Manning, Nick

Person:
Manning, Nick

Fields of Specialization

Public administration reform; public financial management; governance

Last updated: January 31, 2023

Biography

Nick Manning retired as Head of the World Bank’s Governance and Public Sector Management Practice in December 2013. He led the development and implementation of the Bank’s updated approach to Public Sector Management. Nick was previously the World Bank Manager for Public Sector and Governance for Latin America and the Caribbean. He has also served as Head of the Public Sector Management and Performance Division at the OECD and as the World Bank Lead Public Sector Management Specialist for South Asia. Nick has held advisory positions on public management for the Commonwealth Secretariat and for UNDP in Lebanon. Nick began his public sector career in local government in the U.K. and, before moving to international advisory work, was Head of Strategic Planning for an inner London Borough. He is a Visiting Professor at the Herbert Simon Institute for Public Policy, Administration and Management; adviser to the Commonwealth Association for Public Administration and Management; member of the editorial board of the Public Management Review; honorary Senior Research Fellow in the Institute for Development Policy and Management at the University of Manchester; and a member of the advisory group for University of London Queen Mary Master's program in Public Administration.

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Publication Search Results

Now showing 1 - 10 of 23

A Guide to Government in Afghanistan
(Washington, DC: World Bank, 2004-04) Evans, Anne; Manning, Nick; Osmani, Yasin; Tully, Anne; Wilder, Andrew
This guide has three objectives: First and foremost, it seeks to provide newcomers to the Administrative and political scene in Afghanistan with a basic guide to the structures and processes of government. Second and related, it intends to provide reformers with some understanding of how to work "with the grain" of the existing institutional arrangements. Third, this report seeks to pay tribute to the remarkable people who have kept the system running and who are now reforming it. In pursuing these objectives, this guide attempts to set out these underlying strengths of the public sector, describing the evolution of the Afghan state, the current political context, and the administrative and organizational components of the government. It sets out the legal basis and organizational responsibilities for key fiscal tasks including revenue collection, budget preparation and execution, and accounting and audit. It also describes the organizational structures in the provinces, the way in which the staffing establishment is determined, and the structure of pay and grading. In particular, it looks at the arrangements for service delivery in the education and health sectors. A companion paper, "Subnational Administration in Afghanistan : Assessment and Recommendations for Action," (report no. 29415) outlines some specific recommendations resulting from these studies.
Performance-related Pay in the Public Sector : A Review of Theory and Evidence
(World Bank, Washington, DC, 2012-04) Pierskalla, Jan Henryk; Hasnain, Zahid; Manning, Nick
The objective of this paper is to provide a review of the theoretical and, in particular, empirical literature on performance-related pay in the public sector spanning the fields of public administration, psychology, economics, education, and health with the aim of distilling useful lessons for policy-makers in developing countries. This study to our knowledge is the first that aims to disaggregate the available evidence by: (i) the quality of the empirical study; (ii) the different public sector contexts, in particular the different types of public sector jobs; and (iii) geographical context (developing country or OECD settings). The paper's main findings, based on a comprehensive review of 110 studies of public sector and relevant private sector jobs are as follows. First, we find that overall a majority (65 of 110) of studies find a positive effect of performance-related pay, with higher quality empirical studies (68 of the 110) generally more positive in their findings (46 of the 68). These show that explicit performance standards linked to some form of bonus pay can improve, at times dramatically, desired service outcomes. Second, however, these more rigorous studies are overwhelmingly for jobs where the outputs or outcomes are more readily observable, such as teaching, health care, and revenue collection (66 of the 68). There is insufficient evidence, positive or negative, of the effect of performance-related pay in organizational contexts that that are similar to that of the core civil service, characterized by task complexity and the difficulty of measuring outcomes, to reach a generalized conclusion concerning such reforms. Third, while some of these studies have shown that performance-related pay can work even in the most dysfunctional bureaucracies in developing countries, there are too few cases to draw firm conclusions. Fourth, several observational studies identify problems with unintended consequences and gaming of the incentive scheme, although it is unclear whether the gaming results in an overall decline in productivity compared to the counterfactual. Finally, few studies follow up performance-related pay effects over a long period of time, leaving the possibility that the positive findings may be due to Hawthorne Effects, and that gaming behavior may increase over time as employees become more familiar with the scheme and learn to manipulate it.
Public Sector Human Resource Practices to Drive Performance
(World Bank, Washington, DC, 2012-10) Pierskalla, Jan Henryk; Manning, Nick; Hasnain, Zahid
