The impact of monitoring & evaluation practices on employees’ job satisfaction and

turnover intention with the moderating role of job stress: A case of school’s teachers
Khyber Pakhtunkhwa

Introduction
Any organization's human resources are a valuable asset that aid in achieving goals. An
organization can achieve success if its staff members are dedicated, diligent workers, and happy
with their positions. One of the most dynamic resources for growth and development in any firm
is its human resources. The majority of organisations are dealing with issues that are impacting
employee behavior and attitude as a result of changes in technology and social values, but HR
has the authority to focus on all issues that are lowering employee happiness (Lund & Tannehill,
2014).

One of the causes of high turnover intention is when a person feels underappreciated in their
current position and wishes to change career paths. Job satisfaction has a negative correlation
with turnover intention, which can lead to higher organisational productivity and performance
(Terera & Ngirande, 2014).

When an employee is devoted to the firm, it allows the company to survive in a variety of
conditions, which can help the company to efficiently achieve its goals. Thus, satisfaction and
contentment play a crucial part in every organisation. High personnel turnover has a negative
impact on an organization's performance (Khan & Aleem, 2014).

Monitoring and evaluation, in general, refers to the methodical process of collecting, handling,
processing, analyzing, interpreting, and storing data and information in order to set in motion a
series of managerial actions with the aim of ensuring the achievement of predetermined
objectives and goals (Govender, 2016). Since ancient times, there has been monitoring and
evaluation (Kusek & Rist, 2001). Today, however, the desire for accountability and transparency
from stakeholders has increased the need for monitoring and evaluation systems as a
management tool to demonstrate performance, through the use of monitoring and evaluation by
authorities. When human capital was recognized as a crucial component in the industrial
production process, the earliest monitoring and evaluation techniques were used in the field of
education as a way of assessing student and staff performance (Guijt, 2008).
The implementation of a project or plan is made more effective, and both the monitoring and
evaluation processes help with continual revision and updating. These procedures also encourage
accountability by establishing explicit roles, responsibilities, and performance standards for
implementers, along with guidelines for resource management. M&E also promotes innovation
and learning to produce better outcomes and help scale up projects (Phiri, 2015).

Monitoring and evaluation began to be used in the early 1970s and middle of the
1980s, monitoring and evaluation of various social programmers, including international
development projects, started to emerge as a separate field in the late 1960s. This developed as
different practitioners working in various fields within the social, economic, and political
spheres, utilising varied methodologies gleaned from a wide range of fields, started interacting
with one another. The modifications in evaluation techniques that occurred in the middle of the
1980s are largely responsible for the trends in evaluation practices that are in use now (Office,
2002).

The result is made up of the planning, monitoring, and evaluation procedures (Lusthaus, Adrien,
& Perstinger, 1999). Monitoring and evaluating programme performance allows for the
improvement of outputs and results while encouraging resource allocation in the areas where it
will have the biggest impact. Through the systematic collection and analysis of data on the
implementation of a project, monitoring and evaluation can play a crucial role in keeping
programmes or projects on track, providing the basis for determining priorities, and building an
evidence base for current and future programs or projects (Lysyk, 2000).

One of the factors that contributes to a project's success is the monitoring and
evaluation procedure. Other techniques used in the M&E process, such as management support,
stakeholder involvement, employee skills, ideal training programs, successful information
technology use, and the creation of timely and relevant reports, result in successful and
sustainable development goals (Kamau & Mohamed, 2015). Studies regarding the effect of M&E
practices in the form of planning process, financial resources, stakeholder’s involvement, Staff
trainings and their monitoring skills, information system and use of technology (Kissi et al.,
2019).

Staff performance evaluation system is considered a part of the regulatory

management process as a means of growth and improvement in the quality and quantity of
human resources performance. Creating incentives to improve the performance of all employees
by recognizing and rewarding the hard-working staff is considered one of the main results of
performance evaluation (Vali & Ravangard, 2009).

Hypothesis

This study tries to investigate the impact of monitoring and evaluation practices on
the job satisfaction and turnover intention with the moderating role of job stress in KPK in the
light of the practices of gender during the process. It also, explores the moderating job stress
effect of the management support between M&E and the performance of the development
projects. Furthermore, it could open a door for further future research, to clarify the extent to
which M&E practices in a given institution adequately addresses employees in both their M&E
practices and on their jobs.

