Abstract:

This paper examined the level of customer satisfaction within the retail sector of Botswana. In making this examination, the paper utilised the large retail chain stores, specifically, Choppies, PnP, Shoprite, and Spar, within Gaborone. This means that this paper undertook a survey concentrating on 4 retail giants in Botswana from which a sample of 750 customers was sampled using convenience sampling for participation in the study. The findings from this study show that the level of customer satisfaction in Botswana was good (rating score = 3.87/5). The significant contributors to customer satisfaction were gender, product quality, product diversity, pricing, responsiveness, design and appearance, and customer experience. The paper recommended that retailers focus on strategic pricing for enhanced customer satisfaction in the sector, adopt quality and diversity-centric policies, and adopt robust customer knowledge management and customer experience management.

References:

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Abstract:

The advent of the internet and advancement in technology has changed the way businesses are done across the world. This advancement in technology has also resulted in the development of numerous social media platforms. With more than 4.48 billion social media users worldwide in July 2021, individuals, small businesses, and even large corporations now rely heavily on social media to promote various businesses, outsmart competitors, and grow their businesses. This study aimed to examine the impact of social media on business growth in this century and to examine to what extent social media platforms have revolutionized and transformed how businesses now market their products and services, and also to affirm the impact of these social media marketing activities on the organizations business growth. I used Background Check International Limited, Nigeria, the company wherein I am a Chief Executive Officer, as the case study for the influence of social media marketing on businesses. The study found that the impact of social media platforms on business growth is significant. Using my company as a case study, social media marketing has proven to be a better alternative to traditional marketing in all ramifications. Social media has successfully reduced the world to a small global village, enabling tremendous business growth. I also found, beyond all reasonable doubt, that social media will continue to disrupt any remaining aspect of traditional marketing that may still be surviving till day.

References:

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Abstract:

The general intention of this Publication is to feature Electronic Payment Systems in a Developing Economy with reference to Guyana and the bearing comprising the advantages in cultivating payment systems while heightening safety, the efficiency of payments, and cost savings. The continuous transformation of a developing economy’s payments system will support monetary growth through the fiscal system for its sustainability and enables proficient financial interposition. This publication further highlights the need for frequent evaluation and supervision for the continuous modernization of electronic payment systems to the benefit and referencing to the developing economy of Guyana. Critical areas that are essential which emphasis have been placed upon but needs further attention in addressing, are as follows:

1.   Increase the rate of finalizing a transaction through its related operations within actual or rapid time, as time is money. Currently, the rate of one transaction varies (by hours).

2.   Decrease of paper materials and handling costs which generally eases functional cost.

3.   Payment assurance and dependable guard against illegal entry to the client’s account in ensuring safe dispensation.

References:

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[15] Taghiyev, K., Eminov, S. I., & Guliyev, S. R. (2016). The analysis of the factors influencing on electronic payments and relationship among Azerbaijan’s economy with them. IOSR Journal of Economics and Finance (IOSR-JEF), 7(6), 01-10.

[16] Taghiyev, K. R., Eminov, S. I., & Guliyev, S. R. (2016). The impact of cashless payments on
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Abstract:

This article examines the potentials of an appropriate technology with which the Ghana Agribusiness industry can leverage to boost the living conditions of the industry dependent people, increase the sector’s contribution to GDP, and equip local firms with resources to stand the international competition and to offer multinational firms information required during their globalization endeavours. This will be strategic to maximise the opportunities and manage constraints. Moreover, many business constraints exist. Some are poor technological infrastructure, institutional voids, bribery, corruption, bureaucracy, and poorly trained human capital. There was a critical examination of extant studies by several scholars and researchers related to the study’s objective. The review’s primary focus is to establish strong conceptual, theoretical, and empirical support for this study. These included segments that dealt with the conceptual framework review of competitive advantage and theoretical reviews of the Network Theory. Structured as the third segment is the empirical review. This entails an in-depth review of extant studies related to the three-pronged objectives, with the aim of either rejecting or accepting the underlying framework in such studies. Thematic analysis was employed to analyze the primary data collected via focus group discussion and in-depth interviews. In-depth examination of participants’ responses revealed that though the majority (18), 82% of the participants indicated the adoption of technology in the workplace, whiles a few suggested partial or near adoptions.

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Abstract:

This study is carried out to understand the effect of corporate reputation on the performance of corporate organizations in developing countries: evidence from West Africa. The population for this study consists of selected listed multinational companies in Nigeria and Ghana. The data was collected using a structured questionnaire and was measured on an interval scale through the research questionnaire. The statistical tool used to analyze the set variables is multiple regression. It involves the collection, collation, analysis, and interpretation of data for this study. It further incorporated ANOVA to show CSR Practices and their impact on the performance of corporate organizations as explained by the independent variables through the coefficient of determination R². This design is useful and most appropriate in measuring the degree of association between two or more variables. It is also helpful in measuring the effect of independent variables on a dependent variable. As predicted, the study proves that corporate social responsibility practice can be integrated into corporations’ business strategy for enhanced performance. Rather than just being beneficial to society, corporate social responsibility can be the value-added opportunity for corporations that engages in responsible actions. The research adds to the existing literature on corporate social responsibility practices and their impact on corporate performance.

