CHAPTER ONE

INTRODUCTION
Background

A startup company is a newly formed business with particular momentum behind it based on perceived demand for its product or service (Pratt,
2017).

It is undeniably difficult for startups to succeed. With the majority of them failing within three years of operation, it's easy to see why many
would-be entrepreneurs are hesitant to invest in their own small enterprises. Running a business is difficult, but do you know what you can do to
help it go more smoothly? Of course, technology is involved! It's hard to believe that some firms are still not utilising digital solutions to scale up,
but it's true. It's time to examine and comprehend why your firm requires technology (Nicole, K. 2020, October 2).

From Nicole K. (2020), Startups need capable staff to support them when they are still on shaky ground. This can be done by leveraging
technology to boost workplace productivity, enable teams to communicate remotely, and become more efficient and this will reflect positively on
sales and customer experience.

It’s against this background that the study will be carried out to profile the need to use technology to manage employees of startups in Uganda.

Problem Statement

Startups that don leverage technology find it challenging to track daily activities, work schedules
and attendance time to a large extent, therefore, it’s difficult or nearly impossible to determine
the completed and unfinished activities and develop a culture of effectiveness. Thus they can’t
easily manage the day-to-day activities of employees. From this, it’s evident that startups need a
system to manage their employees’ performance. So we propose to design the EMES to monitor,
evaluate and keep track of employees’ tasks.
Objectives

Main Objective

To develop a system that will be used to monitor and evaluate the daily activities of each team
member for startups.

Specific Objectives

1. To analyse the moniting and evaluation processes or systems adopted by startups within
Uganda.
2. To establish the requirements necessary for designing, monitoring and evaluating systems for
startups.
3. To design a monitoring and evaluation system for startups.
4. To develop a monitoring and evaluation system for startups.
5. To test the monitoring and evaluation system developed for startups.

Scope
Geographical
This study research will be conducted mainly in the central region of Kampala. This is because
of the ease of access and the cheaper transport costs and time compared to the longer distances
from our campus.

Content

The research will be conducted mainly on the monitoring and evaluation systems of startups and
how best the employee’s performance can be improved while using the system.

Theoretical

The research will consider GPS used as a location service in relation to computer science
applications.

Time Scope

The proposed study will be conducted within a period of six months (6) to gather the information
that effectively meets the study objectives effectively. The research shall base on the most
relevant data for better analysis and comparison purposes.

Significance

According to Perkex (2022), For both employees and supervors, performance evaluations can be
intimidating, but they're an essential first step. You may squander time and effort adopting
improvement plans that don't begin to address the true issues if you don't properly evaluate an
individual employee's performance.
The goal of the management (M&E) system is to develop a culture of the effectiveness of
startups, research shows that employees who are made aware of the company’s beliefs and
values buy into the company fast and feel attached which increases productivity.

The project should result in better transparency and accountability so that no one is left behind.

This study should serve as a reference for anyone who might wish to develop or improve
startups’ monitoring and evaluation systems.

The research study will enable group twenty-one (21) to gain experience in UI and UX design,
startup development and database management.

Startups should be able to understand the benefits of involving technology to ease the
management (M&E) of employees using a system.
 CHAPTER TWO
LITERATURE REVIEW

Introduction to employee monitoring and evaluation

Kusek, and Rist (2004) asserts that Monitoring and Evaluation (M&E) is also a research tool to
explore what programme design, or solution to employees problems, will work best and why,
and what programme design and operational processes will create the best value for money.
M&E should provide the analysis and evidence to do the trade-offs between various alternative
strategies, M&E planning, and reporting of public employees. The information gathered should
be translated into analytical, action-oriented reports that facilitate effective decision-making. The
focus here is on causes of problems rather than the manifestation of problems. Learning has been
described as “a continuous dynamic process of investigation where the key elements are
experience, knowledge, access and relevance. It requires a culture of inquiry and investigation,
rather than one of response and reporting”. M&E produces new knowledge. “Knowledge
management means capturing findings, institutionalising learning, and organsing the wealth of
information produced continually by the M&E system on employees performance” (Basaza
2016).

