Research Article
Challenges of Implementing Result-Based Monitoring and Evaluation (RBME) Systems in the Public Sector: Evidence from the Yem Zone, Ethiopia
Habtamu Dura Bulgu*,
Tesmamu Mirre Jobir
Issue:
Volume 11, Issue 3, September 2026
Pages:
47-56
Received:
15 May 2026
Accepted:
28 May 2026
Published:
10 August 2026
Abstract: Result-Based Monitoring and Evaluation (RBME) systems mark a shift in public sector management toward outcome-focused accountability and evidence-based decision-making. However, implementing them often faces major challenges in resource-constrained, decentralized settings like Ethiopia's zonal administrations. This study examines the key barriers to effective RBME adoption in the public sector of Yem Zone, Central Ethiopia—a rural, ethnically diverse area with significant infrastructural and capacity limitations. Drawing on New Public Management, Institutional Theory, and Theory of Change, it investigates why local units struggle to progress beyond activity-based tracking despite national reforms. The research used a convergent parallel mixed-methods design, combining quantitative data from a structured survey of 230 randomly selected employees (5-point Likert scale) with qualitative insights from semi-structured interviews with 30 purposively selected managers, plus analysis of institutional documents (e.g., BPR manuals, Balanced Scorecard reports, and performance appraisals). Findings show moderate RBME practice (Grand Mean = 2.82) but a generally positive view of its value (Grand Mean = 2.13). Five main barriers emerged: limited technical capacity and staffing shortages, financial and technological constraints, organizational resistance to change, political interference undermining data integrity, and inconsistent stakeholder engagement. By examining an understudied zonal-level case, the study fills a gap in literature focused mainly on national or regional levels. It reveals how isomorphic pressures frequently lead to superficial adoption, resulting in a "broken causal chain" between data collection and performance improvement. The findings provide practical recommendations: protective legislation, institutionalized capacity-building, digital data infrastructure, and stronger stakeholder involvement to foster sustainable, results-oriented governance in comparable contexts.
Abstract: Result-Based Monitoring and Evaluation (RBME) systems mark a shift in public sector management toward outcome-focused accountability and evidence-based decision-making. However, implementing them often faces major challenges in resource-constrained, decentralized settings like Ethiopia's zonal administrations. This study examines the key barriers t...
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Research Article
Factors Influencing Shift from Open Performance Review and Appraisal System to Public Employees’ Performance Management Information System at the NSSF, Dodoma
Valentine Mathias Juma*,
Rahma Hussein Yassin
Issue:
Volume 11, Issue 3, September 2026
Pages:
57-71
Received:
21 April 2026
Accepted:
14 August 2026
Published:
11 November 2026
Abstract: The transition from OPRAS to PEPMIS indicates significant digital transformation for performance management in the Tanzanian public sector. This study assessed factors influencing the shift from OPRAS to PEPMIS at the National Social Security Fund (NSSF) in Dodoma. Specifically, the study focused on users’ perceptions that influence the shift from OPRAS to PEPMIS, the influence of organizational policies and regulations on the shift to PEPMIS, and the evaluation of training and support needs for successful implementation of PEPMIS. A descriptive research design was used, utilizing mixed approaches that combine both qualitative and quantitative approaches. A sample size of 44 respondents was employed, selected through simple random sampling and purposive sampling techniques. The study collected both primary data and secondary data using questionnaires, interviews, and documentary review as the methods. The study was anchored on expectancy theory and goal-setting theory to provide deep insight. The findings of the study revealed that users’ perceptions were positive about PEPMIS compared with OPRAS and were highly satisfied with PEPMIS, also it was noted that PEPMIS was transparency because provided transparent appraisal process. The study indicates that OPRAS could not handle modern performance evaluation needs. Furthermore, the findings revealed that organizational policies and regulation support the adoption of PEPMIS. Moreover, the findings found that training and support provided to the employee for the aims of success in the implementation of PEPMIS. The study concluded that employees had different perceptions of OPRAS and PEPMIS, some support PEPMIS as more user-friendly system, transparent and provide real-time feedback compared with OPRAS. Also, organizational policies and regulations played a significant role in shifting to PEPMIS. Additionally, training and support had a strong influence on the successful implementation of PEPMIS. The study recommended that organizations should provide adequate training and support to employees to make them familiar with the system. Also, revision of organizational policies and regulations should be conducted to ensure clarity, inclusivity, and acceptance of policies and regulations, and some adjustments should be made.
Abstract: The transition from OPRAS to PEPMIS indicates significant digital transformation for performance management in the Tanzanian public sector. This study assessed factors influencing the shift from OPRAS to PEPMIS at the National Social Security Fund (NSSF) in Dodoma. Specifically, the study focused on users’ perceptions that influence the shift from ...
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