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Abstract:

The study to determine the effect of patient experience management using the Deming PDSA cycle on the quality of HIV care was conducted in under-resourced settings of Uganda. The interventional study had 437 files studied, and 224 adult HIV clients with poor HIV care outcomes of; missed appointments for more than two weeks, poor adherence to treatment of < 85%, and unsuppressed viral load of > 1000 viral copies per milliliter were interviewed at baseline and end line. The study revealed a 13.6% prevalence of the study HIV care outcomes among all the client files, the majority of which were for patients in care for more than four years. 11.8%, 65.2%, and 46.5% were due to poor adherence to treatment, two weeks missed appointments, and unsuppressed viral load at baseline, which reduced to 4.7%, 25.1%, and 31.5% at end-line assessment, respectively. 80% of the studied clients were retention in care between the baseline and end-line assessments. 7.7% of the study files had never had a viral load done to the clients at baseline, which reduced to 1.4% at the end line. 34.5% of the study client files were overdue for a viral load at baseline but only 16.8% at end-line assessment. The study also showed a general improvement on the patient experience before and after interventions. In conclusion, Patient Experience Management using the Deming PDSA cycles improves the quality of HIV care in under-resourced settings.

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Abstract:

The government needs adequate financial resources to deliver its many developmental functions. However, such financial resources are either not available or inadequate. One way of rising to this challenge has been scaling up revenue collection from local revenue sources. This study aims to assess the impact of communication in the management of revenue collection using a descriptive survey research design. The researcher formulated two research questions and one hypothesis. A self-developed questionnaire was used for data collection. The sample size consists of revenue collectors in Onitsha Metropolitan Area selected using the purposive random sampling technique; subsequently, thirty copies of the questionnaire were administered by the researcher. Mean, and standard deviation was used to analyse the data. The study showed, among other findings, that communication facilitates the co-ordination of the task, which impacts the management of revenue collection. Also, there is no significant difference on the views of male and female revenue collectors regarding the impact of communication on the management of revenue collection in the Onitsha Metropolitan Area of Nigeria. These findings have the vantage of providing the researchers, policymakers, and government with adequate and correct baseline data on the impact of communication in the management of revenue collection. Conclusions were drawn from the findings, and it was recommended that training and re-training programmes for the revenue officials should be organized at regular intervals to enable them to meet the challenge of the new millennium.

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Abstract:

The purpose of the study is to conduct an empirical investigation into the important role of technology in a value-driven business process design for an emerging market. Emerging markets are characterized by low GDP because of low economic activities. However, it is full of business opportunities within its environments for prospective businesses or existing small business which wants to scale up or globalize. Moreover, many business constraints exist some are poor technological infrastructure, institutional voids, bribery and corruption, bureaucracy, and poorly trained human capital. There was a critical examination of extant studies by several scholars and researchers related to the objective of the study. The main focus of the review is to establish strong conceptual, theoretical, and empirical support for this study. These included segments that dealt with the conceptual framework review of competitive advantage and theoretical reviews of the Network Theory. Structured as the third segment is the empirical review. This entails an in-depth review of extant studies related to the three-pronged objectives, with the aim of either rejecting or accepting the underlying framework in such studies. Thematic analysis was employed for analysing the primary data collected via focus group discussion plus in-depth interviews. An in-depth examination of the responses of participants revealed that though the majority (19) of the participants agreed that emerging market has several potential and benefits, yet they indicated the existence of certain constraints mitigating increased investment in agribusiness in Ghana, as demonstrated in the excerpt.

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[14] Peteraf, Margaret A. “The Cornerstones of Competitive Advantage: A Resource-Based View.” Strategic Management Journal, vol. 14, no. 3, 1993, pp. 179–191. JSTOR, www.jstor.org/stable/2486921 Accessed 13 July 2021.

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Abstract:

The success of any business is dependent on the strategy/strategies that are deployed in the operation of such a business. Strategy is a critical determinant of business success. Amazon.com is one of the most successful brands in the world; the company has been in business for over two decades and has recorded an unprecedented business success in human history. In this research work, the key strategy behind the success of Amazon will be extensively investigated. Given the unusual success rate of this organization over the past two decades and their high prospect for greater success, it becomes imperative to investigate the strategy behind this tremendous business success in-order to unveil and/or re-emphasize an established business principle that may not be obvious to many businesses. The purpose of this research is mainly to identify these strategies and extend further emphasis on the viability of such business strategies in order to strengthen existing research on the subject matter. Using the waterfall methodology, the history of the company will be reviewed, the financial reports, company memos, press releases, etc., will be analysed. The evolvement of the business from its inception as an online book retailer to its diversification into numerous other lines of businesses will be reviewed and analysed.

