COLLEGE OF BUSINESS AND

ECONOMICS
SCHOOL OF COMMERCE
Evaluating Result Based Management (RBM) and the need
for complexity aware management approach for international
development agencies
Authors: Sami Ullah Bajwa and Naveda Kitchlew

Assignment #1

Course Name: Project Evaluation and Monitoring

Course Code: MAPM 709
Program: Project Management
Reviewed By: Hana Weldeyesus
ID – GSE/9637/14
Section – EPM2
Submitted to: Dr. Baharan A.

December 2023
Addis Ababa, Ethiopia
 Article Review

Abstract
Bajwa, Sami Ullah; Kitchlew, Naveda (2019) : Evaluating Result Based Management (RBM)
and the need for complexity aware management approach for international development
agencies, Pakistan Journal of Commerce and Social Sciences (PJCSS), ISSN 2309-8619, Johar
Education Society, Pakistan (JESPK), Lahore, Vol. 13, Iss. 3, pp. 620-634.

The purpose of this review is to determine the efficacy of Result based management approach
in international development agencies by undertaking an empirical evaluation. RBM is a
management strategy by which all actors, contributing directly or indirectly to achieving a set
of results, ensure that their processes, products and services contribute to the achievement of
desired results (outputs, outcomes and higher level goals or impact). The aim of the article is
twofold. First, the researchers developed a tool to measure the implementation of RBM in an
agency. Subsequently, by using this tool, they empirically tested the effectiveness of RBM.

Given that a validated measure of RBM implementation does not exist, the method they used
was first develop and validate a tool for measuring the implementation of RBM. Subsequently,
by collecting data from 206 middle and senior levels employees of development agencies, the
relationship between RBM and the ability of agencies to adapt was tested.

Based on the collected data the researcher’s findings showed that RBM negatively affects the
adaptability of development agencies. Moreover, the main problem with RBM are inflexibility
and rigidity. Therefore, the paper concludes that developing for an alternative management
approach which is flexible and adaptive is advantageous.

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Contents
1. Introduction ................................................................................................................................... 3
2. Critiques......................................................................................................................................... 4
2.1. Major critique ....................................................................................................................... 4
2.2. Minor Critique ...................................................................................................................... 5
3. Conclusion ..................................................................................................................................... 6
Reference ............................................................................................................................................... 7

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1. Introduction
Non-Governmental Organisations (NGOs); multilateral development agencies like United
Nations (UN); and state agencies of donor countries like United States Aid for International
Development (USAID) are generally considered to be playing an increasingly important role
in international and national development (IDA). According to OECD in 2015, On average
US$ 135 billion aid money is budgeted to IDAs annually for undertaking interventions to
reduce poverty, protect the environment; and improve economic, social, educational, health,
and governance situation in under-developed and developing countries of the world. However,
the writes indicates the donors have posed hard questions about the way their aid money was
being utilized by IDAs and the extent to which interventions have been effective in achieving
the envisaged targets and goals. To satisfy these accountability concerns, IDAs adopted Result
Based Management (RBM) which enabled them to set those measurable goals and performance
indicators which can be tracked through quantifiable data.

The study focused on different views regarding RBM efficacy and usefulness. The literature
they did furnishes arguments for and against RBM. The first view is researchers and
practitioners have applauded it for promoting result culture in IDAs (Bester, 2012) and helping
them improve operational excellence (Mulongo et al., 2015). Whereas on the other hand, there
is criticism that RBM is inappropriate management approach as it impedes IDAs to achieve
their objectives (Mayne, 2007).

The authors were motivated to conduct this study to assess the efficacy of RBM, therefore, is
significant for judicious use of donor money and success of IDAs in combating the grand
challenges of the world. In addition, the study will make an important contribution towards
recurring debate regarding the need for adopting a flexible approach which could cater to the
complexity and uncertainty surrounding IDAs.

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2. Critiques
2.1. Major critique

I found the writers' ideas very significant because the study tested the significance of RBM
from both the donors and IDAs perspective.

