EFFECT OF CONTRACT MANAGEMENT ON PROJECT PERFORMANCE IN BENUE STATE MINISTRY OF WORKS, HOUSING AND URBAN DEVELOPMENT

This study examined the effect of contract management on project performance, with specific focus on the Benue State Ministry of Works, Housing and Urban Development. The research investigated how key components of contract management contract creation, contract negotiation, contract implementation, and contract monitoring influence the performance of public sector projects. The study employed a descriptive survey research design, which allowed for systematic collection of detailed and factual information from the target population. The population comprised 177 staff members across various directorates of the Ministry, while a purposive sample of 90 respondents was selected based on their capacity to provide relevant information on contract management practices. Data were collected using structured questionnaires and analyzed using descriptive statistics, correlation analysis, and multiple regression analysis. The findings revealed that contract negotiation and contract implementation have positive and statistically significant effects on project performance, whereas contract creation and contract monitoring showed insignificant relationships. These results suggest that while proper negotiation and execution of contracts are critical for achieving project objectives, the initial drafting of contracts and ongoing monitoring practices may require strategic improvements to enhance effectiveness. The study concludes that effective contract management, particularly in negotiation and implementation, is a vital determinant of project performance in public sector organizations. Based on the findings, the study recommends reviewing and simplifying contract creation procedures, investing in negotiation capacity-building, strengthening implementation strategies through adequate resource allocation and monitoring tools, and adopting robust monitoring frameworks, including digital tracking and feedback mechanisms.