New public management and development: the case of public services reform in Tanzania and Uganda

Clarke, Jeremy; Wood, David Murakami

doi:10.4337/9781781952757.00011

Cited by 9 publications

(5 citation statements)

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“…There have been many steps forward but overall reform progress seems to be slow. A possible explanation for this is that Tanzania's public sector has been cautious and gradual in implementing reform but has not dealt with all the blind spots and difficulties in the reform process (Clarke and Wood, 2001;Ronsholt and Andrews, 2005). It seems clear from the case study at CBE that the western management technique of performance management is potentially a worthwhile method for organisations in developing countries to improve their performance.…”

Section: Discussionmentioning

confidence: 99%

Is performance management applicable in developing countries?

Waal

2007

International Journal of Emerging Markets

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Purpose -To test whether performance management is a useful management tool for organisations in developing countries. Design/methodology/approach -Firstly, an overview is given of the status of performance management in developing countries and in particular in Africa. Secondly, prescriptive empirical research, in the shape of a case study at the Tanzanian College of Business Education, is used to test whether performance management is a useful technique for organisations in developing countries. Findings -It seems clear from the case study that the management technique of performance management is suitable for organisations in developing countries to try out. At the same time, the case study also makes clear that performance management, and especially the fostering of performance-driven behaviour, cannot be implemented lightly and should not be underestimated. Its takes continuous attention, dedication and in particular stamina from management to keep focussing on performance management in order to keep it "alive" in the organisation. Research limitations/implications -Performance management was only tested at one organisation in one developing country. More research is needed to identify the manner in which performance management can be implemented in other types of organisations and other countries. Practical implications -Performance management has been proven to improve the performance of western organisations. The case study in Tanzania gives an indication that the same might be true for organisations in developing countries. This gives management of organisations in these countries the incentive to also start improving the results of their organisation by implementing performance management. Originality/value -There is not much known yet about the factors influencing and behavioural changes needed to make performance management a success in organisations in developing countries. The case study provides insight into the suitability of performance management and the importance of performance-driven behaviour for organisations in these countries.

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Section: Discussionmentioning

confidence: 99%

Is performance management applicable in developing countries?

Waal

2007

International Journal of Emerging Markets

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“…It included a comprehensive set of reform measures reflecting the principles of the New Public Management that were being applied internationally under the sponsorship of donors such as the World Bank and DFID (see Clarke and Wood, 2001). Such measures included the creation of executive agencies, performance contracts, citizen charters and more emphasis on results and accountability.…”

Section: Objectives Of the Tanzanian Public Service Reform Programmentioning

confidence: 99%

Developing capacity for managing public service reform: The Tanzania experience 2000–2008

Morgan

Baser²,

Morin³

2009

Public Admin & Development

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SUMMARYPublic service reform has been more effective in Tanzania than in most African countries. An important contribution to this relative success has been the growing capacity of the Government of Tanzania to design and lead complex reform programs such as the Public Service Reform Program. This article looks at how and why this capacity developed and the possible implications for other efforts at public service reform in Africa. Our specific focus is on the Public Service Management Department in the President's Office (PO-PSM), the unit designated to manage the PSRP and the emergence of its capacity to lead and energize the change process. A variety of factors have accounted for the effectiveness of the PO-PSM. We argue that three have been particularly important: its organizational positioning, its development of a range of required competencies and capabilities, and finally its sequencing of the reform activities of the PSRP.

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“…A merit-based public service is the officially declared goal in both countries. Public service reform efforts have aimed to promote a performance culture in the public sector (Clarke and Wood 2001). Efficiency, effectiveness and accountability have been the buzzwords .…”

Section: Ole Therkildsenmentioning

confidence: 99%

States at Work

Bierschenk

Sardan²

2014

254

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This is a major breakthrough in scholarly understandings of the African state. Masterly analytic chapters by the two editors unravel the complex interactions of norms and institutions that shape how the bureaucracies that constitute states in Africa in fact deliver (or don't) goods and services. They thus manage simultaneously to trace out some specifically African patters of state functioning, while demystifying and brilliantly undercutting essentialist arguments about African "culture" or "tradition."The whole is enriched with a number of specific case studies, drawing broadly across countries and public services. The strong case made by the editors, and illustrated by the case studies, of the importance of empirical ethnographic approaches to understanding the state in its complex realities is a methodological lesson that should be taught in graduate programs not only in anthropology, but in political science and related disciplines.

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New public management and development: the case of public services reform in Tanzania and Uganda

Cited by 9 publications

References 0 publications

Is performance management applicable in developing countries?

Is performance management applicable in developing countries?

Developing capacity for managing public service reform: The Tanzania experience 2000–2008

States at Work

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