Civil Service Management in Devolved Government: Reconciling Local Accountability and Career Incentives in Pakistan
This paper looks at the case of Pakistan’s decentralization reform of 2001– 09 and its impact on civil service management. A key point made in this paper is that the relationship between organizational change and civil service is, by no means, unidirectional. The issues are viewed in the context of decentralization, its opportunities, and outcomes for efficiency and equity. We then evaluate whether administrative decentralization has enhanced or diminished the potential for political and fiscal decentralization for service delivery in Pakistan.
Volume (Year): 17 (2012)
Issue (Month): Special Edition (September)
|Contact details of provider:|| Postal: Intersection Main Boulevard Phase VI DHA and Burki Road, Lahore|
Phone: (92-42) 6560939
Web page: http://www.lahoreschoolofeconomics.edu.pk/EconomicsJournal/LJEIntro.aspx
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Nilima Gulrajani, 2010. "New vistas for development management: examining radical-reformist possibilities and potential," LSE Research Online Documents on Economics 28192, London School of Economics and Political Science, LSE Library.
- Robert Pyper, 1999. "The Civil Service: A Neglected Dimension of Devolution," Public Money & Management, Taylor & Francis Journals, vol. 19(2), pages 45-49, April.
- Lange, Matthew K., 2004. "British Colonial Legacies and Political Development," World Development, Elsevier, vol. 32(6), pages 905-922, June.
When requesting a correction, please mention this item's handle: RePEc:lje:journl:v:17:y:2012:i:sp:p:425-445. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Shahid Salahuddin)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.