Even managers critical of Pakistan's new performance evaluation system consider its targeting and bonus system a powerful incentive to improve efficiency.

The Institutional Dimension.

With contributions from nearly 80 international experts, this comprehensive resource covers diverse issues, aspects, and features of public administration and policy around the world. It focuses on bureaucracy and bureaucratic politics in developing and industrialized countries and emphasizing administrative performance and policy implementation, as well as political system maintenance and regime enhancement. The book covers the history of public administration and bureaucracy in Persia, Greece, Rome, and Byzantium and among the Aztecs, Incas, and Mayas, public administration in small island states, Eastern Europe, and ethics and other contemporary issues in public administration.

This book contains a study of the economics and management of public enterprises in Pakistan. It examines their performance, organizational behavior, relationships with other government organizations outside of the sector, and the issues that confront the public enterprise sector and the government.

This study illustrates the social and political principal that institutions matter. It explores not only how to get institutions to work efficiently, but also how to assess the proper relationship between institutions and development challenges through evaluative techniques.

Performance evaluation is not a simple task in private enterprises and it is all the more complicated in public enterprises. This paper emphasizes three main points: (a) a public enterprise must be evaluated; (b) a public enterprise must not be evaluated like a private enterprise; and (c) a public enterprise should be evaluated by starting with private profit and making a series of adjustments to make it fair to the nation and to managers. This paper suggests introducing a signaling system which consists of three major components. The first is a performance evaluation system, in which national goals are translated into explicit enterprise objectives and quantified in a performance criterion. The second is a performance information system, in which actual achievements are monitored. The third is an incentive system, in which the welfare of managers and workers is linked to national welfare by a pecuniary or non-pecuniary bonus system based on achievement of particular target values of the criterion variables. The paper proposes a phased system of implementation stressing how performance evaluation must be the product of an evolutionary process involving both enterprise managers and government supervisors.

How can the Bank refine its help to countries embarking on reform of public enterprises?

Contract plans help clarify goals, increase managerial autonomy, and open a dialogue between management and government -- but their benefits have been oversold.

First Published in 1987. This book contains studies on some important aspects of public enterprise, based on the experience of a wide spectrum of developed and developing countries. Public Enterprise and Evaluation seeks to introduce some fundamental ideas on the concept of evaluation at four levels, deals with evaluation as a system and succinctly reviews the experience of the United Kingdom, Argentina, Malaysia, Pakistan, Nepal and India. Capital Structures of Public Enterprises brings out the economic issues that are implicit in the arrangements of capitalisation in vogue in the public enterprise sector. Public Enterprise and the Public Exchequer is an in-depth analytical study of certain aspects of the budget link of public enterprises and shows how this has not yet been adequately realised. And Privatisation in the African Context deals with the concept of privatisation, now coming into prominence, and presents a nondoctrinaire review of the problems it raises.