The importance of monitoring and evaluation and the case for better resourcing it have been
discussed at length (Khokhar 2014). There are simple lessons we can take on board to increase
the likelihood of succeeding in a monitoring and evaluation project where technology is
involved; staff often need support in the fundamentals of monitoring and evaluation and there is
a need for better training in research skills, stakeholder engagement and the collection, analysis
and management of data. Technology won't help if what's really needed is a change in practice at
the process, team or even organisational level. However, the act of developing appropriate
technologies provides a space for broader reflection and an opportunity for introducing
organisational change, as well as the right IT to support monitoring and evaluation activities
(Basaza 2016).

With technology that makes capturing data quicker, it is easy to take the ‘if it moves, measure it’
mantra too far. The Charities Evaluation Services (CES) report suggests that many organisations
and funders had ‘more data than they could deal with’. This is unfortunate: the potential for real
learning from the data is reduced and the risk of unnecessarily burdening those gathering data is
increased. It makes sense to have participation from stakeholders, including beneficiaries, in
collecting potentially less data that is more valuable to all those concerned (Basaza 2016).
Previous studies on employee monitoring and evaluation

In research from Basaza (2016), Medlin (2013) asserts that the Zimbabwean Government
chose Results-Based Monitoring (RBM) because it covers the following critical areas;
Planning (which is done collectively with all parties concerned), Results Based Budgeting
(RBB) looks at the financial aspect), Personnel Performance System (PPS) (evaluates the
actual performance of all members in the organisation against set targets) and Monitoring
and Evaluation are continuous and look at the efficiency and effectiveness of all the above
aspects. Areas which need improvement during the performance cycle are also highlighted
and action is taken accordingly. This approach helps the organisation with decision-making.
RBM integrates the human resource aspect with the financial aspect and links them to the
outcomes with the aim of improving the lives of communities through the provision of
superior service. Performance manament emphasises the agreement of objectives and
development needs and the importance of self-assessment and self-development.
Performance management focuses on the evidence provided by the analysis of what
individuals and their managers did or did not do as an explanation of the results achieved.

The Ministry of Finance, Planning and Economic Development (2012) notes that M&E cannot
be addressed from the narrow perspective of progress reporting, seen in isolation from its
foundation of purpose and the reality of its use. Firstly, M&E is intended to support the
process of creating development results of the employees’ performance. When well-
conceived and practicsed, M&E guides managers towards achieving their goals – whether
their responsibilities are at the policy, programme or project levels. M&E lets managers,
together with their respective constituency of stakeholders, know whether progress is being
made – knowing which strategies work and which don’t.

Buchner (2007) found that most employees have negative feelings about performance
management. Employees feel that the system manipulates employees without rewarding
their efforts. However, research shows that if well implemented RBM can motivate
employees to be more productive. De Nisis and Pritchard (2006) aver that attitudes toward
performance management affect the performance of employees in organisations. Matiza
(2001) submits that performance appraisal is viewed with mixed feelings in Zimbabwe, the
majority of them negative. Mandishona (2003) indicates the survival of the organisation and
good service delivery is dependent on how employees perceive the whole system. There
should be a win-win situation between the employer and employees. Organisations are
therefore called upon to make sure that employees’ benefits are tied to performance and
the system has to be regarded as fair and just by the employees.

The National Policy on Public Sector Monitoring And Evaluation (2011) notes that reforms in
the public sector have been further enhanced by the introduction of the National
Development Plan, which has provided an overarching strategic direction for the cou ntry’s
development. However, challenges still remain and provide the rationale for the formulation of
this Policy. The requirements for effective planning, monitoring and evaluation in the public
sector are only partially addressed in existing legislation outlined in the Constitution of the
Republic of Uganda (1995), Local Government Act (1997), Uganda Bureau of Statistics Act
(1998), Budget Act (2001), National Planning Authority Act (2002), Public Finance and
Accountability Act (2003), and the National Audit Act (2008).

Review of existing employee monitoring and evaluation system

Employee Monitoring Software is a program that aids in the management of a company's