Document Type : Original Research
Authors
1 Department of Economics and Statistics, Gulu University, Uganda
2 Department of Accounting and Finance, Gulu University, Uganda
Abstract
Partnership building is a popular and sometimes required approach for addressing complex and systemic societal issues that cannot be comprehensively addressed by any single person, organization, or sector. The purpose of the study was to examine the influence of partnership management on the performance of projects among nongovernmental organizations in Uganda. The study was both qualitative and quantitative in nature where data was collected through self-administered questionnaire and face-to-face interviews. The data collected was analyzed using custom tables. Correlation analysis was used to establish the relationship between partnership management and project performance. The study established that Planning was generally fairly done especially human resource planning but the partners could not freely make decisions. There was adequate coordination within the consortium as evident in the frequency of review meetings, clarity on reporting line and efficiency of communication but the failure of organization heads to attend coordination meetings, as required, affected implementation of action points. The study recommends thatthere should be respect and trust in the partnership such that Partners are allowed to make decisions freely. Action points from meetings should be followed up to ensure implementation by members of the consortium.
Keywords
AAIU, (2005). Participatory Reflection and Review Process Report. Unpublished manuscript, Kampala, Uganda.
ACODE, (2005). NGO Performance Through NGO Partnerships In Uganda, ACODE, Policy Brief N0 7, Kampala, Uganda.
Amin, M. E. (2005). Social Science Research: Conception, Methodology & Analysis. Makerere University, Kampala, Uganda
Ashman, D. (2001). Strengthening North-South partnerships for sustainable development Non-profit and Voluntary Sector Quarterly, 30(1). Sage Publications, Inc.
Ashong K., Adjei B.F., Ansah E.O. & Naaso R. (2015): Adoption and Impact of Livelihood Activities on Community Members in the Kumasi Peri-Urban Interface- R8090 Revised Research Report
Banner, N. & Padilla, A. (2011): An aging workforce, Parliamentary office of science and technology, Post note 391, London.
BLF (2015): Good practice guide, working in partnership, accessed online (file:///C:/Users/user/Downloads/pub_good_practice_guide.pdf)
Bowen P.A., Cattel K.S., Edwards, P.J & Pearl R.G. (2000): Perception of time, cost and quality management on building projects, Australian Journal of onstruction economics and building, 2(2), 48-56
Bray, M. (2000). Community partnerships in Education. Dimensions, variations, and implication. Hong Kong Article for Comparative Education Centre
Brinkerhoff, J. M. (2002). Government–nonprofit partnership: a defining framework. Public Administration and Development, 22: 19–30
Busiinge. C (2010). The Impact of Donor Aided Projects Through NGOs on The Economic Welfare of The Rural Poor. Case study: Kabarole Research and Resource Center.
Cheng, J, L, C (1983); Interdependence and Coordination in Organisations: A Role-System Analysis, The Academy of Management Journal, 26(1), 156-162
Chirenje L.I., Giliba R.A., & Musamba E.B. (2013): Local communities’ participation in decision-processes through planning and budgeting in the countries, Chinese Journal of Population and Environment
Crewe, E & Harrison, E. (2002); Whose Development, An ethnography of aid. London; New York: Zed Books
Das, T. K., & Teng. B. S (1999). Between trust and control: Developing confidence in partner cooperation in alliances. Academy of Management Review, 23:3 491-512.
Deming, E.W. (2000): Out of the crisis. Cambridge, Mass: MIT Press. 1st edition
Department for International Development (DFID), (2005); UK Government response to the International Development Committee’s sixth report of session 2004 to 2005, 2005 Policy, UK
Edwards, M., & Hulme, D. (1997). Non-Governmental Organisations- Performance and Accountability: Beyond the Magic Bullet. London. Earth scan Publications.
Eisenhardt, K. (1989). Agency Theory: An Assessment and Review. Academy of management Review. 14 (1), 57-74.
Evans, J. (2000): Total Quality: Management, Organisation and Strategy. Toronto: South western, 4th edition
Finsterbusch, K., Wicklin, W.A.V. (1987): The contribution of beneficiary participation to development project effectiveness, John Wiley & Sons, Ltd.
Fowler, A. (1991). Building partnerships between Northern and Southern NGOs. Development and Practice, 1(1), 5-18.
Fowler, A. (1997): Striking a Balance: A guide to enhancing the effectiveness of Non- Governmental Organizations in International Development, Earthscan, London
Freitas H., Oliveira M., Jenkins M., Popjoy O. (1998): The focus group, a qualitative research method; Reviewing the theory and providing Guidelines to its planning. ISRC, Merrick school of Business, University of Baltimore
Gajda, R. (2004): Utilizing Collaboration Theory to Evaluate Strategic Alliances. American Journal of Evaluation, 25 (1): 65-77.
Gorgens, M., Kusek, J., Z., (2009): Making monitoring and evaluation systems work: A capacity Development toolkit, World Bank, Washington DC.
Government of Uganda. (2010). National Development Plan (2010/11 – 2014/15), 2010 Policy, Kampala, Uganda
Halachmi. A. (2007). Where the Rubber Meets the Road: Governance and Accountability Issues in Civil Society-Based Organizations, The Public Sector Innovation Journal, 12(3), Article 3.
Hammamet, (2002): Meeting notes for the launch of the informal regional network of AfricanNGOs. UN-NGO,Tunisia.
