for interviews. Qualitative data were collected using interview guides analyzed using content analysis and presented as text in normative form. Quantitative data was collected using researcher administered questionnaires. Responses were rated on a 5-Likert scale and were coded, cleaned and analyzed for descriptive and inferential statistic using SPSS software (version 20.0) presented in tables.
Findings: Correlational analysis showed a significant and positive correlation between performance of Global Aim Uganda and organizational structure (r=.244**, p=.002, <0.05), routine M&E (r=.403**, p=.000, <0.01) and utilization of M&E information (r=.526**, p=.000, <0.01). Results from regression analysis revealed a non-significant and negative influence of organizational structure (β= -.013, p=.873, >0.05) on performance. While, there is a positive and significant influence of routine M&E (β=.199, p=.001, <0.05) and utilization of M&E information (β=.327, p=.000, <0.05) on the performance. The coefficient of determination (r2) between predictor variables and performance of Global Aim Uganda is 0.322 (32.2%).
Unique contribution to theory, practice and policy: There is need to strengthen the M&E system components. These can be done through improved internal reporting, broadening the functions of the M&E unit, incorporating aspects of M&E in staff roles and responsibilities, conducting project specific baseline surveys, starting to conduct project evaluations and increasing the utilization of M&E information in decision making. Further study should focus on the M&E capacity of the organization.
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