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Articles · Vol. 33 No 4 (2008): Afrique et développement: Special Issue Public Sector Reforms in Africa

Experiences in New Public Management in Africa: The Case of Performance Management Systems in Botswana

  • Lewis B. Dzimbiri
    Lewis B. Dzimbiri
    Department of Political and Administrative Studies, Faculty of Social Sciences, University of Botswana, Gaborone, Botswana
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Vol. 33 · 2008 N°4 Afrique et développement: Special Issue Public Sector Reforms in Africa AD

Résumé

Dans son article de 18 pages intitulée « Les défis de la gouvernance, de la réforme du secteur public et de l’administration publique en Afrique: Quelques thèmes de recherche», Guy Mhone a insisté sur la nécessité de promouvoir la rationalité procédurale dans le fonctionnement du secteur public et la rationalité instrumentale en termes de résultats économiques, sociaux et politiques. Cet article contribue au débat sur la rationalité procédurale, en mettant l’accent sur le système de gestion de la performance (SGP) qui a émergé avec l’avènement de la Nouvelle Gestion Publique (NGP). Il commence par indiquer le contexte de l’évolution du rôle de l’État depuis les années 1980 comme toile de fond des réformes du secteur public en Afrique. L’article clarifie en outre la NGP et le SGP tels qu’ils sont appliqués au secteur public, avant d’examiner l’expérience du Botswana dans les réformes du secteur public, en mettant particulièrement l’accent sur son système de gestion des performances. Cet examen porte sur la manière dont le SGP a émergé, sa mise en œuvre, son suivi et son évaluation, et sur une analyse des défis et des leçons apprises.

Lewis B. Dzimbiri, Department of Political and Administrative Studies, Faculty of Social Sciences, University of Botswana, Gaborone, Botswana

Experiences in New Public Management in Africa: The Case of Performance Management Systems in Botswana

In his 18-page paper entitled ‘The Challenges of Governance, Public Sector Reform and Public Administration in Africa: Some Research Issues’, Guy Mhone made central to public sector reforms the need to promote procedural rationality in the operation of the public sector and instrumental rationality in terms of economic, social and political outcomes. The present paper contributes to the debate on procedural rationality by focusing attention on performance manage- ment systems (PMS), which has emerged with the advent of New Public Man- agement (NPM). It starts by providing the context of the changing role of the state since the 1980s as a background to public sector reforms in Africa. The paper further clarifies NPM and PMS as applied to the public sector before going on to discuss the experience of Botswana in public sector reforms, with particular emphasis on its performance management system. How PMS emerged, its implementation, its monitoring and evaluation are examined in this paper, along with an analysis of challenges and lessons learnt.

 

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Biographie de l'auteur/ice

  • Lewis B. Dzimbiri

    Department of Political and Administrative Studies, Faculty of Social Sciences, University of Botswana, Gaborone, Botswana

Références

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