Many Governments wrestle with the issue of designing an appropriate set of human resource practices to motivate public servants to perform. Identifying the right set of practices for the public sector is a source of some controversy, and passions run high particularly in relation to the use of monetary incentives, often referred to as performance-related pay or performance based pay. This GET note reviews recent research on a range of practices Governments utilize to drive employee performance, which rest on the assumptions that public servants are motivated in two ways: (i) ‘intrinsically’ (i.e. internal factors motivated by ‘the right thing to do’), and (ii) ‘extrinsically’ (i.e., external validation from rewards offered by others). Generally, a Human Resource Management (HRM) system designed to motivate employee performance will utilize practices in two broad categories related to: (i) ‘external incentives’ (e.g., financial incentives), and (ii) ‘opportunities to perform’ focusing on ‘intrinsic’ factors (i.e. self-directed work). Within ‘external incentives,’ a financial incentive may either act over the long term (e.g., deferred compensation) or in the short term (e.g., performance-related pay). This note applies this conceptual framework to more clearly understand the range of practices Governments are using to improve staff performance, as well as the pre-conditions for their success. Given the recent attention on performance-related pay, we take a deeper look at the evidence underlying the shorter term performance-related pay, reviewing evidence from both OECD and middle income countries. Annex one provides a brief overview on the theories of motivation for those interested in the theoretical underpinnings of the work, and annex two presents’ experiences of performance pay in practice. This Note draws heavily from performance-related pay in the public sector: A review of theory and evidence (Hasnain and others 2012), a recent review of the literature in fields including political science, public administration, business management, and psychology.
Public Sector Management Reform : Toward a Problem-Solving Approach
(World Bank, Washington, DC, 2012-12) Blum, Jurgen; Manning, Nick; Srivastava, Vivek
This note sets out key ideas from recent discussions inside and outside the Bank on how donors can support governments more effectively in delivering results in Public Sector Management (PSM) reforms. This note also reflects the discussions that have led to the Bank's new PSM approach for 2011 to 2020; identifies challenges to reforming public sector institutions; and summarizes how current thinking on PSM reform strategies has shifted toward pragmatic problem solving, seeking to improve results by identifying sustainable improvements for the public sector results chain.
Results, Performance Budgeting and Trust in Government
(World Bank, Washington, DC, 2010) Brumby, Jim; Arizti, Pedro; Manning, Nick; Thomas, Theo; Senderowitsch, Roby; Arizti, Pedro; Brumby, Jim; Manning, Nick; Senderowitsch, Roby; Thomas, Theo
The book identifies four categories of performance budgeting, namely direct performance budgeting, performance informed budget (PIB), opportunistic performance budgeting and presentational performance budgeting. While the Conference papers often refer to performance budgeting broadly defined, much of the book focuses on PIB, the most common category of performance budgeting adopted to date, making the argument that this is likely to be the most applicable in many Latin American countries. The book combines two seemingly diverse governance topics, adopts contrasting analytic styles to address these, and seeks to draw out their inter-connections, with particular reference to Organization for Economic Co-operation and Development (OECD) and Latin American countries. The first topic is PIB, which is discussed largely from the practical perspective of policy makers and practitioners, reflecting that it is a major public administration reform that has been underway for several decades. The second topic is the trust of citizens and firms in government. This book is divided into seven chapters. Chapter one provides an overview of PIB, building on two decades of experience and lesson-learning, and sets out the key themes that provide the basis for the discussions in the subsequent chapters. Chapter two introduces the concept of trust in government, particularly in OECD and Latin American countries, and explores why this matters for development. Chapters three, four, and five explore key dimensions of PIB, including the institutional foundations, the production of performance information, and the uses of performance information. Chapter six considers the impact of performance improvement on trust in government in OECD and Latin American countries. Chapter seven provides a guide for practitioners on PIB.
The Promise of Performance Pay?: Reasons for Caution in Policy Prescriptions in the Core Civil Service
(Oxford University Press on behalf of the World Bank, 2014-08-05) Hasnain, Zahid; Manning, Nick
There is a vast body of literature on performance-related pay (PRP), with strongly held views from opponents and proponents. This study reviews this literature, disaggregating the available evidence by the different public sector contexts, particularly the different types of public sector jobs, the quality of the empirical study, and the economic context (developing country or OECD settings), with the aim of distilling useful lessons for policy-makers in developing countries. The overall findings of the review are generally positive across these contextual categories. In particular, the findings from high quality studies, based on a simple scoring method for internal and external validity, of PRP in public sector-equivalent jobs show that explicit performance standards linked to some form of bonus pay can improve the desired service outcomes, at times dramatically. This evidence primarily concerns “craft” jobs, such as teaching, health care, and revenue administration, apparently negating (at least in the short term) the behavioral economics concern about the crowding out of intrinsic incentives. The available evidence suggests that if policy-makers are sensitive to design and vigilant about the risks of gaming, then PRP may result in performance improvements in these jobs in developing countries. However, it is difficult to draw firm conclusions from the review about the effect of PRP in core civil service jobs for three reasons. First, there are very few studies of PRP in these organizational contexts. The work of senior administrators in the civil service is very different from that of many private sector jobs and is characterized by task complexity and the difficulty of measuring outcomes. Second, although some studies have shown that PRP can work in even the most dysfunctional bureaucracies in developing countries, there are few cases illustrating its effectiveness or otherwise outside OECD settings. Finally, few studies follow PRP effects over time, providing little information on long-term effects and adjustments in staff behavior. We conclude that more empirical research is needed to examine the effects of PRP in the core civil service in developing countries.
