Measuring management practices in India's district public health bureaucracy

Powell-Jackson, Timothy; Purohit, Bhaskar; Saxena, Deepak; Golechha, Mahaveer; Fabbri, Camilla; Ganguly, Partha Sarthi; Hanson, Kara

doi:10.1016/j.socscimed.2018.10.031

Cited by 8 publications

(17 citation statements)

References 28 publications

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“…Practices related to autonomy are positively associated with better public service delivery, but practices related to incentives and monitoring of bureaucrats are negatively associated with performance, suggesting that countries with low levels of state capability might benefit from providing public servants with more autonomy. Further work in this area emphasises the important role of management at the district level, 164,165 which is a key governmental tier for delivering child health services. 164 In all cases, governments play an irreplaceable role in reaching the poorest and protecting the most vulnerable members of the population, and social protection for children and families is a key responsibility.…”

Section: Government As a Project Of Shared Responsibility To Childrenmentioning

confidence: 99%

A future for the world's children? A WHO–UNICEF–Lancet Commission

Clark¹,

Coll-Seck

Banerjee³

et al. 2020

The Lancet

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730

597

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Despite dramatic improvements in survival, nutrition, and education over recent decades, today's children face an uncertain future. Climate change, ecological degradation, migrating populations, conflict, pervasive inequalities, and predatory commercial practices threaten the health and future of children in every country. In 2015, the world's countries agreed on the Sustainable Development Goals (SDGs), yet nearly 5 years later, few countries have recorded much progress towards achieving them. This Commission presents the case for placing children, aged 0-18 years, at the centre of the SDGs: at the heart of the concept of sustainability and our shared human endeavour. Governments must harness coalitions across sectors to overcome ecological and commercial pressures to ensure children receive their rights and entitlements now and a liveable planet in the years to come.

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Section: Government As a Project Of Shared Responsibility To Childrenmentioning

confidence: 99%

A future for the world's children? A WHO–UNICEF–Lancet Commission

Clark¹,

Coll-Seck

Banerjee³

et al. 2020

The Lancet

Self Cite

730

597

View full text Add to dashboard Cite

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“…People management reforms supported, rewarded, and promoted employees' high performance and dealt with employees' poor performance. Autonomy reforms included programmes' implementation autonomy, financial allocation autonomy, and HRM autonomy (Powell-Jackson et al, 2019).…”

Section: Resultsmentioning

confidence: 99%

“…These competencies need to predict and answer the citizens' needs, reinforce and improve public services, and cultivate a public-serving culture (Gupta et al, 2018). Other reforms introduced by the Indian government involved improving the types of goals, goals' clarity, and time horizons (Powell-Jackson et al, 2019).…”

Section: Resultsmentioning

confidence: 99%

“…Nevertheless, research on the implementation of NPM reforms in developing countries has been investigated from the perspectives of multiple entities. These entities consist of the federal public organisations (Zahra & Jadoon, 2016), local government (Ahenkan et al, 2018;Guga, 2018;Ikeanyibe, 2016;Mussagulova & Van der Wal, 2019;Nyamori & Gekara, 2016;Tioumagneng & Njifen, 2019;Ukeje et al, 2020), health sector (Bobe et al, 2017;Errami & Cargnello, 2018;Mostafa, 2016;Powell-Jackson et al, 2019), education and transport sectors (Bhiwajee & Garavan, 2016), government ministries (Bianchi & Xavier, 2017;Gupta et al, 2018;Shaheen et al, 2017), and the central government (Osei-Kojo, 2017;Ramos & Milanesi, 2020;Sarker & Al Athmay, 2018;Siddiquee et al, 2019;Sutheewasinnon et al, 2016;Turner et al, 2019;Ustuner & Yavuz, 2018;Vu et al, 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…These aspects are presented in Table 1. (Bhiwajee & Garavan, 2016;Errami & Cargnello, 2018;Guga, 2018;Mostafa, 2016;Powell-Jackson et al, 2019;Sarker & Al Athmay, 2018;Tioumagneng & Njifen, 2019;Ustuner & Yavuz, 2018;Vu et al, 2019;Zahra & Jadoon, 2016) Efficiency (Bianchi & Xavier, 2017;Errami & Cargnello, 2018;Guga, 2018;Nyamori & Gekara, 2016;Osei-Kojo, 2016;Sarker & Al Athmay, 2018; journal.ump.edu.my/jgi ◄ NPM aspect Source Siddiquee et al, 2019;Sutheewasinnon et al, 2016;Turner et al, 2019;Ustuner & Yavuz, 2018;Zahra & Jadoon, 2016) Performance management system (Ahenkan et al, 2018;Bianchi & Xavier, 2017;Bobe et al, 2017;Errami & Cargnello, 2018;Guga, 2018;Ikeanyibe, 2016;Mussagulova & Van der Wal, 2019;Nyamori & Gekara, 2016;Osei-Kojo, 2016;Ramos & Milanesi, 2020;Sarker & Al Athmay, 2018;Siddiquee et al, 2019;Sutheewasinnon et al, 2016;Tioumagneng & Njifen, 2019;Turner et al, 2019;Ustuner & Yavuz, 2018) Accountability (Ahenkan et al, 2018;…”

Section: Theoretical Backgroundmentioning

confidence: 99%

See 2 more Smart Citations

New Public Management in the Developing Countries: Effects and Implications on Human Resource Management

Mahmoud

Othman

2021

JGI

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Understanding the linkage between New Public Management (NPM) reforms and Human Resource Management (HRM) are required to be highlighted. A Systematic Literature Review (SLR) used as a research methodology to discuss the implementation of NPM reforms, gaps and challenges of NPM, and the effects and implications of these gaps and challenges on HRM. This paper contributes to the existing literature by offering important lessons and experiences of the implemented NPM reforms, alongside their major gaps and challenges towards HRM in the developing world. The discussion and conclusion are presented at the end.

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Performance management system in developing countries: A case study in Jordan

Mahmoud

Othman

2023

Journal of Public Affairs

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The performance management system (PMS) is critical to the success of any organisation, and this article investigates the PMS of the Greater Amman Municipality (GAM) in Jordan, which is one of the largest public entities in the country. The article identifies various problems that are faced by GAM, such as HRM and staff, management behaviour, and performance management, which significantly affect GAM's performance. Additionally, the article discusses the process of goal and indicator setting and development of the PMS of GAM. The article adopts a phenomenological approach and a qualitative case study methodology to collect primary data from 15 purposeful semi‐structured interviews with GAM's experts. Thematic analysis is used as the data analysis technique to identify the PMS activities and address problems and difficulties in GAM's performance. The findings highlight eight major activities of GAM's PMS, which include performance sourcing, targeting, development, setting and responsibility, gauging, information, results, and alignment. These activities need to be managed properly if GAM wanted to meet its performance targets. Hence, the article presents a set of recommendations to improve GAM's PMS and overcome the identified difficulties, such as improving HRM practices and staff role, enhancing management behaviour, and establishing a performance management culture. Overall, the article provides valuable insights into the PMS of GAM and highlights the importance of an effective PMS to achieve organisational success.

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Measuring management practices in India's district public health bureaucracy

Cited by 8 publications

References 28 publications

A future for the world's children? A WHO–UNICEF–Lancet Commission

A future for the world's children? A WHO–UNICEF–Lancet Commission

New Public Management in the Developing Countries: Effects and Implications on Human Resource Management

Performance management system in developing countries: A case study in Jordan

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