References:

[1] Zana Majed Sadq et al (2018), Analyzing the Amazon success strategies, (PDF) Analyzing the Amazon success strategies (researchgate.net), https://www.researchgate.net/publication/328689933_Analyzing_the_Amazon_success_strategies.

[2] Lydia Depillis and Ivory Sherman (2018), CNN, Amazon’s extraordinary evolution - CNN.com, https://edition.cnn.com/interactive/2018/10/business/amazon-history-timeline/index.html.

[3] Christopher Mcfadden (2021), A Very Brief History of Amazon: The Everything Store, A Very Brief History of Amazon: The Everything Store | IE (interestingengineering.com), https://interestingengineering.com/a-very-brief-history-of-amazon-the-everything-store.

[4] Mark Hall (2021), Amazon.Com, Whole Foods Market | History & Facts | Britannica

[5] Wikipedia (2021), Amazon (Company), Wikipedia the free Encyclopedia, https://en.wikipedia.org/wiki/Amazon_(company).

[6] Sandeep Krishnamurthy (2002), Case #1- Amazon.Com- A Business History1 To Appear In-“E-Commerce Management: Text And Cases,” https://paginas.fe.up.pt/ipc/suporte/varios/amazon_final.pdf.

[7] Amazon Financial Statements 2005-2021, AMZN, MacroTrends,

https://www.macrotrends.net/stocks/charts/AMZN/amazon/financial-statements.

[8] Cormac Hughes (2014), Deloitte, Customer- centricity Embedding it into your organisation’s DNA, https://www2.deloitte.com/content/dam/Deloitte/ie/Documents/Strategy/2014_customer_centricity_deloitte_ireland.pdf.

[9] Kiri Masters,(2019), Forbes, 89% Of Consumers Are More Likely To Buy Products From Amazon Than Other E-Commerce Sites: Study, https://www.forbes.com/sites/kirimasters/2019/03/20/study-89-of-consumers-are-more-likely-to-buy-products-from-amazon-than-other-e-commerce-sites/?sh=7c3074024af1.

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https://s2.q4cdn.com/299287126/files/doc_financials/annual/Shareholderletter97.pdf.

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[12] Amazon (2020), Price gouging has no place in our store,

https://www.aboutamazon.com/news/company-news/price-gouging-has-no-place-in-our-stores.

[13] WashingtonAFP (2020), France24, Amazon moves to create lab for employee COVID-19 tests, https://www.france24.com/en/20200410-amazon-moves-to-create-own-lab-for-employee-covid-19-tests.

[14] Amazon (2020), Jeff Bezos COVID-19 letter to shareholders, Beyond COVID, https://www.sec.gov/Archives/edgar/data/1018724/000119312520108427/d902615dex991.htm.

[15] Amazon (2019). Press release: Amazon Co-founds The Climate Pledge, Setting Goal to Meet the Paris Agreement 10 Years Early, https://press.aboutamazon.com/news-releases/news-release-details/amazon-co-founds-climate-pledge-setting-goal-meet-paris.

[16] Anke Moerdyck (2012), How customer centric is your organisation? InSites, https://insites-consulting.com/blog/how-customer-centric-is-your-organisation/.

[17] Andy Lane (2019), What is technology? - OpenLearn - Open University, https://www.open.edu/openlearn/science-maths-technology/engineering-and-technology/technology/what-technology.

[18] Bahadir Kandemirli (2018), Amazon.com’s Digital Strategies Amazon.Com Case Study, https://www.researchgate.net/publication/326132044_amazoncom’s_digital_strategies_amazoncom_case_study.

[19] Brian Roemmele (2017), Forbes, What Is Jeff Bezos’s "Day 1" Philosophy? https://www.forbes.com/sites/quora/2017/04/21/what-is-jeff-bezos-day-1-philosophy/?sh=ee51a8710523.

Abstract:

This study investigates the impact of gender differences on the perceived usefulness of e-HRM technologies, using 158 observations from a survey conducted in one of the commercial banks in Tanzania. The descriptive statistics show that the e-HRM technologies in the bank have not been perceived as useful. With the T-Test, it has been found out that men perceive the e-HRM technologies more useful compared to women. The paper urges the promoters of e-HRM technologies in organizations to better understand the ways in which the use of such technologies can be enhanced to their employees, particularly women. The study proposes further research on e-HRM and gender, particularly on the impact of e-HRM technologies on spending, time saving, and errors.

References:

[1] Ruel, H. J. M., Bondarouk, T., & Looise, J. C., 2004, E-HRM: Innovation or irritation. An explorative empirical study in five large companies on web-based HRM, Management revue, 15(3), 364-380,

http://www.management-revue.org/papers/mrev_3_04_Ruel_Bondarouk_Looise.pdf.

[2] Gopal, R., & Shilpa, V., 2011, The implications of implementing electronic-human resource management (e-HRM) systems in companies, Journal of Information Systems and Communication, 2 (1), 10–29.

