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

Andrew Sulle

.

DOI: 10.4236/jssm.2011.44057                

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.

Keywords

Public Administration, Result-Based Management, NPM, Executive Agencies and Reform in Tanzania

Conflicts of Interest

The authors declare no conflicts of interest.

References

[1]	D. D. Moynihan, “Managing for Results in State Government: Evaluating a Decade of Reform,” Public Ad- ministration Review, 2006.
[2]	T. Christensen and P. Laegreid, “Regulatory Agencies- The Challenges of Balancing Agency Autonomy and Political Control,” Governance, Vol. 20, No. 3, 2007, pp. 499-520. doi:10.1111/j.1468-0491.2007.00368.x
[3]	J. Caulfield, “Executive Agencies in Tanzania: Liberalization and Third World Debit,” Public Administration and Development, Vol. 22, No. 200, pp. 2209-2220.
[4]	G. Larbi, “Performance Contracting in Practice; Experience and Lessons from the Water sector in Ghana,” Public Management Review, Vol. 3, No. 3, pp. 305-324. doi:10.1080/14616670110044018
[5]	C. Polidano, “Why Civil Service Reforms Fail; IDPM Public Policy and Management,” Working Paper no.16. 2001.
[6]	D. Moynihan, “Why and How Do State Governments Adopt and Implement Managing for Results Reforms? Journal of Public Administration Research and Theory, Vol. l, No. 15, 2005, pp. 219-243.
[7]	R. Norman and R. Gregory, “Paradoxes and Pendulum Swings: Performance Management in New Zealand’s Public Sector,” Australian Journal of Public Administration, Vol. 62, No. 4, 2003, pp. 35-49. doi:10.1111/j..2003.00347.x
[8]	M. Tiili, “Strategic Political Steering: Exploring the Qualitative Change in the Role of Ministers after NPM reforms,” International Review of Administrative Science, Vol. 73, No. 81, 2007, pp. 81-94. doi:10.1177/0020852307075691
[9]	I. Proeller, “Outcome-Orientation in Performance Contracts: Empirical Evidence Rom Swiss Local Governments,” International Review of Administrative Sciences, Vol. 73, 2007, pp. 95-110. doi:10.1177/0020852307075692
[10]	P. L?greid, P. Roness and K. Rubecksen, “Performance Management In Practice: He Norwegian Way, Financial Accountability & Management, Vol. 22, No. 3, 2006, pp. 251-270. doi:10.1111/j.0267-4424.2006.00402.x
[11]	K. Verhoest, B. Peters, G. Bouckaert and B. Verschuere, “The Study of Organizational Autonomy: A Conceptual Review,” Public Administration and Development, Vol. 24, 2004, pp. 101-118. doi:10.1002/pad.316
[12]	W. McCourt and N. Solla, “Using Training to Promote Civil Service Reform: A Tanzanian Local Government Case Study,” Public Administration and Development, Vol. 19, 1999, pp. 21-32. doi:10.1002/(SICI)1099-162X(199902)19:1<63::AID-PAD55>3.3.CO;2-6
[13]	D. Ntukumazina, “Civil Service Reform in Tanzania: A Strategic Approach,” In S. Rugumamu, Ed., Civil Service Reform In Tanzania: Proceedings of the National Symposium, Dar es Salaam, 1998.
[14]	J. Rugumyamheto, “Innovative Approaches to Reforming Public Services in Tanzania,” Public Administration and Development, Vol. 24, 2004, pp. 437-446. doi:10.1002/pad.335
[15]	C. Pollitt, C. Talbot, J. Caulfield and A. Smullen, “Agencies: How Governments do Things through Semi-Au- tonomous Organizations,” Macmillan: Basingstoke, 2004.
[16]	B. Bana and W. McCcourt, “Institutions and Governance: Public Staff Management in Tanzania,” Public administration and development, Vol. 26, 2006, pp. 395-407. doi:10.1002/pad.423
[17]	F. Ronsholt and M. Andrews, “Getting it Together or Not: An Analysisof the Early Period of Tanzania’s Move Towards Adopting Performance Management Systems,” International Journal of Public Administration, Vol. 28, 2004, pp. 313-336.
[18]	A. Sulle, “The Application of New Public Management Doctrine in Developing World: An exploratory study of Autonomy and Control of Executive Agencies in Tanzania,” Public Administration and Development, Vol. 30, No. 5, 2010, pp. 345-354. doi:10.1002/pad.580
[19]	A. Sarker, “New Public Management in Developing Countries: An Analysis of Success and Failure with Particular Reference to Singapore and Bangladesh,” International Journal of Public Sector Management, Vol. 19, No. 2, 2006, pp. 180-203. doi:10.1108/09513550610650437
[20]	A. Schick, “Why Most Developing Countries Should Not Try New Zealand’s Reforms,” The World Bank Research Observer, Vol. 13, No. 1, 1998, pp. 123-131.