Bureaucratic structure and performance
2000
J. Court | P. Kristen | B. Weder
This report presents the first findings of a United Nations University project with the objectives to:undertake the first systematic data collection on bureaucratic structure and performance in Africa, with data collected from in 20 countriesexpand the existing global dataset; and, empirically assess which incentives and organizational structures of bureaucracies affect bureaucratic performanceThe survey focused on policy formulation; recruitment and careers; salaries; and relationship with the private sector.The survey found that: bureaucratic structure and performance varies across the region, with a number of countries scoring well. The good news is that the relationship between the public and private sector seems to be improving across the region. More worryingly however, corruption is increasing and many senior bureaucrats feel they lack “ownerhip” of their development strategies.The data for Africa was integrated into existing global datasets. The analysis indicated certain structural issues were significantly associated with cross-country differences in bureaucratic performance. Better bureaucratic performance is associated with greater power and autonomy of agencies to formulate policies, good career opportunities in the public sector, good pay for public servants and little shifting between public and private employment.
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