To the donors introduction of results-based management is one way of promoting efficiency,

effectiveness and holding the IDAs accountable to the resources awarded to them to achieve
the results planned for in the project/or program. However results-based management practices
among IDAs are generally believed to be ineffective because it makes IDAs rigid and inept in
adapting to rapidly changing circumstances. To compromise this debate, first the writers
develop the instrument to measure implementation of RBM. Then they explicates the process
of developing the tool and testing the proposed hypotheses.

The researchers used deductive research method that begins with a general theory. Then they
developed specific hypothesis and seek to test the validity of the above listed hypothesis
through collection and analysis of data. Accordingly, they proposed five hypotheses:

 H1: Goals setting in RBM negatively affects the adaptability of IDAs

 H2: Resources allocation pattern in RBM negatively affects the adaptability of IDAs
 H3: Causality among main goals, sub-goals, and activities in RBM negatively affects
the adaptability of IDAs
 H4: Monitoring elements of RBM negatively affect the adaptability of IDAs
 H5: Evaluation element of RBM negatively affects the adaptability of IDAs

Based on data analysis result H1, H3, H4, an H5 were accepted. However, in H2, though the
relationship between causality and adaptability is still negative, the relationship is not
significant. Therefore, H2 could not be accepted and thus considered for further discussion.

I believe the authors are not biased because the article has clearly described and supported all
the ideas they raised, presented opinions and the outcome selected are appearing in a manner.

The research fills the gap in existing literatures because the writers used an integrated literature
review useful for synthesizing contradiction in the literature or identifying patterns of literature
and directions for future research.

This research will cause others to revise their ideas about RBM because according the
literatures they reviewed, it suggests that log-frames of RBM underpin a focus on pre-planned

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strategies instead of improvising according to the changing conditions on the ground. However,
there findings did not find a strong correlation between log-frames and lack of adaptability of
IDAs.

The authors did not indicate the need for further research requirements to broaden the
understanding of RBM.

2.2. Minor Critique

The article is written by providing an overview of the problem regarding the efficacy of the
RBM approach and assessing the need for a flexible and adaptive approach. It explains why
the research is important and relevant in a clear and understandable way allowing for readers
to easily understand. The words used by the authors are simple and organized so it is not
difficult to understand the main concepts of the article and it encourages the reader of the article
to dig more into the topic areas to fill the existing gap.
There is clear illustration of the techniques and methods used for data analysis and
interpretation. To undertake the research study a clear research methodology was proposed and
outlined. Research design, study population, sample size, sampling design, and types of data,
research instruments, and data collection method were considered and outlined. Furthermore,
data analysis and ethical consideration during the study were also covered. The clearly outlined
methodology, helped to carry out the research systematically. The data analysis was done in
relation research objectives.

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3. Conclusion
From the findings it can be concluded that, RBM augments inflexibility and lack of adaptability
among IDAs because measuring performance of interventions on the bases of predetermined
goals and strategies hinders improvisation and making necessary changes during the course of
implementation. Their findings also suggest that Monitoring and Evaluation (M&E)
components of RBM invoke rigidity in IDAs. Under RBM, the performance and effectiveness
of interventions are measured based on consistency between actual quantifiable results and
previously developed targets. Therefore, even if the intervention has done a remarkable service
for the uplift of the targeted sector, if that service is not in lined with the project plan, it will
get no acknowledgment and reward. IDAs, therefore, do not invest resources on any such
activity, which might be highly useful for the targeted sector but has not already been listed in
targets of the project plans.

The research at last proposed a tool for measuring implementation of RBM that would assist
development researchers and scholars to investigate other organizational outcomes like
performance and learning, and the role of moderating and mediating variables in the
relationship between RBM and criterion variables.

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Reference

 Bester, A. (2012). Results-based management in the United Nations Development

System: progress and challenges. A report prepared for the United Nations
Department of Economic and Social Affairs, for the Quadrennial Comprehensive
Policy Review, 27- 30.

 Mulongo, G., Sindi, K., Okello, J., Wanjohi, L., Mudege, N., & Quinn, S. (2015).
Improving performance tracking, knowledge generation, and learning for effective
resultbased management: Sub Saharan Africa monitoring, evaluation & learning
(ME&L) strategy.

 Mayne, J. (2007). Best practices in results-based management: A review of

experience (A Report for the United Nations Secretariat). New York, NY: UN
Secretariat.

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