Document Type

Article

Publication Date

2006

Journal or Book Title

Development Policy Review

Volume

24

Issue

6

First Page

675

Last Page

687

DOI

10.1111/j.1467-7679.2006.00354.x

Abstract

This paper uses survey data from Ghana to examine whether there are significant differences in the characteristics of poor and good performing public organizations. The analysis show that good and poor public organizations differ in two respects: remuneration and hiring criteria. We argue that transforming poor performing organizations is more complex than simply addressing these differences – it requires fundamental changes in the cultures of the organization. We make recommendations for designing comprehensive public sector reform strategies that focus on changing organizational cultures of poor performing institutions. !

Comments

This is a manuscript of an article from Development Policy Review, 24(6) 2006, 675-687. doi: 10.1111/j.1467-7679.2006.00354.x. Posted with permission

Copyright Owner

Wiley

Language

en

File Format

application/pdf

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