萊索托的公共部門績效管理.pdf

1、Many public sector organizations have an obsession with measuring performance, but fail to manage it. The delivery of public services in developing countries is over-centralized, and one of the reasons for this is the pr

2、esence of centralized decision-making apparatus, which distances power from communities. The centralized decision making reduces accountability among public sector employees and is a good recipe for undesirable decisions

3、 and mismanagement of performance and resources at the expense of public service quality.
　　While government and public sector organizations have made huge progress with performance management, implementation is often

4、 too mechanical and numbers-focused, which prevents improvements in performance. A skill gap in performance management analysis means that massive amounts of data on performance is collected, but little of it is actually

5、 used to provide insight and prompt actionable decisions. Hence the lack of a clearly mapped strategy leaves employees confused about direction and unable to make effective decisions to improve performance. During the la

6、st two decades, most African countries have embarked on comprehensive public sector reform programmes, and in many cases have received assistance from international institutions.
　　However, despite the tremendous effo

7、rts and resources that have been allocated to this endeavor, progress remains scant. Public sector management reforms are a central feature of economic policy reform programmes, and yet, the performance of such reforms i

8、n 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

9、to improve the performance of western organizations, and recent case studies give an indication that the same might be true for organizations in developing countries. This gives management of organizations in these count

10、ries the incentive to also start improving the results of their organization by implementing performance management.However, there is not much known yet about the factors influencing and behavioral changes needed to make

11、 performance management a success in organizations in developing countries. The case study provides insight into the suitability of performance management and the importance of performance-driven behavior for governmenta

12、l organizations in these countries, through the eyes of the Civil service of Lesotho.
　　The aim of this research is to identify key features that contribute to ineffective implementation of policies as well as find a

13、way forward so as to advance Lesotho’s public sector performance management systems. The findings will in turn be a valuable lesson for other African countries facing the same deficiencies. The quality of public sector m