A nationwide survey of Mauritian organisations and their managers disclosed the degree of representation of women in managerial ranks, and explored top management attitudes regarding women‐in‐management issues. Analysis revealed that, although only minimal stereotyping of women as managers was openly expressed by senior managers, few measures for the deliberate inclusion and advancement of women into management were identified. Mauritius represents a developmental paradox, being somewhat isolated from the “highly industrialised” world and its advancements in equal opportunity and positive action movements, but also from less developed countries’ close and long‐term associations with aid agencies, which largely include gender mainstreaming programmes. The survey uncovered politically correct women‐manager‐friendly responses in corporate Mauritius, but practically no affirmative action of any sort. Implications include the consideration of the presence of “helpful” agencies in newly industrialising countries, and for a radical increase in multilateral interactions, lest such successful small economies be transformed into victims of their own success.
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The collective vision of sustainable human development, as expressed by the international community in the UN Millennium Declaration, is a challenge for countries that are not adequately equipped to face the challenges of globalization. A key step in the right direction is the institutionalization of a transparent and accountable public sector that would be truly responsive to a country's need. As in other parts of the world, Mauritius has embarked on reform programs in response to new opportunities brought about by globalization and the "rise" of Africa. Although public sector reform has appeared on the agenda of successive governments since early 1990s, many critics feel that the progress could have been faster and more substantial. In particular, the traditional omnipresent state has been much criticized for keeping bureaucratic red tape and inefficiency, and generally a poor level of accountability with respect to its obligations. Thus, in order to fully capitalize on the spreading trend of globalization and the immense opportunities offered by the "rise" of Africa, it becomes necessary to look into the reforms to the Public Services as far as human resource management is concerned. This paper lays down the state of affairs in this area and proposes an analysis of the pertinence and efficacy of such reforms from an accountability perspective. Many positive results are noted amongst those ministries that have implemented the Performance Management System, but many other findings are also problematic, such as: 1) Lack of clarity on how PLM is promoting organizational goals; 2) Many staffs unconvince that PMS will help improve their career prospects; 3) Few public sector organizations are able to use the PMS as a basis for staff training plans or for promotion decisions; 4) The appraisal forms are cumbersome and unrealistic; 5) PMS seems to be missing the point of addressing real management challenges; 6) Poor senior management "focus" and commitment to PMS. These findings echo what already exists in many case study reports and literature reviews, wherein we find that performance management systems seem to fall foul of their lofty ideals. Nevertheless, the Mauritian Public Sector has implemented a Performance-Based Budgeting (PBB) system, as a driving force behind the emphasis on identifying goals and measures. This complements the PMS in pushing public sector departments and ministries in the direction of aligning their activities, including HRM, toward achieving strategic goals and measuring progress toward those goals. This can help clarify future direction, establish priorities, initiate program performance improvement, increase effectiveness and accountability, and help managers improve service delivery, decision-making and internal management. But from good intentions to real implementation, the gap is yet to be addressed. Po-A. Ramgutty-Wong 56 litical interference, budgetary constraints, top-down management and centralized recruitment and selection are definite barriers to an HRM Accountability ...
A large sample of Chief Executives of private and public sector organizations in Mauritius were surveyed in an attempt to determine the degree of awareness and the level of supportiveness of top managers to women's issues. This article explores a range of social-psychological variables to arrive at an analysis and description of CEO attitudes and perceptions, but also poses the question of whether concrete action is being taken towards addressing women's issues in general, and women managers' issues in particular. Findings revealed that the stated degree of supportiveness is relatively high, but that actions, policies and practices are alarmingly women-insensitive, defying the current spectacularly`developed' status of the country's economy. Through such a reality, the country also distinguishes itself negatively from the numerous Third World states that have somehow developed advanced action plans in the field of gender.
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