[3] Marler, J.H., & Parry, E., 2016, Human resource management, strategic involvement and e-HRM technology, International Journal of Human Resource Management, 27 (19), 2233–2253, https://doi.org/10.1080/09585192.2015.1091980.

[4] Bondarouk, T., Ruël, H., & van der Heijden, B., 2009, e-HRM effectiveness in a public sector organization: A multi-stakeholder perspective, International Journal of Human Resource Management, 20 (3), 578–590, https://doi.org/10.1080/09585190802707359.

[5] Davis, F.D., 1989, Perceived usefulness, perceived ease of use, and user acceptance of information technology, MIS Quarterly, 13 (3), 319-340.

[6] Agarwal, R. & Prasad, J., 1998, The antecedents and consequents of user perceptions in information technology adoption, Decision Support Systems, 22 (1), 15-29.

[7] Rogers, E.M., 2003, Diffusion of Innovations, 5^th ed. New York: The Free Press.

[8] Huang, J., & Martin-Taylor, M., 2012, Turnaround user acceptance in the context of HR self-service technology adoption: an action research approach, The International Journal of Human Resource Management, 24 (3), 621–642.

[9] Barhoumi, C., 2016, User acceptance of the e-information service as information resource A new extension of the technology acceptance model, New Library World, 117 (9/10), 1–18.

[10] Igbaria, M., Parasuraman, S., & Baroudi, J., 1996, A motivational model of microcomputer usage, Journal of Management Information Systems, 13 (1), 127-143.

[11] Adams, D.A., Nelson, R.R., & Todd, P.A., 1992, Perceived Usefulness, Ease of Use, and Usage of Information Technology - A Replication, MIS Quarterly, 16 (2), 227-247.

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[17] Myllymäki, D., 2021, Beyond the ‘e-’ in e-HRM: integrating a socio-material perspective, The International Journal of Human Resource Management, 32:12, 2563-2591, DOI: 10.1080/09585192.2021.1913624.

[18] Heikkila, J. 2013, Perspectives on e-HRM in the Multinational Setting, Vaasan Yliopisto.

[19] Noernam, T., Erlando, A., & Riyanto, F.D., 2021, Factors Determining Intention to Continue Using E-HRM, Journal of Asian Finance, Economics, and Business, 8 (2), 1079–1089.

[20] Bondarouk, T., Parry, & Furtmueller, E., 2017, Electronic HRM: four decades of research on adoption and consequences, The International Journal of Human Resource Management, 28 (1), 98-131, DOI:

https://doi.org/10.1080/09585192.2016.1245672.

[21] Quazi, A. & Talukder, M., 2011, Demographic determinants of employees’ perception and adoption of technological innovation, Journal of Computer Information Systems, 51 (3), 38-46.

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[23] Kuschel, K. & Lepely, M., 2016, Copreneurial women in start-ups, Academia Revista Latinoamericana de Administración, 29 (2), 181 – 197. http://dx.doi.org/10.1108/ARLA-08-2015-0231.

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[25] Goswami, A., Dutta, S., 2016, Gender Differences in Technology Usage—A Literature
Review, Open Journal of Business and Management, 4. 51-59. http://www.scirp.org/journal/ojbm; http://dx.doi.org/10.4236/ojbm.2016.41006.

[26] Venkatesh, V., & Morris, M. G., 2000, Why don't men ever stop to ask for directions? Gender, social influence, and their role in technology acceptance and usage behavior, MIS Quarterly, 24, 115–139. https://doi.org/10.2307/3250981

[27] Debrand, C.C., & Johnson, J. J., 2008, Gender differences in email and instant messaging: A study of undergraduate business information systems students, Journal of Computer Information Systems, 48 (3), 20–30.

[28] Teo, T., Fan, X., & Du. J., 2015, Technology acceptance among pre-service teachers: Does gender matter? Australasian Journal of Educational Technology, 31 (3), 235-251.

Abstract:

The importance of Total Quality Management in businesses today cannot be over emphasised because the over-increasing needs of the customers and the right to quality has taken a long way in ensuring that organisational strategic objectives are set to meet this demand. Customer satisfaction is a major concern of most organisations, this has led to corporate strategies being considered as important in total quality management. This study examines the strategic impact of total quality management on customer satisfaction in Colour Fiesta Nigeria Limited which is involved in printing and publishing. The major aim of this study is to evaluate the relationship between senior management commitment in total quality management and the effect it will have on customer satisfaction. It is believed that customers are unsatisfied due to the failure of total quality management hence the active involvement of the top management. Based on the findings, it was revealed that the management of Colour Fiesta is more concerned of continuous quality improvement and customer focus philosophy than benchmarking, employee training, etc. There was also an inconsistency in integrating total quality management with the strategic planning process. In conclusion, the result shows that total quality management plays a vital role in the strategic implementation of customer satisfaction.

References:

[1] Davies, E., 2003, Quality: Its historical context. Engineering Management pp. 14-17.

