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Additional file 3. JBI Critical Appraisal Checklist.

Additional file 1. PRISMA-P checklist.

Additional file 2. Search strategy.

Additional file 1.

Today, complicated organizational arrangements involving several independent economic transactions are required to enable the successful delivery of large projects. Project governance is one of the important pillars in ensuring successful project delivery. So, projects that have clearly defined leadership, responsibilities, reporting lines and communication between all parties i.e. effective governance contribute to project success factors. The study looks at the relationship between project governance and project success from the agency theory and stewardship point of view. So, project governance was operationalized as the extent of corporate governance and organizational control by the parent organization over its projects. A cross-sectional organizational wide online survey conducted on implemented projects in numerous sectors in African Union Commission and yielded 95 usable responses. Factor and regression analyses indicate that project success correlates with increasing stakeholder orientation of the parent organization, while the organizational control dimensions do not correlate with project success. Thus, managers influencing the design of project governance should be aware of the importance of a stakeholder orientation for project success and that control structures that foster behavior or outcome control, do not correlate of impact project success on a global basis, but may do so in the particular circumstances of their projects

In the current competitive business environment, not for profit (NFP) organizations are facing a lot of challenges particularly in updating their reward policies in order to enhance the psychological contract maintenance of their employees. Rewards always play an important role in organization's level of psychological contract as well as growth and performance. This study examines the relationship between reward policies and the corresponding psychological contract level of employees at African Union Commission. A Descriptive research design with survey method is applied in this study. Using stratified random sampling technique 111 participants (employees) of the target institution i.e. African Union Commission (AUC) were selected from the total population of 1743. The expected outcome is aimed at unearthing the need to motivate employees of the AUC, so as to improve their level of psychological contract maintenance. The findings of the research generally reveal that reward has a great deal of impact on psychological contract maintenance of employees and the current trend of reward management is not that of satisfying the expectations of employees. The management of the AUC should have clearly stated and well-articulated reward policy that can be competitive as compared to other best practices in organizations like United Nations and other international organizations. Key Words: Level of Rewards, Job Evaluation, Equal Pay, Transparency, Line Managers, Psychological Contract Maintenance.