# **Table A3: World Management Survey Indicators**

|**Aggregate Index**|**Topic**|**Question**|**Score 1**|**Score 3**|**Score 5**|
|---|---|---|---|---|---|
|Monitoring|Monitoring|In what kind of ways does your Directorate track how well it is<br>delivering services? Can you give me an example?|Directorate does not track performance.|Directorate tracks a number of performance indicators. These are<br>seen and reviewed by senior management only.|<br>Full set of indicators are tracked formally and continuously. Reviews are<br>conducted regularly and involve representative of all directorate staff groups.<br>The results of the review are formally communicate to all directorate staff.|
|Monitoring|Monitoring|Are you involved in performance review for your Directorate?<br>If so, how often does this occur?|Not involved in performance review;|Bi-annually|Monthly|
|Other|Targeting|Does your Directorate have a clear set of targets derived from<br>the organization’s goals and objectives? Are they used to<br>determine your work schedule?|The directorate does not have defined<br>targets.|Targets are assigned to the directorate, as well as to the manager<br>and employee levels, and these are generally well understood by<br>mid-level staff. However the tasks assigned to staff are not always<br>related to those targets.|<br> <br> <br>Targets are clearly defined for the directorate, manager, and employee levels,<br>and are well understood by all staff. All tasks are directly derived from the<br>targets, which are regularly reviewed to ensure they remain on track.|
|Other|Targeting|When you arrive at work each day, do you and your colleagues<br>know what their individual roles and responsibilities are in<br>achieving the organization’s goals?|Staff do not know what their roles and<br>responsibilities are.|Staff have a good idea of their roles and responsibilities but it is no<br>always clear how they contribute to their organization’s goals.|t<br>Staff have a very good understanding of their roles and responsibilities. Their<br>own roles and goals are clearly interconnected to those of their organization.|
|Other|Targeting|How are targets and performance measures communicated to<br>staff in your directorate?|Neither targets nor performance measures<br>are communicated to staff.|<br>Targets and performance measures are formally communicated to<br>managers and team leaders.|<br>Targets and performance measures are formally communicated and<br>understood by all staff.|
|Other|Performance<br>incentives|How would under-performance be tolerated in your<br>Directorate? Can you give me an example of how such a case<br>would be dealt with?|Poor performers stay in their positions (no<br>consequences).|Poor performance Is identified through evaluation and is addresse<br>through concrete action. Although this applies to most staff, some<br>individuals/staff groups get away with it.|d<br> <br>Poor performers are identified through regular reviews and are put on a formal<br>performance improvement plan immediately. This applies to all staff.|
|Other|Performance<br>incentives|Given past experience, have members of [respondent’s<br>organization] been disciplined for breaking the rules of the civil<br>service?|There are no consequences for bad<br>behaviour/ breaking the rules.|Bad behaviour is addressed through concrete action, but the<br>underlying issues are not addressed.|Bad behaviour/ breaking the rules is addressed through concrete action. If any<br>employee breaks the rules, the underlying issues will be identified and<br>rectified. This applies to all employees.|
|Other|Performance<br>incentives|Does your Directorate use performance, targets, or indicators<br>for tracking and rewarding (financially or non-financially) the<br>performance of its employees?|Staff are rewarded equally (or not rewarded<br>irrespective of performance. Individual<br>performance is not tracked formally|)<br>There is a formal staff evaluation system in place and performanc<br>is rewarded (financially or non-financially). However, there are no<br>clear system or criteria for rewarding staff|e<br> <br>There is a formal staff evaluation system and performance is rewarded<br>(financially or non- financially). Rewards are given as a consequence of well-<br>defined and monitored individual achievements. This applied to all staff.|
|Other|Roles|When staff in your Directorate are given tasks in their daily<br>work, how much discretion do they have to carry out their<br>assignments? Can you give me an example?<br>|How officers carry out their assignments is<br>decided by senior managers. Officers have<br>no say.|<br> <br>How officers carry out their assignments is jointly decided by the<br>officer and senior managers. Senior managers tend to drive the<br>decisions.<br>|<br>Officers have complete autonomy in deciding how to carry out their tasks.<br>|
|Other|Roles|Can most staff in your Directorate make substantive<br>contributions to the policy formulation and implementation<br>process?|Staff do not contribute to policy formulation,<br>nor to decisions about implementation.|<br>Staff can contribute to policy formulation and decisions about<br>implementation, but there is no formal forum through which to do<br>this. Contributions typically only occur when problems arise.|<br>Management expects all staff to contribute to policy formulation and decisions<br>about implementation (formally or informally), and considers this part of their<br>duties.|