[2] Mehra, S., Hoffman, J. and Sirias, D., 2001, TQM a management strategy for the next millennia. International Journal of Operations and Production Management. 21(5/6) pp. 855-876, https://www.researchgate.net/.

[3] Hellsten,U. and Klefsjo, B., 2000, TQM as a management system consisting of techniques, values, and tools. pp 238-244.

[4] Seto-Pamies, D., 2012, Customer loyalty to service provider. Total Quality Management & Business Excellence. pp. 1257-1271.

[5] Johnson, R., 2001, Linking Complaint Management to Profit. International Journal of Service Industry Management, vol 12(1) pp 60 – 69, https://docplayer.net/.

[6] Goldman, H., 2005, The origins and development of quality initiative in American business, The TQM Magazine. Vol. 17, No. 3, pp 217-25.

[7] Dow, D., Samson, D. and Ford, S., 1999, Exploding the myth: Do all quality management practices contribute to superior quality performance. Production and Operations Management 8, 1-27.

[8] Beer, M., 2003, The role of management quality and implications for leading a total quality management transformation. Decision sciences pp 623-642.

[9] Ritter, N., 2010, Understanding a widely misunderstood statistic. Cronbach’s alpha. Southwestern Educational Research Association. 17(9), 167-175.

[10] Reichheld, F., 1993, Loyalty Based Management. Harvard Business Review. 71(2) pp 64-73.

[11] Bolton, R., 1995, Linking customer satisfaction to the duration of customer provider relationships and revenues. Waltham, MA. GTE Laboratories.

[12] Fornell, G., 1992, A national customer satisfaction barometer. The Swedish experience. Journal of Marketing 56, pp 1-18, http://www.sciepub.com.

[13] Boshoff, C., 1997, An Experimental study of Service recovery options. International Journal of Service Industry Management, vol 8(2) pp. 110 – 130, https://www.researchgate.net/.

[14] Campbell, A. and Yeung, S., 1991, Creating a sense of mission. Long Range Planning. pp 17 – 24.

[15] Crosby, B., 1979, Quality is Free, Mentor, McGraw-Hill Book Company, New York.

[16] Huband, E., 1992, Developing effective management skills. Management Accounting, vol 74, pp 44-47.

[17] Kanji, G., 1998, Measurement of Business Excellence, Total Quality Management, Abingdon, Chapman & Hall.

[18] Levy, P., 2003, Industrial/Organisational Psychology. Understanding the Workplace. Houston Mifflin, Boston, MA.

[19] Schein, L., 1991, Communicating Quality in the Service Sector, The Conference Board, New York.

[20] Schein, E., 1992, Organisational Culture and Leadership, 2^nd edition, Jossey-Bass, San Francisco.

[21] Texila American University, 2021, Total Quality Management. Retrieved June 10, 2021, https://dblplms.tauedu.org.

Abstract:

This is an exploratory study of the health budget allocation and performance of a State against the background of its health indices and preparedness for any public health emergency such as COVID-19. This is aimed to guide future health programming in the state. Three research instruments (Questionnaire, data collection, and interview guides) were used to collect data, key informant interviews with health planners and managers; synthesis of relevant literature reviews to identify relevant documents; and responses gathered from the public and civil servants. The findings identified eight (8) Ministries, Departments, and Agencies (MDA) under the State Ministry of Health, which is the policy-making body that monitors and coordinates/regulates all health activities in the State. The government budget, donor partners, out-of-pocket expenditures, and contributory schemes are sources of funds for Health. The State’s budgetary allocations for health shows an annual increment from reaching 15% in 2016 to 16% in 2017 and over 17% in 2018, surpassing the Abuja Declaration target of 15% of the state budget. In nominal terms, allocation to the health sector fluctuated between 2011 and 2016 and finally went down in 2018. There is no clearly cut-out budgetary provision for emergency preparedness for health events in the State’s health budget. The government has proactively made budgetary provisions for the challenges facing the health care system to facilitate efforts towards addressing them. However, it remains to be seen whether the poor health indices will get better in the long run.

References:

[1] Xu K, Soucat A & Kutzin J et al. (2018). Public Spending on Health: A Closer Look at Global Trends. Geneva: World Health Organization; 2018 (WHO/HIS/HGF/HFWorkingPaper/18.3). Licence: CC BY-NC-SA 3.0 IGO.

[2] Xu K, Soucat A & Kutzin J et al. (2018). Public Spending on Health: A Closer Look at Global Trends. Geneva: World Health Organization; 2018 (WHO/HIS/HGF/HFWorkingPaper/18.3). Licence: CC BY-NC-SA 3.0 IGO.

[3] Gottret, Pablo; Schieber, George. 2006. Health financing revisited: a practitioner’s guide (English). Washington, DC: World Bank. http://documents.worldbank.org/curated/en/874011468313782370/Health-financing-revisited-a-practitioners-guide.

