Skip navigation
st. Mary's University Institutional Repository St. Mary's University Institutional Repository

Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/7417
Full metadata record
DC FieldValueLanguage
dc.contributor.authorAbebe, Abiy Girma-
dc.date.accessioned2023-01-17T09:28:30Z-
dc.date.available2023-01-17T09:28:30Z-
dc.date.issued2022-06-
dc.identifier.uri.-
dc.identifier.urihttp://hdl.handle.net/123456789/7417-
dc.description.abstractThis study examines the determinants of the effectiveness of government development project monitoring and evaluation. The descriptive and explanatory research designs were used in the study, there are approximately 110 NBPE employees, and the research is conducted using a census survey method. A total of 76 respondents were chosen. 11 program managers/coordinators, 31 engineers/technicians, 28 senior staff members (private sector developer, general support officer, finance officer, promotion/value chain officer), and 2 M&E experts are surveyed for this investigation. The descriptive statistics used in the study were generated using Statistical Packages for Social Sciences (SPSS) version 21. Information was presented in the form of tables, figures, and graphs. The study discovered that stakeholder participation, staff handling competence, organizational leadership, budgetary allocation, and technology utilization n/development to M&E systems all have a positive and significant impact on the effectiveness of the M&E system in NBPE, and the study discovered that all variables have a positive and significant impact on the effectiveness of the M&E system in NBPE. Staff competency and organizational leadership were found to have the greatest impact on the effectiveness of NBPE M&E practice for government development organizations, followed by stakeholder participation and technology development and utilization. The study also discovered that stakeholder participation, organizational leadership, and technology development and utilization have a significant impact on the effectiveness of project monitoring and evaluation. Finally, the study suggests that orienting and training middle management for M&E functions, as well as rotating them into different jobs, should be part of the organization's human resource development policy.en_US
dc.language.isoenen_US
dc.publisherST. MARY’S UNIVERSITYen_US
dc.subjectM&E practice, Determinants, Effective Monitoring & Evaluations, Ethiopiaen_US
dc.titleDeterminants of the Monitoring and Evaluations Practices of Development Projects: The Case of National Biogas Program of Ethiopiaen_US
dc.typeArticleen_US
Appears in Collections:Journal of Business and Administrative Studies (JBAS)

Files in This Item:
File Description SizeFormat 
Abiy Girma and Dejene Mamo_Determinants of the Monitoring and Evaluations Practices of Development Projects(3).pdf1.56 MBAdobe PDFView/Open
Show simple item record


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.