Implication of Ethiopian Civil Service Reforms on Performance Management

Abstract The aim of this article is to explore and explain the 2012 civil service reform in Estonia. The study builds on the concept of public service bargain, which facilitates the operationalization of changes in the civil service system. Although public service bargain has attracted a lot of interest of public administration scholars, it has not been previously applied in the civil service research in Central and Eastern Europe. The theoretical part synthesizes previous literature on typologies of public service bargain, thus elaborating an analytical framework for the empirical study. The empirical study addresses the following research question: did the civil service reform change the public service bargain in Estonia and if so, how ? The empirical research was carried out by relying on desk research, secondary literature on Estonian administrative reforms and participant observation. The study builds partly on the materials collected for the EUPACK case study on Estonia. The analysis shows that the civil service reform brought along changes in all three components of public service bargain: reward, competency and loyalty, although the agency-type bargain was retained. The shift towards the managerial public service bargain is evidenced in the greater emphasis on flexibility in employment relations, the use of fixed-term contracts, increased private-sector-style practices at all levels of the civil service, an emphasis on performance management, and the reduction of job security. Despite the widespread criticism of NPM, the Estonian civil service reform presents a “textbook case” of managerial NPM-oriented reform. It is argued that substantially diminished rewards may contribute to a vicious circle of temporary civil servants, including problems with recruiting new officials and a further increase in their turnover, ultimately leading to a “temporary state”. The loyalty of civil servants may in turn shift towards instrumental, short-term and easily influenced or changing loyalty, thus challenging the fundamental values of democratic governance.

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Pressure on officials will hinder policy in China

Emerald Expert Briefings ◽

10.1108/oxan-db227799 ◽

2018 ◽

Keyword(s):

High Pressure ◽

Performance Management ◽

Civil Service ◽

Government Employees ◽

National Policies ◽

Content Type ◽

Evaluation Instruments ◽

Psychological Pressure ◽

Local Officials ◽

And Performance

Subject Targets and performance management in China's civil service. Significance In China's system of government, many if not most national policies are implemented by local officials. These officials are subject to four different evaluation instruments, including a wide array of quantitative targets. This puts enormous pressure on them and, by extension, all other government employees. Impacts High pressure and lack of rewards will make officials indifferent to non-target areas. Psychological pressure and high workloads will lead to burn-outs. Loyalty to and identification with one-party rule might decrease. Recruitment of capable personnel will become harder for the civil service and easier for firms as officials resign.

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The Performance Evaluation System in Pakistan’s Civil Service

Africa’s Public Service Delivery and Performance Review ◽

10.4102/apsdpr.v3i2.81 ◽

2015 ◽

Vol 3 (2) ◽

pp. 81

Author(s):

Maryam Tanwir ◽

Azam Chaudhry

Keyword(s):

Performance Evaluation ◽

Performance Management ◽

Evaluation System ◽

Civil Service ◽

Performance Evaluations ◽

Present System ◽

Actual Performance ◽

Smart System ◽

Performance Evaluation System ◽

Bureaucratic Performance

While achieving economic growth anddevelopment are dependent on the performance of the bureaucracy, there is a growing inability in Pakistan to objectivelyevaluate this performance. In this article, we examine performance evaluations systems that can be applied to developingcountry bureaucracies and find that the best system in the Pakistani context is the SMART performance evaluation system. We then analyze the present Pakistani system and compare it to an example of a SMART system and find that the disconnect between the actual performance of the civil service and the measurement of this performance by the performance evaluation report (PER) in Pakistan, has discouraged optimal performance. The article also looks at the perceptions of senior civil servants themselves on what they perceive as the shortcomings of the performance evaluation management system in Pakistan as well as their opinions on a potential SMART performance evaluations system. The article recommends an immediate re-evaluation of the present performance management where the re-evaluation initiatives must be tempered with the realization that the present system has been established not to optimize bureaucratic performance but rather to sustain the present system of patronage and power.

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Facilitating Civil Service Reform on Performance Management in Liberia

AEA Randomized Controlled Trials ◽

10.1257/rct.2441-1.0 ◽

2018 ◽

Author(s):

Daniel Rogger ◽

Hanzhuo Zhang ◽

Vincent Pons ◽

Jennifer Ljungqvist ◽

ERIKA DESERRANNO

Keyword(s):

Performance Management ◽

Civil Service ◽

Civil Service Reform

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Can Pay for Performance Succeed in Government?