[4] Xu K, Soucat A & Kutzin J et al. (2018). Public Spending on Health: A Closer Look at Global Trends. Geneva: World Health Organization; 2018 (WHO/HIS/HGF/HFWorkingPaper/18.3). Licence: CC BY-NC-SA 3.0 IGO.

[5] Rajan, D., Barroy, H, and Stenberg K., (2016). Budgeting for health. In: Schmets G, Rajan D, Kadandale S, editors. Strategizing national health in the 21st century: a handbook. Chapter 8. Geneva: World Health Organization. http://apps.who.int/iris/bitstream/handle/10665/250221/9789241549745-chapter8-eng.pdf?sequence=11&isAllowed=y.

[6] Save the Children, (2012). Health Sector Budget Advocacy: A guide for civil society organisations. https://www.who.int/pmnch/media/news/2012/201205_health_sector_budget_advocacy.pdf.

[7] Save the Children, (2012). Health Sector Budget Advocacy: A guide for civil society organisations. https://www.who.int/pmnch/media/news/2012/201205_health_sector_budget_advocacy.pdf.

[8] Cashin, C., (2016). Health financing policy: the macroeconomic, fiscal, and public finance context. Washington (DC): World Bank Group. http://documents.worldbank.org/curated/en/394031467990348481/Health-financing-policy-the-macroeconomic-fiscal-and-public-finance-context.

[9] Rajan, D., Barroy, H, and Stenberg K., (2016). Budgeting for health. In: Schmets G, Rajan D, Kadandale S, editors. Strategizing national health in the 21st century: a handbook. Chapter 8. Geneva: World Health Organization. http://apps.who.int/iris/bitstream/handle/10665/250221/9789241549745-chapter8-eng.pdf?sequence=11&isAllowed=y.

[10] Rajan, D., Barroy, H, and Stenberg K., (2016). Budgeting for health. In: Schmets G, Rajan D, Kadandale S, editors. Strategizing national health in the 21st century: a handbook. Chapter 8. Geneva: World Health Organization. http://apps.who.int/iris/bitstream/handle/10665/250221/9789241549745-chapter8-eng.pdf?sequence=11&isAllowed=y.

[11] WHO, (2018). Public Spending on Health: A Closer Look at Global Trends. WHO/HIS/HGF/HFWorkingPaper/18.3. http://apps.who.int/iris.

[12] Kress Daniel H., Su Yanfang and Wang Hong (2016). Assessment of Primary Health Care System Performance in Nigeria: Using the Primary Health Care Performance Indicator Conceptual Framework. Health Systems & Reform, 2(4):302–318, 2016 _ 2016 Bill and Melinda Gates Foundation ISSN: 2328-8604 print/2328-8620 online DOI: 10.1080/23288604.2016.1234861.

[13] Nigeria Demographic and Health Survey (2018). National Population Commission Abuja, Nigeria. The DHS Program ICF Rockville, Maryland, USA October 2019.

[14] Save the Children, (2012). Health Sector Budget Advocacy: A guide for civil society organisations https://www.who.int/pmnch/media/news/2012/201205_health_sector_budget_advocacy.pdf.

[15] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[16] Organization for Economic Cooperation and Development (10 May 2021). The territorial impact of COVID-19: Managing the crisis and recovery across levels of government https://www.oecd.org/coronavirus/policy-responses/the-territorial-impact-of-covid-19- managing-the-crisis-and-recovery-across-levels-of-government-a2c6abaf/.

[17] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[18] United Nations (April 2020). Policy Brief: The Impact of COVID-19 on Women https://reliefweb.int/sites/reliefweb.int/files/resources/policy-brief-the-impact-of-covid-19-on-women-en.pdf.

[19] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[20] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[21] Organization for Economic Cooperation and Development (10 May 2021). The territorial impact of COVID-19: Managing the crisis and recovery across levels of government https://www.oecd.org/coronavirus/policy-responses/the-territorial-impact-of-covid-19- managing-the-crisis-and-recovery-across-levels-of-government-a2c6abaf/.

[22] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[23] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[24] World Health Organization, (2022). Health Budget: Overview. https://www.who.int/health-topics/health-budget#tab=tab_1.

[25] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[26] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[27] National Bureau of Statistics (NBS) and United Nations Children’s Fund (UNICEF). (2017) Multiple Indicator Cluster Survey 2016-17, Survey Findings Report. Abuja, Nigeria: National Bureau of Statistics and United Nations Children’s Fund. https://www.unicef.org/nigeria/sites/unicef.org.nigeria/files/2018-09/Nigeria-MICS-2016-17.pdf.

[28] Enugu State Ministry of Budget and Planning (July 2018). Enugu State Health Expenditure Report, 2018. 2018 Second Quarter and Mid-Year Budget Implementation Report.

[29] Enugu State Ministry of Budget and Planning (July 2018). Enugu State Health Expenditure Report, 2018. 2018 Second Quarter and Mid-Year Budget Implementation Report.

