Public Administration and Development, (UK), Oct 1998 Vol 18 No 4
Start page: 381. No of pages: 6
Aims to complement existing research into the problems of downsizing the civil service in developing countries by putting the issue into the wider context of public sector management reform. Argues that civil service reform should not be seen as an end in itself, and as such likely to provoke resistance, but as one of many initiatives to improve the allocation of scarce resources between the private and public sectors. Suggests that a key approach is to move from input-driven public management to out-put driven management. Explores the zero-budgeting technique as a reform mechanism and highlights its drawbacks in relation to developing countries. Contends that accrual budgeting is a more useful reform mechanism since it focuses on the delivery of well-specified outputs at competitive prices and devolves the implementation of management reform to groups rather than to a single government agency, thus averting the potential risk of resistance.
Subject(s): DEVELOPING COUNTRIES, CIVIL SERVICE, DOWNSIZING, PUBLIC SECTOR, FINANCIAL MANAGEMENT
Database: AFA: Accounting & Finance Abstracts TMA: Top Management Abstracts RMI: Rapid Management Intelligence
Style: Theoretical with application in practice. Reference: 28AA715
Reproduced by permission of Anbar Management Intelligence