The influence of accountability on procurement performance: a case study ministry of blue economy and fisheries Zanzibar

Abdillah Manzi; Hamisi Sama

doi:10.51867/ajernet.7.4.72

Authors

Abdillah A. Manzi College Of Business Education (CBE), Dar es Salaam, Tanzania https://orcid.org/0009-0002-9746-0734
Dr. Hamisi Sama College Of Business Education (CBE), Dar es Salaam.Tanzania https://orcid.org/0000-0002-3739-1776

DOI:

https://doi.org/10.51867/ajernet.7.4.72

Keywords:

Accountability, Procurement performance, Public procurement, Institutional Theory, Ministry of Blue Economy and Fisheries, Zanzibar

Abstract

Accountability is a foundational pillar of procurement governance, yet quantitative evidence on how accountability mechanisms specifically shape procurement outcomes within individual government ministries in Zanzibar remains scarce. This study examined the influence of accountability on procurement performance at the Ministry of Blue Economy and Fisheries (MoBEF), Zanzibar. Guided by Institutional Theory and attached in a positivist research philosophy, study adopted a descriptive and explanatory quantitative design where a structured, five-point Likert-scale questionnaire was administered to 85 respondents drawn from a target population of 108 procurement officers, tender board members, finance officers, user department representatives, internal auditors, and registered suppliers, selected through stratified random sampling using Yamane’s (1967) formula. Data were analyzed descriptively and inferentially using IBM SPSS version 23, incorporating reliability testing, correlation, and multiple linear regressions. Descriptive results revealed that accountability practices were generally well established at MoBEF, with mean scores ranging from 3.90 to 4.12. Review and approval procedures and documentation practices attracted the strongest endorsement, while disciplinary enforcement for procurement irregularities recorded both the lowest mean (M = 3.90) and the greatest variability (SD = 0.89), indicating a structural enforcement gap within the Ministry’s accountability system. Multiple regression analysis confirmed that accountability significantly and positively predicted procurement performance (β = 0.27, SE = 0.07, t = 3.57, p = .001), alongside fairness (β = 0.31, p < .001) and transparency (β = 0.29, p = .002); the overall model was statistically significant (F(3, 81) = 28.45, p < .001, R² = 0.520). The null hypothesis was rejected. These findings confirm that while formal accountability structures are well established within MoBEF, inconsistent disciplinary enforcement limits their full effect on procurement performance. The study recommends strengthening audit follow-through, enforcing consistent sanctions for non-compliance, and institutionalizing structured monitoring systems.

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