|Other|Roles|Is the workload of achieving your Directorate’s targets evenly<br>distributed across its different employees, or do some groups<br>consistently shoulder a greater burden than others?|A small minority of staff undertake the vast<br>majority of work within the directorate.|<br>The burden of the directorate’s work is more or less distributed<br>equally among staff. A small minority get away with working<br>significantly less than others.|The burden of the directorate’s work is distributed equally among staff. Tasks<br>are assigned in such a way that the amount of time required and the level of<br>difficulty are balanced out so no member of staff finds him/herself<br>overburdened.|
|Other|Roles|Thinking about all the projects that your Directorate has been<br>involved in since your appointment here, would you say that<br>managers and supervisors try to use the right staff for the right<br>job?|Staff are allocated to tasks randomly.|Managers try to use the right staff for the right job but do not go to<br>great lengths to ensure this, or are met with institutional constraint<br>which may prevent them from doing so.|<br>s<br>The right staff are always used for a task. Allocation of tasks is based on staffs’<br>documented skills and competencies.|
|Other|Flexibility|Does your Directorate make efforts to adjust to the specific<br>needs and specific requirements of communities, clients, or<br>other stakeholders?|The directorate uses the same procedures<br>no matter what.|<br>The directorate tailors procedures to the specific needs of its<br>stakeholders, but struggles when those needs are complex.<br>|The directorate tailors all procedures to the specific needs of its stakeholders.<br>The evolution of those needs results in adaptation to plans, project and<br>policies.|
|Other|Flexibility|How flexible would you say your Directorate is in terms of<br>responding to new and improved work practices or reforms?|New practices are not adopted/ integrated in<br>the directorate.<br>|<br>New ideas or practices are adopted, but in an informal and/ or<br>isolated manner. The directorate encourages the adoption of new<br>practices, however it is slow to integrate them into its operations<br>(more than a year).<br>|<br> <br>The adoption of new ideas and practices is an integral part of the directorate’s<br>work. New practices are regularly reviewed and considered, and once adopted<br>and integrated across the directorate within 6 months.|
||||Ad-hoc, no set process for improvement<br>|Existing process to deal with problems Improvements made<br>||
|Other|Staff involvemen<br>contribution|t/<br>How do problems in your directorate get exposed and fixed?|Deal with problems as they arise without<br>following an established procedureOnce<br>fixed, no further action taken No suggestion<br>from staff|s<br>through meetings<br>Focus on finding solutions, not prevention of future problems<br>Suggestions from staff involved through meetings (formal or<br>informal)|Exposing problems and suggesting solutions and improvements is part of all<br>staffs’ daily duty. Continuous improvement is part of the culture of the<br>organization.|
|Other|Staff involvemen<br>contribution|t/<br>What kind of feedback do you get in staff meetings?|No feedback from staff.|Staff provide feedback in meetings but in an unstructured manner<br>Focus on bad performance.|.<br>Staff provide the feedback on which action plans will be based. Focus on both<br>good and bad performance. Details of the meetings are recorded and<br>communicated to all staff.|
|Other|Staff involvemen<br>contribution|t/<br>Let’s say you’ve agreed to a follow up plan at one of your<br>meetings, what would happen if the plan wasn’t enacted?<br>|No action taken. No changes made in the<br>operations process.|Failure can be found in regular meetings (weekly, even monthly fo<br>long-term plans) or at standard points before the deadline. Plans<br>can be altered in order to achieve expected results on time.|r<br> <br>In addition to 4, tools can be checked up and reported to the manager in<br>charge. Meetings (formal/ informal) are held to look into the root causes of<br>problems and preventive actions are taken for future similar task.|
|Other|Staffing|Do you think the management of your Directorate think about<br>attracting talented people to your Directorate and then doing<br>their best to keep them? For example, by ensuring they are<br>happy and engaged with their work.|Directorate does not put emphasis on talent|<br>Senior management believes that attracting and developing talent<br>is important, but there is no clear system for identifying, attracting o<br>retaining such talent.|<br>r<br>Senior management believes that attracting and developing talent is important.<br>There is a clear system for identifying and attracting talent, developing and<br>retaining talent.|
|||<br>If two senior level staff joined your Directorate five years ago|No promotion system (no one in the|The promotion system is based on performance. Organization ma|y<br>Promotion system is based on performance. Organization actively identifies,|
|Other|Staffing|and one was much better at their work than the other, would|organization has been promoted for years)|<br>have internal limitations (e.g. few position openings), but do|develops and promotes top performers. Regular assessments, clear set of|
|||<br>he/she bepromoted through the service faster?|<br>Thepromotion system is based on tenure|<br> <br>everythingtoget around them(e.g. extra training).|<br>indicators andpersonalised careerplans for individuals(regularlyrevised).|