International Journal of Management, Accounting and Economics
Hits: 53 Times
Downloads: 44 Times
Volume 4, No. 8, August 2017 Pages: 821 - 841
Contribution of Partnership Management to Project Performance in Non-Governmental Organizations: the Experience of War Child Holland Livelihood Project
Gilbert Uwonda , George Okeny , Judith Awacorach
Corresponding author:
g[dot]uwonda[at]gu[dot]ac[dot]ug
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 that there 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. 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 that there 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:
Partnership Management, Project Performance, Non-Governmental Organization.
Full Text (PDF)