Statement of the Problem

The present study specifically investigates the two factors monitoring and evaluation that
how it affect the employees’ turn-over intention with the moderating role of job stress in Khyber
Pakhtunkhwa. It ensures check and balance system in the sector of education. The purpose of
this research was to find the impacts of monitoring and evaluation on employees’ turn-over
intention with the moderating role of job stress in Khyber Pakhtunkhwa.

1.1. Limitation of the Study

The researcher might be found difficulty during the data collection process in terms of
accessibility and data collection from sub-offices due to the security situation As the topic is
about monitoring and evaluation, it may be somehow considered a sensitive topic within the
KPESED owing to this the researcher might be faced a lot of difficulties to receive the approval
to disseminate the questionnaire among KPESED staff.

1.2. Research Questions

  What is the effect of monitoring and evaluation adoption in KPESED?
 To examine the effects of monitoring and evaluation on accountability of KPESED
employees?
 To determine the extent to which monitoring and evaluation affects job outcomes.
1.3. Research Objectives
 To examine the effects of monitoring and evaluation on accountability in KPESED.
 To determine the extent to which monitoring and evaluation affects job outcomes.
 To determine the extent to which monitoring and evaluation impacts moderating job
stress of employees of KPESED.
1.4. Significance of the Study

The study is hoped to be helpful for the improvement of quality education in the area. The
study is also expected to find out the problems and weaknesses in the field of education. It will
also help to make the Independent Monitoring Unit more effective in future to overcome the
drawbacks and weaknesses in it. The study is hoped to formulate guideline for the improvement
of suitable environment for teaching learning process. The study will be significant for the policy
makers to help them in improvement of education system.

Literature Review
Monitoring & Evaluation:
The quality of the student experience is heavily influenced by the faculty's performance, which
also has a big impact on learning (Rowley, 1996). Additionally, it was asserted by (Armstrong,
2006) that people needed to be managed and valued properly because they were an organization's
most valuable asset. Monitoring and evaluation (M&E) have gained more attention recently as a
way to ensure and improve the quality of higher education. While performing faculty duties,
monitoring is the constant and systematic collection of data, whereas evaluation is the periodic
and methodical collection of data to draw conclusions about the faculty (Njenga & Kabiru,
2009). Both M&E are closely related, and (Njenga & Kabiru, 2009) emphasised that you
must employ monitoring data in your evaluation in order to be successful. Both focus on
monitoring the status of activities and performance evaluation. Literature on performance
management shows that accomplishing institutional goals requires a motivated workforce (Shah
& Nair, 2012). In recent years, the examination of standards and quality in the education sector
has increased (Egginton, 2010).

There has been little research into the relationship between M&E practises used in
elementary and secondary schools and staff motivation. According to the relevant existing
literature, there is a need to contribute to closing this gap so that leaders in elementary and
secondary education can intervene by implementing appropriate practises to boost staff
motivation. Furthermore, M&E should be taken to the elementary and secondary levels of
consideration, where both the supervisee and supervisor take them more seriously and give them
the attention they require with the sole goal of improving work quality. More research is needed
to develop coherent approaches to faculty M&E processes.

Job Satisfaction

According to Tella, Ayeni, and Popoola (2007), people management at work is an

essential component of the management process. Recognizing the critical importance of people

in organisations requires acknowledging that the human element and the organisation are

synonymous. In most cases, a well-managed organisation sees the average worker as the source

of quality and productivity gains. Employees, not capital investment, are the primary source of

improvement in such organisations. An organization's effectiveness is determined by how well it

achieves its objectives.

An effective organisation will ensure that there is a cooperative spirit, as well as a sense

of commitment and satisfaction, within its sphere of influence. Strong and effective motivation at

the various levels, departments, and sections of the library is required to make employees

satisfied and committed to their jobs in academic libraries. To be successful, an organisation

must constantly ensure the satisfaction of its employees. "An individual's reaction to the job

experience" is defined as job satisfaction (Berry, 1997).

There are several factors that are thought to be important for job satisfaction. These variables are

significant because they all have an impact on how a person feels about his or her job. Pay,

promotion, benefits, supervisor, coworkers, work conditions, communication, safety,

productivity, and the work itself are among these components. Each of these factors influences

an individual's job satisfaction in a different way. One might believe that pay is the most

important aspect of job satisfaction, but this has not been proven to be true. Employees are more

concerned with working in a pleasant environment.

A variety of factors such as the quality of one's relationship with the supervisor, the quality of

the physical environment in which one works, and the degree of fulfilment in one's work can all

have an impact on one's job.

