Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/104487
Title: Accountability of NGOs
Researcher: Ronald Y.
Guide(s): Bipin Jojo
Keywords: NGO - Management Studies
University: Tata Institute of Social Sciences
Completed Date: 15/10/2015
Abstract: In the recent past, NGOs have got considerable success in the development arena newlineand have solidified their role as watchdog over government. On the other hand, newlineNGOs are also accused of mis-management, fraud and idiosyncratic behavior newline(Baviskar 2001). Hence scholars have called the NGO sector to put its house in newlineorder before asking the state to be accountable (Pai 2004). newlineIn NGO management studies, there are four major theoretical perspectives on newlineaccountability, namely public reporting theory, public trust argument, principalagent newlinetheory and stakeholder theory. The latter acknowledges the dynamics of newlinecomplex relationships between organizations and their stakeholders and that these newlinerelationships involve responsibility and accountability (Grey et al 1996). Thus it newlineoffers a comprehensive base to study NGOs. As far as the literature is concerned, newlinethere have been linear arguments as to whom NGOs are accountable. Some newlinescholars propose donor accountability framework (Jacobs and Wilfred 2007; newlineBenjamin 2008), while other vehemently oppose it and argue for beneficiary newlineparticipation framework (Kilby 2006; Poonam 1995; Chanrith). Few others newlinepropose accountability to staff as prerequisite to good governance. Edward and newlineHulme (2003) have summarized and classified this traditional discourse as newlineupward, downward and horizontal accountability. They along with Tandon (2002) newlineplead the scholars/ practitioners to reject this linear approach and embrace newlinemultiple stakeholder accountability (i.e being equally accountability to donors, newlinebeneficiaries, staff and other stakeholders). newlineThe commonwealth foundation framework is an India centric multiple newlinestakeholder accountability model. The assumption of the model is that the newlinecumulative practice of accountability in three spheres, namely at governance, newlineprogram management and resource management will help in establishing newlineaccountability of NGOs towards multiple stakeholders. newlinevi newlineThough the framework is very useful to the Indian conditions, there are seldom newlineany studies based on it. There are also many gaps in the literature regarding how newlinethe NGOs practice accountability and what are the perception of different newlinestakeholders on the practices of NGOs. These questions have not been adequately newlineaddressed by previous studies. Hence it is imperative to study these aspects. newlineHence, the objectives of the study were to explore the accountability practices of newlineNGOs with multiple stakeholders and also to understand the perceptions of newlinemultiple stakeholders on NGOs accountability. Based on the objectives, newlineSequential Exploratory Mixed Methods Design was chosen for the study. newlineConsequently, data collection was carried out in two stages. newlineThe data from the study reveal that most of the organisations try accountable in newlineterms of dissemination of achievements; developing programs in relation to the newlinevision and mission; having a HRM policy, following basic recruitment newlineprocedures; and having regular financial accounting and auditing, etc. newlineBut in key areas such as beneficiary participation in decision making, newlineperformance appraisal of board members and chief functionaries, having regular newlineelections for the governing board, inducting beneficiaries in the project planning newlineprocess, institutionalising grievance/ complaints management systems, financial newlinecontrol and staff welfare, the NGOs are not able to practice accountability. So newlinethere is accountability deficit. The literature on these areas also suggests that newlineNGOs are generally weak in showing accountability to multiple stakeholders. newlineBy combining the Commonwealth Foundation Framework, Adil Najam s newlineclassification and the findings from this study, a new framework is developed. newlineThrough this effort, the study has filled the major gap in the area of accountability newlineof NGOs. It has also opened doors for new areas of research and intervention in newlinethe field. newline
Pagination: 
URI: http://hdl.handle.net/10603/104487
Appears in Departments:School of Social Work

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01_title page .pdfAttached File90.54 kBAdobe PDFView/Open
02_declaration.pdf148.48 kBAdobe PDFView/Open
03_certificate.pdf148.41 kBAdobe PDFView/Open
04_acknowledgement.pdf80.08 kBAdobe PDFView/Open
05_abstract.pdf153.13 kBAdobe PDFView/Open
06_contents.pdf220.99 kBAdobe PDFView/Open
07_list of tables.pdf205.48 kBAdobe PDFView/Open
08_list of charts .pdf206.06 kBAdobe PDFView/Open
09_list of figures.pdf135.81 kBAdobe PDFView/Open
10_chapter 1.pdf698.13 kBAdobe PDFView/Open
11_chapter 2.pdf509.76 kBAdobe PDFView/Open
12_chapter 3.pdf955.18 kBAdobe PDFView/Open
13_chapter 4.pdf659.69 kBAdobe PDFView/Open
14_chapter 5.pdf523.03 kBAdobe PDFView/Open
15_chapter 6.pdf513.43 kBAdobe PDFView/Open
16_chapter 7.pdf425.83 kBAdobe PDFView/Open


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