Recruitment, effort, and retention effects of performance contracts for civil servants: Experimental evidence from Rwandan primary schools

Leaver, Clare; Ozier, Owen; Serneels, Pieter; Zeitlin, Andrew

doi:10.36934/wecon:2021-04

Cited by 7 publications

(10 citation statements)

References 54 publications

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“…These findings are consistent with a growing body of experimental evidence from developing countries that find that the default patterns of common across-the-board pay increases in public schools may not be effective(de Ree et al;2017), and that even modest amounts of performance-linked pay in public schools can be highly effective(Leaver et al;.29 In their evaluation of an ambitious school management reform in India, Muralidharan and Singh (2020) find that the program led to changes on paper but not in practice. Thus, the additional granularity of the D-WMS -that distinguishes between the existence, use, and monitoring/follow-up of various management practices -may be especially relevant for studying future school management interventions in LMICs.…”

supporting

confidence: 64%

Personnel Management and School Productivity: Evidence from India

Lemos¹,

Muralidharan²,

Scur³

2021

SSRN Journal

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supporting

confidence: 64%

Personnel Management and School Productivity: Evidence from India

Lemos¹,

Muralidharan²,

Scur³

2021

SSRN Journal

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“…A key concern is that P4P will reduce effort by eroding intrinsic motivation, or that bureaucrats would invest only in visible actions on which they are rewarded (Benabou and Tirole, 2003). Leaver et al (2021) use an RCT in the education sector in Rwanda to test the effort margins of pay-for-performance (here, rewarding the top 20 percent of teachers with extra pay using a metric that equally weights learning outcomes in teachers' classrooms). They find that teachers working under P4P contracts elicited better performance from their students than teachers working under fixed pay contracts.…”

Section: Personnel Policies Beyond Civil Servicementioning

confidence: 99%

Government Responsiveness in Developing Countries

Grossman

Slough

2022

Annu. Rev. Polit. Sci.

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When and how do governments deliver public goods and services in response to citizen preferences? We review the current literature on government responsiveness, with a focus on public goods and service delivery in developing countries. We identify three types of actors that are commonly present in these accounts: politicians, bureaucrats, and citizens. Much of this literature examines interactions between dyads of these actors. The study of electoral accountability and constituency services emphasizes relationships between citizens (or voters) and politicians. Studies of bureaucratic incentives and political oversight of bureaucrats emphasize interactions between politicians and bureaucrats. Finally, studies of bureaucratic embeddedness and citizen oversight of bureaucrats elaborate the interactions between bureaucrats and citizens. We argue that an emerging literature that considers interactions between all three types of actors provides rich theoretical and empirical terrain for developing our understanding of responsiveness and accountability in low- and middle-income countries and beyond. Expected final online publication date for the Annual Review of Political Science, Volume 25 is May 2022. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.

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“…On the other hand, a growing body of studies-including several recent field experiments-find that extrinsic motivations either do not deter or may even crowd in recruits with higher motivation and/or subsequent job performance. This is true of resource-intensive types of extrinsic rewards such as pay levels (Dal Bó et al, 2013) and performance-linked pay schemes (Leaver et al, 2019a), but also of non-financial extrinsic factors such as career progression opportunities, personal benefits, and person-organisation fit (Chapman et al, 2005;Ashraf et al, 2015;Linos, 2018). While intrinsic sources of motivation are doubtless important, this emerging evidence suggests that organisations must develop recruitment strategies that are extrinsically appealing to the type of people with the intrinsic motivation that the organisation wishes to attract.…”

Section: (I) Human Resources Managementmentioning

confidence: 99%

Four Lenses on People Management in the Public Sector

Ali¹,

Fuenzalida²,

Gómez³

et al. 2021

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We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.

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Recruitment, effort, and retention effects of performance contracts for civil servants: Experimental evidence from Rwandan primary schools

Cited by 7 publications

References 54 publications

Personnel Management and School Productivity: Evidence from India

Personnel Management and School Productivity: Evidence from India

Government Responsiveness in Developing Countries

Four Lenses on People Management in the Public Sector

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