Market-Oriented Public Management in Uganda: Benchmarking International Best Practise?

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dc.contributor.authorKiiza, Julius
dc.date.accessioned2022-12-28T09:45:41Z
dc.date.available2022-12-28T09:45:41Z
dc.date.issued2000
dc.description.abstractThis paper examines the phenomenon of"new" pulblic management in Uganda in the broader context of the history of administrative reform, the quality management revolution, and the rise of economic rationalism over conventional public administration. The durability of Uganda's donor-driven reforms is critically analysed. Using a Best-Practices Benchmarking {BPS) model, this paper argues that Uganda's edition of market-oriented public management is inconsistent with the logic of consciously benchmarking international best-practices in public service delivery. The definition of the reforms by the IMF/World Bank fraternity, as a conditionality for further "development assistance" is found to institutionalise a top-down approach which is antithetical to durable change management If Uganda is to pursue durable reforms, a fundamentally re-engineered bottom-up approach is not optional. It is a must. The country must deploy a genuine best-practices benchmarking strategy underpinned by the continuous search for better quality service delivery.en_US
dc.identifier.citationKiiza, J. (2000). Market-Oriented Public Management in Uganda: Benchmarking International Best Practise?. Ufahamu: A Journal of African Studies, 28(1).en_US
dc.identifier.issn0041-5715
dc.identifier.other10.5070/F7281016587
dc.identifier.urihttps://nru.uncst.go.ug/handle/123456789/6679
dc.language.isoenen_US
dc.publisherA Journal of African Studiesen_US
dc.subjectPublic Managementen_US
dc.subjectBenchmarking Internationalen_US
dc.subjectPractiseen_US
dc.titleMarket-Oriented Public Management in Uganda: Benchmarking International Best Practise?en_US
dc.typeArticleen_US
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