[30] National Bureau of Statistics (NBS) and United Nations Children’s Fund (UNICEF). (2017) Multiple Indicator Cluster Survey 2016-17, Survey Findings Report. Abuja, Nigeria: National Bureau of Statistics and United Nations Children’s Fund. https://www.unicef.org/nigeria/sites/unicef.org.nigeria/files/2018-09/Nigeria-MICS-2016-17.pdf.

[31] Nigeria Demographic and Health Survey (2018). National Population Commission Abuja, Nigeria. The DHS Program ICF Rockville, Maryland, USA October 2019.

[32] Bein, Murad, and Coker-Farrell, Elizabeth Y., (Mar 2020). The association between medical spending and health status: A study of selected African countries Malawi Med J.; 32(1): 37–44. doi: 10.4314/mmj. v32i1.8. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7366161/.

[33] Enugu State Ministry of Budget and Planning (July 2018). Enugu State Health Expenditure Report, 2018. 2018 Second Quarter and Mid-Year Budget Implementation Report.

[34] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[35] Organization for Economic Cooperation and Development (10 May 2021). The territorial impact of COVID-19: Managing the crisis and recovery across levels of government 11 https://www.oecd.org/coronavirus/policy-responses/the-territorial-impact-of-covid-19- managing-the-crisis-and-recovery-across-levels-of-government-a2c6abaf/.

[36] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[37] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[38] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[39] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

[40] International Budget Partnership, (May 2021). Managing COVID funds: The accountability gap. https://internationalbudget.org/covid/.

Abstract:

This study looked at Citizen Participation in Health Budget Process: Trends and Patterns in Enugu state of Nigeria. The study's objectives included exploring citizens’ perception of the factors that influence the release of funds in the State, their level of participation, and knowledge about the goals of citizen participation in the budget process. Respondents were 398 in number (198 males and 200 females), inclusive of 40 civil and public servants. The two sets of questionnaire were used to collect data (One set for the public and civil servants; and the other set for the general public. Results reveal that the factors that influence the release of funds include, among others, poor allocation and release of funds from federal sources and weak political commitment. The results also reveal that citizens are not openly and substantially involved in the health budget process, and their level of knowledge regarding the government’s goal in citizen participation in the budget process is poor. The findings from this study will inform the development of advocacy packages to the government towards greater and meaning engagement of the citizens in the budget process. The advocacy packages might give the necessary voice to the people, which are required to strengthen efforts towards the attainment of Universal Health Coverage, as well as generate useful data which will serve as a guide for future interventions.

References:

[1] Rajan, D., Barroy, H, and Stenberg K., (2016). Budgeting for health. In: Schmets G, Rajan D, Kadandale S, editors. Strategizing national health in the 21st century: a handbook. Chapter 8. Geneva: World Health Organization. http://apps.who.int/iris/bitstream/handle/10665/250221/9789241549745-chapter8-eng.pdf?sequence=11&isAllowed=y.

[2] Save the Children, (2012). Health Sector Budget Advocacy: A guide for civil society organisations. https://www.who.int/pmnch/media/news/2012/201205_health_sector_budget_advocacy.pdf.

[3] Save the Children, (2012). Health Sector Budget Advocacy: A guide for civil society organisations. https://www.who.int/pmnch/media/news/2012/201205_health_sector_budget_advocacy.pdf.

[4] Save the Children, (2012). Health Sector Budget Advocacy: A guide for civil society organisations. https://www.who.int/pmnch/media/news/2012/201205_health_sector_budget_advocacy.pdf.

[5] Rajan, D., Barroy, H, and Stenberg K., (2016). Budgeting for health. In: Schmets G, Rajan D, Kadandale S, editors. Strategizing national health in the 21st century: a handbook. Chapter 8. Geneva: World Health Organization. http://apps.who.int/iris/bitstream/handle/10665/250221/9789241549745-chapter8-eng.pdf?sequence=11&isAllowed=y.

[6] Rajan, D., Barroy, H, and Stenberg K., (2016). Budgeting for health. In: Schmets G, Rajan D, Kadandale S, editors. Strategizing national health in the 21st century: a handbook. Chapter 8. Geneva: World Health Organization. http://apps.who.int/iris/bitstream/handle/10665/250221/9789241549745-chapter8-eng.pdf?sequence=11&isAllowed=y.

[7] Cashin, C., (2016). Health financing policy: the macroeconomic, fiscal, and public finance context. Washington (DC): World Bank Group. http://documents.worldbank.org/curated/en/394031467990348481/Health-financing-policy-the-macroeconomic-fiscal-and-public-finance-context.

[8] Iloh C. E. & Nwokedi M. E., (2016). Budget Processes and Participatory Budgeting in Nigeria: Lessons from Latin America. ANSU Journal of Arts and Social Sciences, 5(1): 135-154. https://oidp-afrique.org/wp-content/uploads/2020/04/Nigeria-Budget_Processes_and_Participatory_Budge.pdf.

