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Improving Performance in the African Civil Service (Paperback)
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Improving Performance in the African Civil Service (Paperback)
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Most African governments have attempted improving performance of
their civil service through reforms. All ended up failing meeting
the desired results because of a combination of factors. The
Zimbabwean experience is a typical African reforms effort that
failed because of both internal weaknesses and external pressures.
Since Independence in 1980, Zimbabwe has tried a number of change
programmes to improve performance among civil servants. Some of the
major reform and revitalization of the public service programmes
attempted by the government are blackenisation, performance
management, professionalisation. Yet, as shown by Bologun (2003) on
African attempts at reforms, there is no evidence that the efforts
had any positive significant impact on performance. The Public
Service in Zimbabwe has been associated with poor management,
corruption, nepotism, poor communication, and rude, frustrated and
unsympathetic Civil Servants (Public Service Performance Management
Training Manual, 1998). A Civil Servant has been known to be slow
in responding to demands and in decision-making.
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