Articlediamond2011

Result-Based Management in the Public Sector: A Decade of Experience for the Tanzanian Executive Agencies

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Public Policy and Administration Research Public Administration in Developing Nations Evaluation and Performance Assessment

Abstract

One element of the NPM-inspired reforms is the adoption of result-based management in the Tanzanian public sector. This paper examines the implementation of this type of reform by focusing on executive agencies. Executive agencies were especially created to be result-oriented public organizations. Our empirical question is whether or not and to what extent the management of executive agencies has shifted to result-based approach as promised by NPM-reform doctrine. Our findings indicate that result-based approach has only been partially implemented in the Tanzanian public sector. There is less emphasis on managing for results and management processes have continued to be predominantly based on inputs and processes.

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References

2004The study of organisational autonomy: a conceptual review 1998Why Most Developing Countries Should Not Try New Zealand's Reforms 2004Agencies: How Governments Do Things Through Semi-Autonomous Organizations 2006Managing for Results in State Government: Evaluating a Decade of Reform 2006New public management in developing countries 2007Regulatory Agencies—The Challenges of Balancing Agency Autonomy and Political Control 2004Why and How Do State Governments Adopt and Implement "Managing for Results" Reforms?2006Performance Management in Practice: the Norwegian Way

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