[9] Bisong, Daniel Bisong and Ogwumike, Jam Hill Chiddy, (2020). Citizen Participation in Budgetary Processes and Effective Governance in Nigeria Journal of Public Administration and Social Welfare Research: 5(2) 2020 ISSN E-ISSN 2504-3597 P-ISSN 2695-2440.

https://iiardpub.org/get/JPASWR/VOL.%205%20NO.%202%202020/Citizen%20Participation%20in%20Budgetary.pdf.

[10] Bisong, Daniel Bisong and Ogwumike, Jam Hill Chiddy, (2020). Citizen Participation in Budgetary Processes and Effective Governance in Nigeria Journal of Public Administration and Social Welfare Research: 5(2) 2020 ISSN E-ISSN 2504-3597 P-ISSN 2695-2440.

https://iiardpub.org/get/JPASWR/VOL.%205%20NO.%202%202020/Citizen%20Participation%20in%20Budgetary.pdf.

[11] Bisong, Daniel Bisong and Ogwumike, Jam Hill Chiddy, (2020). Citizen Participation in Budgetary Processes and Effective Governance in Nigeria Journal of Public Administration and Social Welfare Research: 5(2) 2020 ISSN E-ISSN 2504-3597 P-ISSN 2695-2440

https://iiardpub.org/get/JPASWR/VOL.%205%20NO.%202%202020/Citizen%20Participation%20in%20Budgetary.pdf.

[12] Bisong, Daniel Bisong and Ogwumike, Jam Hill Chiddy, (2020). Citizen Participation in Budgetary Processes and Effective Governance in Nigeria Journal of Public Administration and Social Welfare Research: 5(2) 2020 ISSN E-ISSN 2504-3597 P-ISSN 2695-2440.

https://iiardpub.org/get/JPASWR/VOL.%205%20NO.%202%202020/Citizen%20Participation%20in%20Budgetary.pdf.

[13] Bisong, Daniel Bisong and Ogwumike, Jam Hill Chiddy, (2020). Citizen Participation in Budgetary Processes and Effective Governance in Nigeria Journal of Public Administration and Social Welfare Research: 5(2) 2020 ISSN E-ISSN 2504-3597 P-ISSN 2695-2440.

https://iiardpub.org/get/JPASWR/VOL.%205%20NO.%202%202020/Citizen%20Participation%20in%20Budgetary.pdf.

[14] Bisong, Daniel Bisong and Ogwumike, Jam Hill Chiddy, (2020). Citizen Participation in Budgetary Processes and Effective Governance in Nigeria Journal of Public Administration and Social Welfare Research: 5(2) 2020 ISSN E-ISSN 2504-3597 P-ISSN 2695-2440.

https://iiardpub.org/get/JPASWR/VOL.%205%20NO.%202%202020/Citizen%20Participation%20in%20Budgetary.pdf.

[15] Klimovsky, D., (2017). Participatory Budgeting in Slovakia: Experience from Bratislava and Ružomberok in Participatory Budgeting Klimovsky D.(ed). Project “Capacity Building of NAPA for Open Local Governance”.

[16] Shah, Anwar, (2007). Participatory Budgeting: Public Sector Governance and Accountability. Washington, DC: World Bank. https://openknowledge.worldbank.org/handle/10986/6640.

[17] Anissa, D. B. and Habib, A., (2021). Corporate Budget Governance Through the Operating Managers Commitment: What is the problem? https://www.pubtexto.com/journals/journal-of-economic-and-business-studies/fulltext/corporate-budget-governance-through-the-operating-managers-commitment-what-is-the-problem.

[18] Anissa, D. B. and Habib, A., (2021). Corporate Budget Governance Through the Operating Managers Commitment: What is the problem? https://www.pubtexto.com/journals/journal-of-economic-and-business-studies/fulltext/corporate-budget-governance-through-the-operating-managers-commitment-what-is-the-problem.

[19] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budget-survey/country-results/2019/nigeria.

[20] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[21] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[22] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[23] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[24] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[25] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[26] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[27] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[28] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[29] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[30] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[31] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[32] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[33] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[34] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[35] Rajan, D., Barroy, H, and Stenberg K., (2016). Budgeting for health. In: Schmets G, Rajan D, Kadandale S, editors. Strategizing national health in the 21st century: a handbook. Chapter 8 Geneva: World Health Organization. http://apps.who.int/iris/bitstream/handle/10665/250221/9789241549745-chapter8-eng.pdf?sequence=11&isAllowed=y.

[36] Cashin, C., (2016). Health financing policy: the macroeconomic, fiscal, and public finance context. Washington (DC): World Bank Group. http://documents.worldbank.org/curated/en/394031467990348481/Health-financing-policy-themacroeconomic-fiscal-and-public-finance-context.

[37] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[38] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[39] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[40] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[41] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[42] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[43] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.

[44] International Budget Partnership, (2020). 2019 Open Budget Survey: Nigeria. https://www.internationalbudget.org/open-budgetsurvey/country-results/2019/nigeria.