Job satisfaction is the same as having a positive attitude toward your work, but negative attitudes

have numerous definitions. In essence, a person's attitude toward their job determines their level

of job satisfaction. Job satisfaction is a state of mind that comes from weighing and summing up

a variety of specific likes and dislikes related to the job; these are often evaluated in relation to

one's success or failure in achieving personal goals as well as the perceived contribution of the

job to these goals.

Job satisfaction, in Pestonejee's opinion, may be summed up as a reflection of how an employee

feels about four key areas. These are:

First, the job's nature (interesting, risky, or boring), hours worked, coworkers, chances for

progress (prospects), rules regarding overtime, interest in the job, and the physical workspace,

equipment, and tools. Second, bias in leave policies, supervisory treatment, participation,

rewards, penalties, and praises. Thirdly, social relationships, including those with friends and
associates, neighbours, community attitudes, social activity participation, sociability, and caste

barriers. Fourthly, psychological and emotional adjustment to oneself.

Employee job satisfaction is a crucial determinant of how they feel about their work and a good

indication of behaviours like organisational citizenship absenteeism and turnover. Reduced

complaints and grievances, absenteeism, attrition, and termination, as well as increased

punctuality and employee morale, are just a few of the ways that job satisfaction helps a

business. Job satisfaction has been demonstrated to be a reliable predictor of lifespan and is

associated with a healthy work force.

Job satisfaction is not the same as organisational morale, which is the sensation that a group of

employees has after adhering to shared goals and having faith in the desirability of these goals.

While job satisfaction is more of a personal feeling, morale is the group's byproduct.

Job satisfaction refers to a person's level of contentment with their position. It is a relatively new

word, as in previous centuries, a person's employment options were frequently dictated by the

parent's line of work. A person's level of job satisfaction might vary depending on a number of

variables. In addition to pay and benefits, other important factors to consider are the job itself

(the variety of tasks required, the interest and challenge the job generates, and the clarity of the

job description/requirements), leadership and social relationships, the quality of working

conditions, and the promotion system within the company.

People are thought to be more content with their jobs the happier they are in their jobs. Despite

their obvious relationship, job satisfaction and motivation are not the same thing. Job rotation,

job enlargement, and job enrichment are approaches used in job design to improve performance

and job satisfaction. The management style and culture, employee engagement, empowerment,
and independent workgroups are further factors that affect satisfaction. An essential quality that

is routinely assessed by corporations is job satisfaction. Employees report their opinions about

their jobs using rating scales, which is the most popular method of measuring (Rusbult, 1980,

1983).Satisfaction refers to an individual subjective evaluation of the quality of any relationship.

According to a social exchange perspective, satisfaction depends on two factors: the outcomes

we receive from the relationship and our general comparison level (Ibid, 1980, 1983).

If a relationship is successful, that is, if the benefits outweigh the drawbacks, then the person is

content. A relationship also compares well to one's dreams and expectations if one is fulfilled.

Even if a relationship has numerous advantages, one may not be completely pleased if they feel

they are being treated unfairly, according to perceptions of fairness. When partners in a business

feel that their relationship is unfair, they frequently express their dissatisfaction.

A significant issue in society has always been how effectively individuals may be used to work

in any organisation. Every organisation needs to determine what it is primarily trying to achieve,

how to organise the work to achieve the goals, how to hire, train, assign work to, and manage the

workers (human resources) available to do the work, how to create working conditions, reward,

and punishment systems that will enable employees and managers sufficient morale to remain

effective over a long period of time, and how to change the organisation in response to pressures

that arise (Bass and Barret, 1993).

According to Blum and Naylor (1988), job satisfaction is the overall attitude of the workers

toward their pay, working conditions, control over promotions related to their jobs, social

relationships at work, the recognition of talent, and some other similar factors, as well as their

personal traits and relationships with other people outside of the workplace.
According to Strauss (1976), the idea of occupational happiness is elusive. The relationship

between job happiness and work purpose is obvious, but so is the relationship between work

purpose and one's outlook on life. Therefore, he claims that trying to assess something that is so

essentially qualitative in a purely qualitative way may be inaccurate.

The sum of all feelings relating to the work done constitutes job satisfaction. The employee

develops a favourable attitude toward his job and experiences job satisfaction if he believes that

his values are achieved in it (McCormic and Tiffin, 1974).

According to Strauss and Sayles (1980), these factors demonstrate the elusiveness of the concept

of job satisfaction and include expectations, self-evaluation, social norms, social comparisons,

input and output linkages, and commitment.

According to Blum and Naylor (1988), these discoveries frequently result in meaningful

hypotheses, but these necessitate a combination of realities. They contend that in order to

comprehend job happiness more fully, we need to evaluate the opportunities it presents to an

individual.