Institutional Environment and Public Officials' Performance in Guyana
(Washington, DC: World Bank, 2001-05) Gokcekus, Omer; Manning, Nick; Mukherjee, Ranjana; Nallari, Raj
The report presents the findings of a survey of public officials in Guyana, whose views were sought in a wide range of civil service issues - from personnel management, to rewards, and disciplinary actions, and, from budget environment to corruption. Answers were used to test some prior assertions about the public sector in the country, and, it is the respondents' belief that public sector jobs are attractive, though public employees are not fully prepared for their jobs through education, and training, nor is recruitment always based on merit. However, officials find policies consistent, but implement policies even if in disagreement with policy directions. Furthermore, decision-making is characterized by poor communication, and low employee participation. Nonetheless, officials surveyed showed insight about which reforms might enhance organizational performance, and, based on data analysis, quantification of how public officials assess the organizations' institutional environment, and performance was possible. Survey data demonstrated how widely varied the institutional environments of such organizations are, and, provided evidence that performance does depend upon institutional environment. The report prioritizes interventions according to the potential payoffs in different performance areas, suggesting performance monitoring is likely to be associated with significant positive change in performance.
Arms Length Bodies
(World Bank, Washington, DC, 2009-11) Shepherd, Geoffrey; Manning, Nick
There has always been a diversity of organizational forms within the public sector. However, in some countries organizational diversification has increased significantly through the distribution of government responsibilities to so-called "arm's-length bodies." This notion reflects their common characteristic of being at arm's length from the control of politicians, outside the hierarchical control of traditional vertically-integrated line ministries and departments. There is some uncertainty concerning the scale of this movement of staff and budgets towards such agencies. Some commentators maintain that arms-length agencies have always been found within governments and that some highly publicized examples of "agencification" have skewed the debate (Wettenhall 2005). Others argue that the creation of distinct entities with independent financial management regimes held responsible for discrete areas of service delivery is a distinct and growing phenomenon.
Toward More Operationally Relevant Indicators of Governance
(World Bank, Washington, DC, 2000-12) Knack, Stephen; Manning, Nick
Increasing awareness of the importance of governance has been accompanied by an increase in the number of commercial firms and nongovernmental organizations (NGOs) producing broad indicators of the quality of governance and public institutions. First generation governance indicators, e.g., International Country Risk Guide, Transparency International's Corruption Perception Index, are useful to identify countries with severe corruption and other governance-related problems. However most of them have limited relevance for public sector reform. There is a need for second generation indicators which are expected to be more specific in measuring performance and pay more attention to measuring government processes and institutional arrangements - not just performance.
Reforming Fiscal and Economic Management in Afghanistan
(Washington, DC: World Bank, 2004) Carnahan, Michael; Manning, Nick; Bontjer, Richard; Guimbert, Stéphane; Carnahan, Michael; Manning, Nick; Bontjer, Richard; Guimbert, Stéphane
The paper cover two broad themes in the recent reform of fiscal and economic management in Afghanistan. The first part, The Journey So Far, sets out the impressive policy and institutional reforms that the Interim and Transitional Administrations have made since the Bonn conference in November 2001. It provides some details of the challenges faced by the Ministry of Finance, and very particularly the complexities of managing intensive donor interest and significant volumes of development assistance, while balancing the need for responsiveness to donor priorities with a concern to build institutional strengths of the public sector. The section notes the complexity of the vested interests that had built up within the administration during the Soviet and Taliban periods, and the need to revive, while simultaneously reforming, the fiscal management processes. The second part, Current Priorities, explores the fiscal and economic management tasks that the Ministry of Finance is now confronted with. The section opens with a review of the strategic options for structuring the Ministry of Finance, and the additional challenges and opportunities presented by the new constitution. The revised budget law is perhaps the most significant and far-reaching of the institutional reforms planned. The significance of the municipalities as a potential platform for enhanced service delivery to an increasingly urbanized population is also noted.