Many public sector organizations have an obsession with measuring performance, butfail to manage it. The delivery of public services in developing countries isover-centralized, and one of the reasons for this is the p...
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Many public sector organizations have an obsession with measuring performance, butfail to manage it. The delivery of public services in developing countries isover-centralized, and one of the reasons for this is the presence of centralizeddecision-making apparatus, which distances power from communities. Thecentralized decision making reduces accountability among public sector employeesand is a good recipe for undesirable decisions and mismanagement of performanceand resources at the expense of public service quality.
While government and public sector organizations have made huge progress withperformance management, implementation is often too mechanical andnumbers-focused, which prevents improvements in performance. A skill gap inperformance management analysis means that massive amounts of data onperformance is collected, but little of it is actually used to provide insight and promptactionable decisions. Hence the lack of a clearly mapped strategy leaves employeesconfused about direction and unable to make effective decisions to improveperformance. During the last two decades, most African countries have embarkedon comprehensive public sector reform programmes, and in many cases have receivedassistance from international institutions.
However, despite the tremendous efforts and resources that have been allocated to thisendeavor, progress remains scant. Public sector management reforms are a centralfeature of economic policy reform programmes, and yet, the performance of suchreforms in Africa remains hindered by a myriad of factors including lack of efficiency,lack of accountability, ineffective management practices, and corruption.
Practical implications–Performance management has been proven to improvethe performance of western organizations, and recent case studies give an indicationthat the same might be true for organizations in developing countries. This givesmanagement of organizations in these countries the incentive to also start improvingthe re
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