Institutional Environment and Public Officials' Performance in Guyana
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 corruptio...
Main Authors: | , , , |
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Format: | Publication |
Language: | English en_US |
Published: |
Washington, DC: World Bank
2013
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Subjects: | |
Online Access: | http://documents.worldbank.org/curated/en/2001/05/1346357/institutional-environment-public-officials-performance-guyana http://hdl.handle.net/10986/13944 |
Summary: | 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. |
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