Influence Of Monitoring and Evaluation Practices On the Performance of Social Enterprenuership Projects in Nairobi County

Author(s)

Amos Kioko Kisilu , Yusuf Muchelule ,

Download Full PDF Pages: 61-69 | Views: 975 | Downloads: 194 | DOI: 10.5281/zenodo.3456014

Volume 7 - October 2018 (10)

Abstract

This study aims to establish the impact M&E can have on social enterprise performance in Nairobi County. The study was informed by the resource dependency theory. The study used a descriptive research design. This study targeted a total population of 132 social enterprises located in Nairobi County and employed the simple random sampling technique to achieve a representative sample of 103 social enterprises. The study used questionnaires to collect data from respondents. Descriptive and inferential statistical analysis was employed to generate insights on the problem under consideration. The study revealed that use M&E frameworks provide a bigger picture on the building blocks required driving the social enterprise’s strategy and the pathway to achieve the desired results. The study recommended that it is critical for social enterprises to train the top leadership on M&E and allocate funds for training of staff in M &E process. Finally, social enterprises need to ensure that there is the dissemination of information to demonstrate accountability and earn client loyalty

Keywords

Frameworks, Social Enterprise, Performance, M&E, Project, Performance

References

         i.        Bornstein, D. (2004). How to Change the World: Social Entrepreneurs and the Power of New Ideas, Oxford: Oxford University Press.

ii.      Bott S., Guedes A., Claramunt M.C., Guezmes A. (2004). Improving the Health. Sector Response to Gender-Based Violence: A Resource Manual for Health.

iii.    Chege, C. (2009). Factors influencing the development of social enterprises in Kenya. Unpublished PhD thesis, Juja: Jomo Kenyatta University of Technology.

iv.     Coad, Alex (2009). The growth of firms: a survey of theories and empirical evidence. New perspectives on the modern corporation series. Edward Elgar Publishing.

v.       Dees, J.G. (1998), Enterprising non profits, Harvard Business Review, Vol. 76 No. 1, pp. 42‐51. 

vi.     Defourny, J. and Nyssens, M. (2012). Conceptions of Social Enterprises in Europe: A Comparative Perspective with the United States, in B. Gidron and Y. Hasenfeld (eds.) Social Enterprises: An Organizational Perspective.  New York: Palgrave-Macmillian, pp.

vii.   Defourny, Jacques & Nyssens, M. (2010). Conceptions of Social Enterprise and Social Entrepreneurship in Europe and the United States: Convergences and Divergences. Journal of Social Entrepreneurship. 1. 32-53.

viii. Ernst, L. (2011). Heart over Mind-An empirical analysis of social entrepreneurship intention formation on the basis of theory of planned behaviour.  Wuppertal:University of Wuppertal.

ix.     Hancock, G. (2009). Lords of poverty masters of disaster. London, U.K.: Macmillan.

x.       Hillman, A.J., Cannella, A.A. and Paetzold, R.L. (2000). The Resource Dependence Role of Corporate Directors: Strategic Adaptation of Board Composition in Response to Environmental Change. Journal of Management Studies, 37, 235-256. 

xi.     Kibet, A. J., Makokha, E. N., & Namusonge, G.  S. (2016). Effects of management commitment on financial performance of private schools: A survey of selected schools in Trans-Nzoia County, Kenya.  European Journal of Business and Management, 8(30), 1-5.

xii.   Kimani, R. N. (2014). The effect of budgetary control on effectiveness of non-govern mental organizations in Kenya (Unpublished master’s thesis). University of Nairobi,   Kenya. 

xiii. Kotanea, I. & Kuzmina-Merlinob, I. (2017). Analysis of Small and Medium Sized Enterprises’ Business Performance Evaluation Practice at Transportation and Storage Services Sector in Latvia. Procedia Engineering, 178, 182 – 191.

xiv. Lundström A., Stevenson L (2006). Entrepreneurship policy: Theory and practice. Springer Science Business Media: New York, 200516

xv.   Makori, J. O., & Wanyoike, D. (2015). Assessment of result based monitoring and evaluation on performance of donor funded value chain projects in Kenya. Unpublished PhD Thesis, Juja: JKUAT

xvi. Ongore V.O. and K‘obonyo P.O. (2011). Effects of selected corporate governance characteristics on firm performance: empirical evidence from Kenya. School of Economics, University of Nairobi, 2011,

xvii.                       Panum, K., & Wendelboe Hansen, M. (2014). Successful Social Enterprises in Africa: Case Studies of Six Social Enterprises in Kenya. Retrieved from Centre for Business and Development Studies:

xviii.                     Rono, B. K., Wachilonga, L. K. & Simiyu, R. S. (2014). Assessment of the Relationship between Interest Rate Spread and Performance of Commercial Banks Listed In Nairobi Securities Exchange. International Journal of Financial Economics, 3(2), 98-112

xix. Santos, F. (2012). A Positive Theory of Social Entrepreneurship, INSEAD Faculty and Research Working Paper, 2012/23/EFE/ISIC.

xx.   Thuita, J. M., & Kibati, P. (2016). Budget management practices and controls on effective management of finances in public universities in Kenya. International Journal of Innovative Research & Development, 5(4), 372-377.

xxi. UNHCR, (2003). Sexual and Gender-based Violence against Refugees, Returnees and Internally Displaced Persons: Guidelines for Prevention and Response.

xxii.                       World Health Organisation (WHO). Health systems strengthening – Glossary (http://www.who.int/healthsystems/hss_glossary/en/index4.html). Accessed 15 December 2004

xxiii.                     Zahra, S. A., Gedajlovic, E., Neubaum, D. O. and Shulman, J. M. (2009), ‘A typology of social entrepreneurs: Motives, search processes and ethical challenges’, Journal of Business Venturing, Vol. 24, No. 5, pp. 519–532.

Cite this Article: