این مقاله انگلیسی ISI در نشریه تیلور و فرانسیس در 16 صفحه در سال 2015 منتشر شده و ترجمه آن 11 صفحه میباشد. کیفیت ترجمه این مقاله رایگان – برنزی ⭐️ بوده و به صورت ناقص ترجمه شده است.
| دانلود رایگان مقاله انگلیسی + خرید ترجمه فارسی | |
| عنوان فارسی مقاله: |
اصلاحات اجرائی و مدیریت همگانی جدید در نیجریه |
| عنوان انگلیسی مقاله: |
New Public Management and Administrative Reforms in Nigeria |
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| مشخصات مقاله انگلیسی (PDF) | |
| سال انتشار | 2015 |
| تعداد صفحات مقاله انگلیسی | 16 صفحه با فرمت pdf |
| رشته های مرتبط با این مقاله | مدیریت |
| گرایش های مرتبط با این مقاله | مدیریت دولتی، مدیریت اجرایی |
| چاپ شده در مجله (ژورنال) | مجله بین المللی مدیریت دولتی – International Journal of Public Administration |
| کلمات کلیدی | الگوهای اصلاحات نهادینه، برنامه اصلاحات مشروع، اصلاحیه مدیریت همگانی جدید، نیجریه |
| رفرنس | دارد ✓ |
| کد محصول | F1167 |
| نشریه | تیلور و فرانسیس – Taylor & Francis |
| مشخصات و وضعیت ترجمه فارسی این مقاله | |
| وضعیت ترجمه | انجام شده و آماده دانلود |
| تعداد صفحات ترجمه تایپ شده با فرمت ورد با قابلیت ویرایش | 11 صفحه با فونت 14 B Nazanin |
| ترجمه عناوین جداول | ترجمه شده است ✓ |
| ترجمه متون داخل جداول | ترجمه شده است ✓ |
| درج جداول در فایل ترجمه | درج شده است ✓ |
| کیفیت ترجمه | کیفیت ترجمه این مقاله متوسط میباشد |
| توضیحات | این مقاله تا نصف ترجمه شده است |
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چکیده |
| بخشی از ترجمه |
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چکیده |
| بخشی از مقاله انگلیسی |
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Abstract This study examines the Nigerian attempts to implement the New Public Management (NPM) reform. The paper aims at identifying the strand, the extent of progress made and the reason(s) for success/failure recorded. The author finds that the poor success story of the reform is as a result of the preference of the more attractive cost-saving neoliberal economic aspect to the more involving and demanding bureaucratic aspect, the inconsistencies in program implementation, and lack of strong political will common to adopting reform in developing countries. The article recommends that reforms require dealing with the critical challenges of institutionalization, inconsistency and legitimization.. 1. Introduction The New Public Management (NPM) was a set of reform paradigm introduced by many Anglo-Saxon countries starting from the late 1970s. At some point, its principles rather became a benchmark for gauging administrative economy, efficiency, and effectiveness that it also became attractive to most developing countries since the 1980s. Archer (1994) remarked that NPM ideas were so widely taken up by countries of the world that they now have the status of an international orthodoxy. Most developing countries, Nigeria inclusive, have embraced the movement and its principles in the usual manner of imitating policies from more advanced countries. However, adoption and adaptation of policies usually found to be successful in developed countries to suit the environment of developing countries remain critical in public administration. Chittoo, Ramphul, and Nowbutsing (2009) posited that the NPM type of reforms implemented by the Organization for Economic Cooperation and Development (OECD) countries is finding new “buyers” in developing countries, if not as a matter of choice, but surely as a matter of necessity to ensure international competitiveness of their economies in an era of globalization. But, the question is whether the developing countries and Nigeria, in particular, have made sufficient progress in taking up elements of the NPM in their public administration processes and if not why? Polidano (1999) has argued that while many developing countries have taken up elements of the NPM agenda, they have not adopted anything remotely near the entire package. Manning (2001) similarly observed that NPM has in practice not been applied extensively outside of its native OECD/Commonwealth habitat. It has certainly been applied less often than the frequency with which the label has been used. Indeed, he categorically asserts that “the direct application of NPM has been limited and has achieved little in the developing world” (Manning, 2001, p. 298). Rosta (2011, p. 1) also averred that “while in the case of the developed countries the literature reports numerous successes, for the countries of the periphery the introduction of the NPM instruments in most cases ended with failure.” Claims like these provide strong reasons for continued evaluation of the implementation of the neoliberal reform path and NPM in particular in developing countries and how these reforms have impacted on the public administration system. Usually, NPM reforms are part of the multi-sector socioeconomic reforms that aim at shrinking the public sector and increasing private sector participation in providing public services and economic liberalization generally. It is not impossible that reform emphasis of countries tilt toward the liberalization of public services and the privatization of public utilities without strong moves toward adoption of NPM techniques and practices and reform of the public organizations themselves. In the midst of such preference and misconception, it is necessary to identify in each case of public service reform the nature, and, how the reform has actually brought about changes/innovation in administrative structure and processes. While many developing countries including Nigeria, which is examined in this study, have pushed neoliberal reforms of reorganization of public sector to make it smaller and ensure economy, efficiency and effectiveness in service delivery, how much of these reforms have actually brought about bureaucratic changes in the manner advocated by NPM? The Nigerian government had embarked on public service reforms in the kind of NPM since the Structural Adjustment Programme (SAP) began in 1986. These set of reforms were intensified since the country returned to democratic governance in 1999 especially with the introduction of National Economic Empowerment and Development Strategy (NEEDS) socio-economic reforms in 2003. Prior to the introduction of NEEDS, the Olusegun Obasanjo Administration had initiated elaborate study of the Nigerian public service from 1999 to 2001 which revealed the following major problems of the Service: ● Massive expansion in the size of the Service which has risen from 350% between 1960 and 1999; ● Decline in institutional capacity, efficiency, effectiveness and commitment ● Poor ethical and moral character of the public servants especially in issues of corruption; ● Outdated and varied civil service rules and regulations. ● made up of an ageing workforce, with 60% of serving officers above 40 years of age; ● Existence of a preponderance of unskilled staff; over 70% of the workforce were in the unskilled category of grade levels 01–06. Only 1.7% of the workforce were made up of the critical manpower in the service, that is, those in the Directorate Cadre or grade levels 15–17; ● Existence of poor records and payroll control system. About 60% of government spending were deployed in servicing the federal bureaucracy; ● A flawed procurement system; ● Lack of mission and vision statements of ministries, departments, and agencies (MDAs) or clear corporate and individual schedules of duties; ● Highly centralized, hierarchical, and rule-driven system which stifled individual initiative and muffled corporate accountability; ● Low morale resulting from non-professional human resource management practice, etc. (Federal Ministry of Information and Communication, n.d., p. 15). The above peculiar ailments were in addition to the usual dysfunctional features of the Weberian bureaucratic organization which global reforms in the tradition of NPM aimed at. Thus, the Federal Ministry of Information and Communication (n.d.) adds the following to the above issues requiring reforms: perception of the Public Service as being (i) lethargic and slow, (ii) insensitive and unreliable, (iii) unhelpful and wasteful, (iv) slow to change, (v) unresponsive and discourteous to the public, (vi) corrupt, (vii) over-bloated, (viii) insensitive, (ix) parochial and often ethnically-biased processes such as staff-recruitment, performance-assessment, promotion, contract award, etc. (FMIC, n.d., pp. 15–16) This article examines this reform path. The objectives of the study are to determine the nature of this reform path, its relationship to NPM, and to underscore some of the key reasons for its success/failure in the Nigerian context and to add to issues of driving administrative reform more particularly in developing countries.. The article applies the methodology of the extensive review of government documents and other secondary materials drawn from the literature.. |