Turnover Intentions

There are several definitions of turnover intentions, but I'll include some of the most significant

and applicable to my research below:

Turnover, according to Michaele Curtis, is the process by which employees are replaced after

leaving a company or organisation. Turnover intention measures whether employees of a

company or organisation intend to quit their jobs or whether the firm intends to fire personnel.
Similar to turnover itself, turnover intention can be either intentional or involuntary (Curtis,

2001).

Significant relationships between turnover intention and demographic factors such gender, age,

marital status, dependent children, education level, nursing tenure, organisational tenure,

positional tenure, and payment per month were found by Mohammed J. Almalki et al. in 2012.

The PHC nurses in this study also expressed a high intention to leave the profession and low

satisfaction with their QWL. The likelihood of leaving the PHC is significantly correlated with

QWL among nurses. For PHC nurses to improve QWL, increase retention, improve performance

and productivity, and promote safe nursing care, it is essential to maintain a healthy work

environment.
According to Ahmad, Bashir et al. (2012), job satisfaction is strongly and negatively connected

with the intention to leave a job. Additionally, there is a strong negative correlation between job

stress and purpose to leave. Employees who suffer more job stress have been shown to be more

likely to consider quitting.

In 2011, Khadija Al Arkoubi and colleagues looked at a few factors that affect turnover

intention. They put up a model in which they postulated a connection between job happiness and

fairness and recognition. According to this concept, the latter is seen as having a negative

relationship with the intention to leave, coupled with commitment. However, there are other

additional elements that might also result in turnover intentions in addition to these two.

Voluntary Turnover

According to Michaele Curtis, voluntary turnover happens when the employee decides to depart

on his own. Employees who choose to leave their existing positions voluntarily typically do so

when they believe that there are better opportunities available. This can involve receiving a

higher salary, more recognition, or a better location. It might also happen if an employee must

depart for personal or family reasons. Voluntary turnover intention also includes a worker's

intention to retire voluntarily from a position (Curtis, 2001).

2.3. Involuntary Turnover

On the other side, the intention of an involuntary turnover is a measurement of whether the

company in question intends to let an employee go, resulting in the turnover. This may occur if

an employer decides to fire a worker because they are dissatisfied with his job performance.
Additionally, it occurs when a company must reduce positions as a result of financial constraints

or business downturns (Curtis, 2001).

The intention to turnover is a complicated phenomenon that depends on a number of variables.

Age, gender, tenure, designation, experience, pay, education, and the nature of employment are

all determinants of an employee's intention to leave the company, according to numerous studies

on employee turnover behaviour. In a study on the retail sector, it was also discovered that the

following factors, in addition to demographic factors, are linked to turnover intentions:

contentment with pay and supervision, organisational commitment, procedural justice, etc

(Khatri et al., 2001).

The likelihood of turnover has a significant impact on how committed the remaining personnel

are (Armizi, 2008). In order to lower employee intentions to leave the company, organisations

must take strategic action. Controlling turnover through employee-friendly actions that could

raise their level of commitment is necessary for a firm to stand out from the competition.

There are many factors that affect voluntary turnover, including job satisfaction, job stress (a

psychological factor), work-life quality (an economic factor), age, tenure, marital status (a

demographic factor), and others. From the literature that is currently available, it can also be

deduced that there are significant correlations between turnover intention and demographic

factors like age, qualification, and designation. It was also discovered that experience, age, and

designation are negatively significantly correlated with turnover intentions (Randhawa, 2004).

Since we spend a large portion of our waking hours at work, it is not surprising that this

influence exists: Numerous studies have connected general work attitudes to mood outside of

work, health consequences like coronary heart disease, and other outcomes. The bottom line of
hiring businesses, however, may also be significantly impacted by employee impressions of

working circumstances, according to psychology scientist James K. Harter and his colleagues'

2010 research.

In this study, data from more than 2,000 business units—such as retail stores, factories, and sales

offices—of ten organisations was analysed. Surveys of employee satisfaction, employee

retention rates, customer loyalty, and financial results of the organisations' finances made up the

data. To find connections between employee job satisfaction and organisational result metrics,

data analysis was done.

The findings show that employee work perceptions are predictive of significant organisational

outcomes. Positive employee work perceptions are associated with higher employee retention,

enhanced customer loyalty, and better financial results for firms. It's interesting to note that the

analysis contends that employee perceptions of their occupations influence outcomes more so

than outcomes do.