Heap, S. (2000). NGO-Business Partnerships: Research-in-progress. Public Management: An international Journal of Research, 2(4), 555-563.
Hunter JE, Hunter RF. (1984): Validity and utility of alternative predictors of job performance, Psychological Bulletins
Juran, J. & De Feo, J.A. (2010): Juran’s Quality Handbook. McGraw-Hill Publishing Co. 6th edition
Kegler, M. C; Wyatt, V. H. (2003): A Multiple Case Study of Neighborhood Partnerships for Positive Youth Development, American Journal of Health Behavior, 27(2):156-169.
Khan M. E., Anker M., Patel C. B, Barge S., Sadhwani H., Kohle R. (1991): The use of Focus groups in social and behavioral research: Some methodological issues. World Health Statistics Quarterly, 44, 145-149
Khan, K., (2003): Strengthening of Monitoring and Evaluation System, Monitoring, Evaluation and Research, 2003 Report, Islamabad.
Khan, R.A.G; Khan, A. F.; Khan A., M. (2011): Impact of Training and Development on Organisational Performance, Global Journal Inc., USA, 11(7)
Krishman, S. (2006): Increasing the visibility of hidden failure costs. Measuring Business Excellence, 10(4), 77-101, https://doi.org/10.1108/13683040610719290
Kukundakwe, R, Arthur, S, Turyahebwa A, Tindyebwa, W & Byamukama E (2013). NGO performance through partnerships in Uganda, International Journal of Engineering research and Technology, 2(2),
Kusek, Z.J. &Rist C. R. (2004): A Handbook for Development Practitioners: Ten Steps To A Result based Monitoring and Evaluation System: World Bank, Washington D.C
Lasker, R., Weiss, E., Miller, R. (2001). Partnership Synergy: A Practical Framework for Studying and Strengthening the Collaborative Advantage. The Milbank Quarterly, 79 (2): 179-205.
Lewis, D. & Kanji, N. (2009). Non- Governmental Organizations and Development, Amazon Books, pg. 20.
Lewis, D., & Opoku-Mensah, P. (2006). Moving forward research agendas on international NGOs: Theory, agency and context, Journal of International Development 18(5), 677–690.
Martens, K. (2002); Mission Impossible? Defining Nongovernmental Organizations; International Journal of Voluntary and Nonprofit Organizations, 3(13), 271-285
Mawdsley, E., Townsend, J. G., & Porter, G. (2005). Trust, accountability, and face-to-face interaction in North–South NGO relations. Development in Practice, 15(2), 77-82.
Mayer, R.C., J.H. Davis & F.D. Schoorman. (1995). An Integrative Model of Organizational Trust. Academy of Management Review, 20: 3 709-734.
Mowles, C, Stacey, R. & Griffin, D. (2010); What contribution can insights from the complexity sciences make to the theory and practice of development management? Journal of International Development, 20(6), 804-820.
Mugenda, O, M & Mugenda, A, G. (2003). Research methods: Quantitative and qualitative Approaches. Nairobi, African Centre for Technological Studies
Namara, R, B & Bergh, S, L. (2011): Partnerships as Entities, Agreements and Venues to Interact: The Case of the Uganda Aids Commission and the Uganda HIV/AIDS Partnership, The Uganda Journal of Management and Public Policy Studies. 2(1), 37-56
Ostrower, F. (2005). The Reality Underneath the Buzz of Partnerships: The Potentials and Pitfalls of Partnering, Stanford Social Innovation Review, Spring 2005. www.ssireview.org/images/articles/2005SP_feature_ostrower.pdf, Accessed 22 November 2012.
Peterson. D. K (2010), Agency Perspectives on Ngo Governance, Journal of Management Research 2. (2), E1.
Riggin, L. J. C., Grasso, P. G., & Westcott, M. L. (1992). A Framework for Evaluating Housing and Community Development Partnership Projects. Public Administration Review, 52 (1): 40-46. Administration and Development, 22: 19–30.
Schmidt F.L& Hunter J.E. (1996): Measurement error in psychological research: Lessons from 26 research scenarios. Psychological Methods, Scientific Research 1, 199-223.
Stuart, J., B., Walker, T.W., & Minzner, A., (2011): A Critical Review of Partnership Capacity and Effectiveness, Moving from Theory to Evidence, Abt Associates Inc, North Bethesda.
Susan, R. (2009): Developing Effective partnerships between Non –Governmental Organisations and Corporations. Google Books.
The EU and Africa: Towards a Strategic Partnership, approved by the European Council on15-16 December 2005 (15961/05)
Thomas, W.H; Feldman, D.C. (2009): How broadly does education contribute to job performance, Wiley Periodicals, Inc, Hong Kong
Walsh, S. (2004). Taking Stock: A Review of Partnership between Concern Worldwide India and Local Civil Society Organisations. Msc. Thesis, University College Dublin
War Child Holland (2014), Annual Report 2014, Gulu, Uganda
Willetts P., (2002): What is a Non-Governmental Organization? Advance Reading for participants of the Human Rights NGO Capacity-Building Programme – Iraq http://www.ihrnetwork.org/files/3.%20What%20is%20an%20NGO.PDF
Yamamoto, T. (1999): Corporate-NGO Partnership: Learning from Case Studies. In Corporate-NGO Partnerships in Asia Pacific. Japan: Japanese Center for International Exchange.
Yochum, C. (2016): The 15 Most Important Project Management KPIs (How To Track Them), Clear Point Strategy, 2016 Report
)