Abstract

Worldwide public sector and private sectors put more effort into the promotion of a good environment for conducting monitoring and evaluation of the project conducted within their organization to increase transparency, strengthen accountability, and improve organization performance.

This study sought to investigate monitoring and its effect on the organizational performance case of MINFOPRA Buea Cameroon. Specifically, the study sought to determine the effect of monitoring planning on organizational performance, to find out what role monitoring programs have on organizational performance, and to examine the effect of monitoring practices on organizational performance.

The study employed quantitative data and adopted a survey research design. To achieve these objectives, the study employs simple random sampling techniques to sample 30 respondents using structured-questionnaire. Collected data from the field were analyzed descriptively and inferentially using regression in SPSS (25.0). Findings revealed that project programs helped in providing improvements and provided efficient workflow hence building expertise and knowledge. The monitoring and evaluation practices provided methods that led to efficient and effective achievement of organization goals on desired objectives.

Monitoring and evaluation practices provided more dynamic approaches leading to the completion of desired projects. Based on the findings it was concluded that monitoring impacts the performance of MINFOPRA. The study recommended that MINFOPRA should practices monitoring technical activities regularly, with clear action plans, using specific tools and methodologies which help the project achieve its objective.

CHAPTER ONE

INTRODUCTION

1.1 Background of the study

With the advent of globalization, organizations all over the world are grappling with internal and external demands and pressures for continuous improvements in project management to enhance performance and stay competitive (Kusek & Rist, 2004). These demands come from a variety of sources including donors, governments, private sector, civil society and the media. Whether it calls for greater accountability and transparency in exchange for foreign aid or real results, organizations must be increasingly responsive to stakeholders’ demand to demonstrate tangible results (Khan, 2001).

As a consequence of this, many organisations are becoming increasingly wary of factors that determine project performance and the need to manage projects meticulously. According to Machuka, M. Marion & Wallace Atambo (2019), one of the most powerful programs that influence the performance of a project, program, or policy is Monitoring.

This is echoed by Shapiro (2004) that monitoring enable one to assess the quality and impact of a project, against project plans and work plan. Wysocki and McGary, (2003) crowns it all by saying “If you don’t care about how well you are doing or about what impact you are having, why bother implement a project at all? You can only tell how well you are doing by monitoring performance (Machuka, M. Marion & Wallace Atambo, 2019).

Government agencies and departments around the world are under pressure to provide goods and services efficiently. The design of systems and policies in government is a key in ensuring that the mandate of the government is achieved. However, the government faces the challenge of assessing how good and effective systems and policies are in achieving a set mandate. The route taken by most governments is that of tracking and measuring their progress and performance. According to Ntoyanto (2016), measurement has become the way through we can tell how good the public service is. Measuring performance of the public sector goes beyond the public sector. Ntoyanto (2016) writes that performance measurement not only includes monitoring of services, but is now encompassing management functions such as decision-making, control and accountability.

The practice of monitoring, programmes and projects has been identified and adopted by many governments, governance agencies, non-governmental organisations (NGOs) and international organisations, as an activity which can promote and ensure service delivery efficiency, effective utilisation of funds, performance results and accountability. Similarly, the Cameroon Government recognised that, in order to ensure that substantial results are achieved, it was critical to intervene in the way that it monitored, evaluated and reported on its policies, projects and programmes.  Furthermore, monitoring offers the opportunity to keep track of processes, to review implementation, to assess outcomes and impact. Monitoring is now an integral part of planning and implementation of policies, projects and programmes in South Africa as it adds value to the work of the government.

The conceptualization of project Monitoring has evolved over time and has mirrored the paradigm shifts that have occurred in management of projects (Nyonje, Ndunge, & Mulwa, 2012). In the 1950s, monitoring practice was dominated by a strong emphasis on prudent utilization of resources, reflecting the social scientific trend of the era (Rodgers & Williams, 2006). The focus of monitoring then, sought to concentrate on lived experiences, and give voice to as many stakeholders in a consensus-shaping evaluation process (Schwandt & Burgon, 2006). Monitoring is an internal function of a project, and it involves: establishing indicators, setting up systems to collect information, collecting and recording and analyzing information, and using the information to inform day-to-day management. Monitoring is important since it necessitates the modification of activities if they emerge not to be achieving the desired results (Julia & Muchelule, 2018).

Monitoring and its effect on organizational performance in the context of Cameroon has been the subject of several studies. Cameroon is a developing country in central Africa with a diverse economy, and the public sector plays a crucial role in the country’s development. Effective monitoring practices can help to improve the efficiency and effectiveness of public service delivery, as well as enhance citizen trust in government institutions (Nkwetta, D. N., & Ntui, P. N,2019).

One study by Kengne and Tchuente (2017) examined the impact of monitoring on the performance of the Ministry of Public Works in Cameroon. The study found that effective monitoring practices were positively related to organizational performance, including improvements in project planning and execution, financial management, and employee motivation.

The study also identified several best practices for monitoring, including using a balanced scorecard approach, setting SMART (specific, measurable, achievable, relevant, and time-bound) objectives, and establishing clear roles and responsibilities. Another study by Nkwetta and Ntui (2019) focused on monitoring and evaluation practices in the Cameroon public sector. The study found that effective monitoring and evaluation practices were positively related to organizational performance, including improvements in service delivery, financial management, and accountability. The study also identified several challenges to implementing effective monitoring and evaluation practices in Cameroon, including inadequate resources, lack of training, and limited stakeholder engagement.

1.2 Statement of Problem

The rate of project failure and incompletion under government institutions is alarming a call for action. The effective monitoring of organizational performance is critical for achieving success in any organization, including government organizations. However, in many cases, government organizations face significant challenges in monitoring their performance, which can have negative effects on their overall performance and effectiveness.

One of the main challenges faced by government organizations is a lack of resources and capacity to effectively monitor their performance. Many government organizations operate in resource-constrained environments, which can limit their ability to collect and analyze data on their performance.

This can lead to a lack of information on key performance indicators, making it difficult to identify areas for improvement and track progress over time. Another challenge faced by government organizations is the complexity of their operations. Government organizations often have complex structures, multiple stakeholders, and a range of activities and services that they provide. This complexity can make it difficult to identify appropriate performance metrics, define performance targets, and measure progress against these targets.

Previous studies revealed that there is inadequate information on the key activities are supposed to be executed to enhance project performance.

The Monitoring activities include Monitoring planning and base line reporting (Kwetta,D.N.,& Ntui, P.N.,2019) Monitoring is taken to have low significance to most organizations because of the low support provided from the top management, lack of Monitoring experts in this particular organizations, limited funds in the Monitoring departs, lack of Monitoring departments in some organizations among other reasons. It is through this information that the researcher sought to establish monitoring and its effect on organizational performance. Thus, this study sought to determine the effect of monitoring practices on organizational performance case study of Ministry of Public Service and Administrative Reform (MINFOPRA).

1.3 Research Questions

1. To what extent does monitoring planning affect organizational performance case of MINFOPRA?
2. What role do monitoring programs has on organizational performance case of MINFOPRA?
3. Do monitoring practices have an effect on organizational performance case of MINFOPRA?

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