Improving Performance in the African Civil Service: Empirical Evidence from Zimbabwe.

Abstract

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 internal and external factors. The Zimbabwean experience is a typical African reforms effort that failed because of both internal weaknesses and external pressures. This paper looks at the theoretical frameworks and the implementation of reform programmes in the Zimbabwean civil service.

Key words: Improving performance, performance management, corruption, change.