Publication: Tunisia : Employment Strategy, Volume 2. Annexes
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2004-05-28
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2004-05-28
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In spite of the Government's commitment to social development, with employment resting at the heart of Tunisia's Tenth Development Plan, the recent economic slowdown however, hampers expectations on meeting the employment goals of the Plan. Output growth would have to increase significantly in light of unchanged employment elasticity, to create enough jobs to absorb the increasing labor force. However, the Tunisian private sector has not played a dynamic role in terms of job creation: small and medium scale enterprises (SMEs), are mainly concentrated in the traditional manufacturing sectors, with low value-added; enterprise restructuring has not occurred, mainly due to an economic growth that has not led to enough reallocation of resources, despite the unexploited productivity gains in respect to reallocation of labor to high productivity sector; and, the high unemployment rates among educated youth, reflect gaps between skills in demand by employers, and skills offered by job seekers. Within this context, this report proposes broad policy options to help improve the country's employment strategy over the medium term. Several reforms - liberalization of the product markets, improvement of investment climate, and reforms in education and vocational training - have been implemented to improve labor market performance. The overall employment strategy needs to be based on the fundamentals of sound economic policies that promote competitive product markets, and private-sector-led growth, particularly in service industries. This will require an investment climate, and a favorable business environment, particularly for SME development, to promote both employment and productivity growth in high value-added sectors. Notwithstanding, investment policies should provide a better balance between utilization of capital and labor. And, regardless of its engagement to investments in human resources, Tunisia should ensure that ongoing reforms in education, and vocational training focus on market needs. Finally, labor market regulations and institutions need to be flexible, so as to adjust to changes in business conditions. This approach requires a more effective social protection system, through efficient active labor market programs and, perhaps, through income support for laid-off workers.
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“World Bank. 2004. Tunisia : Employment Strategy, Volume 2. Annexes. © World Bank. http://hdl.handle.net/10986/15654 License: CC BY 3.0 IGO.”
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Publication Republic of Tunisia : Employment Strategy, Volume 1. Main Report(Washington, DC, 2004-05-28)In spite of the Government's commitment to social development, with employment resting at the heart of Tunisia's Tenth Development Plan, the recent economic slowdown however, hampers expectations on meeting the employment goals of the Plan. Output growth would have to increase significantly in light of unchanged employment elasticity, to create enough jobs to absorb the increasing labor force. However, the Tunisian private sector has not played a dynamic role in terms of job creation: small and medium scale enterprises (SMEs), are mainly concentrated in the traditional manufacturing sectors, with low value-added; enterprise restructuring has not occurred, mainly due to an economic growth that has not led to enough reallocation of resources, despite the unexploited productivity gains in respect to reallocation of labor to high productivity sector; and, the high unemployment rates among educated youth, reflect gaps between skills in demand by employers, and skills offered by job seekers. Within this context, this report proposes broad policy options to help improve the country's employment strategy over the medium term. Several reforms - liberalization of the product markets, improvement of investment climate, and reforms in education and vocational training - have been implemented to improve labor market performance. The overall employment strategy needs to be based on the fundamentals of sound economic policies that promote competitive product markets, and private-sector-led growth, particularly in service industries. This will require an investment climate, and a favorable business environment, particularly for SME development, to promote both employment and productivity growth in high value-added sectors. Notwithstanding, investment policies should provide a better balance between utilization of capital and labor. And, regardless of its engagement to investments in human resources, Tunisia should ensure that ongoing reforms in education, and vocational training focus on market needs. Finally, labor market regulations and institutions need to be flexible, so as to adjust to changes in business conditions. 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This report highlights the main barriers that hinder the Tunisian labor market from providing income, protection, and prosperity to its citizens and proposes a set of labor policies that could facilitate the creation of better, more inclusive, and more productive jobs. The weak economic performance and insufficient and low-quality job creation in Tunisia is primarily the result of an economic environment permeated by distortions, barriers to competition, and excessive red tape, including in the labor market. This has resulted in the creation of a insufficient number of jobs, especially in the formal sector. To change this situation, policy makers need to address five strategic directives that can promote long-term inclusive growth and formality: foster competition; realign incentives, pay, and benefit packages in the public sector; move toward labor regulations that promote labor mobility and provide support to workers in periods of transition; enhance the productivity of informal workers through training and skills building; and reform existing social insurance systems and introduce new instruments to attain broader coverage.
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