According to the authors, "one consequence is that management practise modifications that

enhance staff perceptions of particular work environment variables would improve business-unit

outcomes, including financial outcomes." Furthermore, according to Harter and colleagues, one

way managers can improve employee job satisfaction and benefit their organisation is by

"clarifying expectations for employees by helping employees see the ultimate outcomes the

organisation is working to achieve and how they play a role in achieving those outcomes." In

2010, the Association for Psychological Science.

According to Michaele Curtis, a small business's bottom line is significantly impacted by

employee turnover. Employee replacement can have an impact on a company's output, costs, and

general performance. You may estimate the possibility of personnel leaving your company if you

measure the intention of turnover. This enables you to identify areas where there may be

potential to lower your overall turnover (Curtis, 2001).

Job Stress

It has been discovered that the association between occupational stress and intention to leave is

somewhat mediated by job satisfaction and organisational commitment (Villanueva &

Djurkovic, 2009).

According to a study, stress, job unhappiness, and a lack of commitment to the company all had

a significant impact on people's intentions to leave (Firth et al., 2004).

It has been noted that social support from supervisors decreased their levels of burnout, and this

effect indirectly decreased their intents to flip over (Moore, 2002).

Researchers discovered that job pressures had a direct and detrimental impact on managers' job

satisfaction, which led to a decrease in organisational commitment, which led to intentions of

quitting, and eventually, actual resigning from the company (Wunder et al., 1982)

The antecedents of turnover intentions include the aforementioned elements. According to the

literature that is currently available, these factors—quality of work life, stress at work, job

satisfaction, and organisational justice—have an effect on turnover intentions. Because employee

turnover intentions precede actual employee turnover, Therefore, it is crucial for the firm to
develop ways to enhance the aforementioned facts so that employee performance and efficiency

may be increased, which can ultimately lower turnover intentions.

Conceptual Framework:

Job Stress

Job Satisfaction

Monitoring & Evaluation

Practices

Turnover Intention

Fig 1: Conceptual frame of the current study

Methodology
The positivist model will be used to guide the current study. The KPESED staff will make up the
study's target population. Krejiice and Morgaan's table (1970) will be utilised to determine the
study's sample size. In the first stage, a sample was taken from the population using the
proportionate-sample approach. The probability sampling technique will also be used in the
second stage to gather samples from KPESED employees. Lastly, 245 respondents will be
chosen at random from the KPESED. Data collection will be done using a structured
questionnaire. To explore the impact of monitoring and assessment techniques on employee
work satisfaction and intention to leave the company, 15 questions on five likert scales, ranging
from very low to very high, will be employed. Job stress will play a moderating role in this
investigation. The questionnaire will have three components. The first segment will discuss job
stress. The second factor will be work satisfaction, and the third factor will be intention to quit.

Respondents will be questioned on a variety of topics related to the monitoring and assessment
process as well as the physical, mental, and perceptual processes needed to perform their duties.
Questions were also asked regarding time constraints, frustration, direction, assistance,
motivation, irritability, monitoring, work completion, and emotions. The intention of employee
turnover was also addressed by the respondents. With the aid of Excel, SPSS, and AMOS, the
collected data will be analysed.
Appendix
Questionnaires
QUESTIONNAIRE

About you: Please tick the appropriate box

Gender:

Male 1 Female 2

Please state your age (in years).

Please state how long have you been in your current job (in years).
 Do you work:

Full time 1 Part time 2

Please state your job title:

Instructions:

Decide how satisfied you feel about the aspect of your job described by the statement, then circle

the number that corresponds to the way you feel.

JOB STRESS

Very Dissatisfied Neither Satisfied Very

dissatisfied satisfied Satisfied

On my present job, this is
nor
how I feel about...
dissatisfie

16. The working conditions

17. The way my co-workers

get along with each other

18. The praise I get for

doing a good job

19. Work and Life Balance

20. The feeling of

accomplishment I get from

the job

JOB SATISFACTION

Very Dissatisfied Neither Satisfied Very

dissatisfied satisfied Satisfied

On my present job, this is
nor
how I feel about...
dissatisfie

21. Job Security

22. Working Environment

23. The freedom to use my

own judgment

24. Environment of learning

opportunities

25. The way supervisor deals

the staff

Turnover Intention to Quit

Very Dissatisfied Neither Satisfied Very

dissatisfied satisfied Satisfied

nor

dissatisfie

If I see a job opportunity I

will leave this job

I am looking for new job

I will work with the current

organization at any cost

I have sense of obligation to

stay with this organization

I am planning to leave this

organization
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