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Management and Bureaucratic Effectiveness: Evidence from the Ghanaian Civil Service

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dc.contributor.authorRasul, Imran
dc.contributor.authorWilliams, Martin J.
dc.contributor.authorRogger, Daniel
dc.date.accessioned2018-09-28T16:21:05Z
dc.date.available2018-09-28T16:21:05Z
dc.date.issued2018-09
dc.description.abstractA burgeoning area of social science research examines how state capabilities and bureaucratic effectiveness shape economic development. This paper studies how the management practices of civil service bureaucrats correlate to the delivery of public projects, using novel data from the Ghanaian Civil Service. This paper combines hand-coded progress reports on 3,600 projects with a management survey in the government ministries and departments responsible for these projects. The analysis finds that management matters: practices related to autonomy are positively associated with project completion, yet practices related to incentives/monitoring of bureaucrats are negatively associated with project completion. The negative impact of incentives/monitoring practices is partly explained by bureaucrats having to multi-task, interactions with their intrinsic motivation, their engagement in influence activities, and project characteristics such as the clarity of targets and deliverable outputs. The paper discusses the interplay between management practices and corruption, alternative methods by which to measure management practices in organizations, and the external validity of the results. The findings suggest that the focus of many civil service reform programs on introducing stronger incentives and monitoring may backfire in some organizations, and that even countries with low levels of state capability may benefit by providing public servants with greater autonomy in some spheres.en
dc.identifierhttp://documents.worldbank.org/curated/en/335361537384686708/Management-and-Bureaucratic-Effectiveness-Evidence-from-the-Ghanaian-Civil-Service
dc.identifier.doi10.1596/1813-9450-8595
dc.identifier.urihttps://hdl.handle.net/10986/30467
dc.languageEnglish
dc.publisherWorld Bank, Washington, DC
dc.relation.ispartofseriesPolicy Research Working Paper;No. 8595
dc.rightsCC BY 3.0 IGO
dc.rights.holderWorld Bank
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/igo
dc.subjectCIVIL SERVICE
dc.subjectPUBLIC SECTOR MANAGEMENT
dc.subjectPUBLIC SECTOR PERFORMANCE
dc.subjectHUMAN RESOURCE MANAGEMENT
dc.subjectLABOR MARKET
dc.subjectPAY FOR PERFORMANCE
dc.subjectCORRUPTION
dc.titleManagement and Bureaucratic Effectivenessen
dc.title.subtitleEvidence from the Ghanaian Civil Serviceen
dc.typeWorking Paperen
dc.typeDocument de travailfr
dc.typeDocumento de trabajoes
dspace.entity.typePublication
okr.crossref.titleManagement and Bureaucratic Effectiveness: Evidence from the Ghanaian Civil Service
okr.date.disclosure2018-09-25
okr.date.doiregistration2025-04-07T08:42:01.122289Z
okr.date.doiregistration2025-04-08T16:20:41.445941Z
okr.date.doiregistration2025-04-09T02:52:22.845054Z
okr.doctypePublications & Research
okr.doctypePublications & Research::Policy Research Working Paper
okr.docurlhttp://documents.worldbank.org/curated/en/335361537384686708/Management-and-Bureaucratic-Effectiveness-Evidence-from-the-Ghanaian-Civil-Service
okr.guid335361537384686708
okr.identifier.doi10.1596/1813-9450-8595
okr.identifier.externaldocumentum090224b0861f4269_2_0
okr.identifier.internaldocumentum30433734
okr.identifier.reportWPS8595
okr.importedtrueen
okr.language.supporteden
okr.pdfurlhttp://documents.worldbank.org/curated/en/335361537384686708/pdf/WPS8595.pdfen
okr.region.administrativeAfrica
okr.region.countryGhana
okr.statistics.combined2977
okr.statistics.dr335361537384686708
okr.statistics.drstats1933
okr.topicPublic Sector Development::Public Sector Administrative and Civil Service Reform
okr.topicPublic Sector Development::Public Sector Management and Reform
okr.unitDevelopment Research Group, Development Economics
relation.isAuthorOfPublicationc770f6fa-5f94-452b-99e8-4cc7f237c413
relation.isAuthorOfPublication.latestForDiscoveryc770f6fa-5f94-452b-99e8-4cc7f237c413
relation.isSeriesOfPublication26e071dc-b0bf-409c-b982-df2970295c87
relation.isSeriesOfPublication.latestForDiscovery26e071dc-b0bf-409c-b982-df2970295c87
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