The Effect of Monitoring and Evaluation on Project Success: The Moderating Role of Top Management Support Evidence from Ngos
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Date
2026-07
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Addis Abeba Universty
Abstract
This study sought to examine how monitoring and evaluation (M&E) practices affect project success in NGOs operating in Addis Ababa, while also considering whether top management support moderates the relationship between M&E practices and project success. The study adopted an explanatory research design and employed a quantitative research approach. Primary data were collected through structured questionnaires containing closed-ended questions. The research was conducted among project managers, monitoring and evaluation officers, project coordinators, and senior project staff from three selected NGOs: Water for Good, Action for Integrated Sustainable Development Association, and Dorcas Aid Ethiopia. Out of 145 distributed questionnaires, 134 valid responses were returned and used for analysis, representing a response rate of about 92%. The data were analyzed using SPSS version 27, including descriptive statistics, correlation analysis, regression analysis, and moderation analysis using Hayes PROCESS macro Model 1. Descriptive statistics were used to summarize respondent information and study variables, while inferential statistics were used to test the research hypotheses. The regression result showed that M&E planning, technical skill and staffing, budget allocation, and stakeholder engagement jointly explained 40.7% of the variation in project success (R² = .407). The findings revealed that M&E planning, technical staff skills, budget allocation, and stakeholder engagement have a positive and statistically significant effect on project success. The moderation analysis further showed that top management support significantly strengthened the relationship between M&E planning and project success (B = .3325, t = 3.0885, p = .0025, ΔR² = .0594), technical skill and staffing and project success (B = .2925, t = 3.0050, p = .0032, ΔR² = .0573), and stakeholder engagement and project success (B = .2452, t = 2.4858, p = .0142, ΔR² = .0379). However, top management support did not significantly moderate the relationship between M&E budget allocation and project success (B = .1008, t = 1.0190, p = .3101, ΔR² = .0071). The research findings show that M&E practices are important factors contributing to project success, while top management support enhances the effectiveness of selected M&E dimensions.
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Keywords
Monitoring and Evaluation, Top Management Support, Project Success, NGO, Addis Ababa