Public Personnel Management ◽

10.1177/009102608801700402 ◽

1988 ◽

Vol 17 (4) ◽

pp. 359-367 ◽

Cited By ~ 2

Author(s):

James L. Perry ◽

Beth Ann Petrakis

Keyword(s):

Public Sector ◽

Performance Management ◽

Federal Government ◽

Civil Service ◽

Pay For Performance ◽

Merit Pay ◽

Recognition System ◽

Civil Service Reform ◽

Current Program ◽

Pay System

Pay-for-performance programs have become increasingly popular in recent years. The federal government introduced a merit pay system for managers under the Civil Service Reform Act of 1978. The failure of the system led to its reform in 1984. The current program, the Performance Management and Recognition System (PMRS), is described and assessed. The paper offers a prognosis for PMRS's future. Other public sector experience is reviewed to identify the probable success of managerial merit pay.

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Public Accountability through Merit Values on Civil Service Management in Central Java Province

Iapa Proceedings Conference ◽

10.30589/proceedings.2020.410 ◽

2020 ◽

pp. 275

Author(s):

Septiana Dwiputrianti

Keyword(s):

Career Development ◽

Performance Management ◽

Local Governments ◽

Service Management ◽

Civil Service ◽

Central Java ◽

Development Of Competencies ◽

And Performance ◽

Merit System ◽

Central Java Province

Data indicates that implementation of the merit system in civil service management is still far from the target achievement, especially for local governments. This paper assesses the implementation of the merit system of ASN management based on 8 (eight) aspects at the Central Java Province, namely: planning; procurement; career development and development of competencies; promotion, mutation, rotation and demotion; performance management; payroll, reward, and discipline; protection; and supporting facilities. The research instrument was developed from national policies. This study found that Central Java has met category III (good implementation) for 5 aspects. However, it reveals there are still 3 (three) aspects that haven’t met the criteria for good implementation. There are some impediments for implementation in career development, promotion and rotation, and performance management aspects. This finding is very important as a basic reference in the policy evaluation and supporting the bureaucratic reform performance. The recommendation focuses on the development of talent management and talent pool as one of the Indonesian strategic plans to improve the quality of civil service.

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‘All they lack is a chain’: lean and the new performance management in the British civil service

New Technology Work and Employment ◽

10.1111/j.1468-005x.2011.00261.x ◽

2011 ◽

Vol 26 (2) ◽

pp. 83-97 ◽

Cited By ~ 74

Author(s):

Bob Carter ◽

Andy Danford ◽

Debra Howcroft ◽

Helen Richardson ◽

Andrew Smith ◽

...

Keyword(s):

Performance Management ◽

Civil Service ◽

A Chain

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Factors Influencing the Performance of Sarawak Local Authorities

International Journal of Service Management and Sustainability ◽

10.24191/ijsms.v6i2.15569 ◽

2021 ◽

Vol 6 (2) ◽

pp. 1

Author(s):

Siti Mardinah Abdul Hamid ◽

Jamil Hamali ◽

Firdaus Abdullah

Keyword(s):

Service Delivery ◽

Performance Management ◽

Empirical Research ◽

Civil Service ◽

Performance Measure ◽

Local Authorities ◽

Factors Influencing ◽

Excellent Service ◽

World Class

This paper presents the empirical research on factors that influenced the performance in Local Authorities in Sarawak. It explores the benefits of performance measure and discusses the factors that influenced the performance for Local Authorities in providing an excellent service delivery in accordance with the vision to provide a world class standard of civil service in Sarawak. Additionally, this paper highlights issues affecting the performance of Local Authorities and their usage in performance management. Findings from this study could assist in the identification of factors that notably have an impact on performance and provide recommendations that would efficaciously enhance the performance for Local Authorities in Sarawak.

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Reforming a Broken System: A New Performance Evaluation System for Pakistan Civil Servants

The Pakistan Development Review ◽

10.30541/v55i1pp.49-72 ◽

2016 ◽

Vol 55 (1) ◽

pp. 49-72

Author(s):

Maryam Tanwir ◽

Azam Chaudhry

Keyword(s):

Performance Evaluation ◽

Performance Management ◽

Evaluation System ◽

Civil Service ◽

Current System ◽

Civil Servants ◽

Performance Management Systems ◽

Performance Evaluation System ◽

System A ◽

Political Alignment

Extant literature informs that the modern state requires a civil service whose performance is accurately measured, evaluated and subsequently rewarded (or punished). In this paper we use Pakistan as a case study of a country in which the performance evaluation system is obsolete and resistant to change. After analysing literature on the importance of performance management systems in bureaucracies, we evaluate the present structure of the Pakistani performance evaluation system of civil servants and identify its major weaknesses. We then present the results of a unique survey of senior civil servants which informs on how they viewed potential reforms of the current system. Based on this, we present a revised instrument to more accurately measure the performance of Pakistani civil servants, which both adapts the existing instrument while being cognizant of the international best practices. Finally we look at some of the significant political economy factors that could hinder the introduction of a new performance management system. Keywords: Performance Evaluation, Political Manipulation, SMART, Political Alignment Performance Management, Civil Service

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