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- Convenor:
-
Farhad Analoui
(University of Bradford)
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- Location:
- L30 (Richmond building)
- Start time:
- 7 September, 2017 at
Time zone: Europe/London
- Session slots:
- 1
Short Abstract:
This panel is concerned with the need for sharing critical challenges offered by new strands of research, theories, principles, tools, applications and different experience of practitioners' capacity and development management for continual learning, and the realisation of the sustainable goals.
Long Abstract:
The term development and its unitary interpretation dominates the debates at local, national and international levels, and suggests a wider political and policy for poverty, unemployment and inequality. A challenging multidimensional view stresses that whilst economic development is necessary, it may not be sufficient to improve capacity, human well-being and poverty reduction. The experiences of the development management theorists and practitioners have repeatedly reminded us that removing 'economic and social challenges and inequality' requires systematic modern and engaging capacity development and sound management principles that ease the process of reform and realising sustainable development goals. Despite the differences in views on the nature and role of the development management being 'idealist', 'managerialistic' and 'donors politics and agenda 'value laden', it is generally agreed that development management is progressive management of development and managing interventions on behalf of the relatively powerless. Indeed, recent empirical research and donor agencies reports suggest that the role of the capacity and development management for achieving sustainability has gained great deal prominence. Ultimately, whether we subscribe to 'modernising', 'dependency', 'economic', and 'geographic context related' or 'institutional' theories of the development the process of development requires capacity and application of managerial know how to achieve effectiveness and efficiency as prerequisite to its sustainability. This panel is concerned with the need for critical challenges offered by new strands of research, theories, principles, tools, applications and different experiences of practitioners involved to ensure continual learning and the realisation of the sustainable development goals.
Accepted papers:
Session 1Paper short abstract:
World Bank and other donor agencies support capacity development projects to sustain development goals. Study of assemblies in Ghana shows positive impact. It is recommended that these initiatives be implemented through semi-autonomous bodies to facilitate endogenous process. A model is proposed.
Paper long abstract:
Donor agencies have being supporting developing economies in capacity development through implementation of donor-funded projects to sustain development goals. Considering the literature, little is known regarding how these projects bring about the needed change. The European Centre for Development Policy Management's (ECDPM) core capabilities model (5C) has been employed to examine a World Bank project in Ghana engaging 46 Municipal and Metropolitan Assemblies (MMAs). The study revealed that capacity change is experienced on three levels (individual, organisational and societal); the World Bank's capacity development project has had positive impact on a number of assemblies, and some were also complying with Donor's requirements rather than capabilities enhancing performance. This study recommends that in order to ensure sustainability of the benefits of the development projects/programmes, capacity development project should be implemented through semi-autonomous bodies that can facilitate endogenous process. Finally, a realistic alternative model for the analysis of the sustainability of the capacity development, based on the data generated is offered and relevant conclusions are reached.
Paper short abstract:
The study examines the role of HRD in enhancing public sector reform and decentralization in Ghana. Participants admit that HRD plays a central role in achieving public sector reform and decentralization in Ghana, by ensuring sustained engagement of key players through capacity building.
Paper long abstract:
Ghana's on-going public sector reform is contingent on the institutional, technical and human resource development (HRD) capacity arrangements governing its implementation. Therefore, the main objective of this research was to examine the role of HRD in enhancing public sector reform (PSR) and decentralization in Ghana. Using survey questionnaire administered to 105 purposively selected senior and middle level personnel working under the Regional Coordinating Council (RCC), Metropolitan, Municipal and District Assemblies/Authorities (MMDAs) in the Central Region of Ghana. The study finds a general perception that HRD plays a central role in achieving public sector reform and decentralization in Ghana, by ensuring sustained engagement of key players through capacity building. However, among the challenges identified include inadequate capacity of the HRD at the regional level to provide adequate support for local government organisations, as well as inadequate funding in the realisation of HRD strategies. Study participants were interested in modernizing the process and methods of delivering the tailor-made training for key officials involved in implementation of the HRD activities and developing team management culture. The study therefore recommends that stakeholders in the public sector reform and decentralization process should take pro-active role in identifying the capacity needs of key officials for effective formulation and implementation of the reform and decentralization in Ghana.
Paper short abstract:
Capacity development fosters systematic, integrated, developing country ownership, focused on sustainable results. The dominant role of donor-led projects is examined. It is argued that role of Human Resource Development (HRD) gains unprecedented importance for Sustainable Development Goals (SDGs)
Paper long abstract:
There has been an Increase in capacity development in development assistance over the past decades. These have negative impact on developing countries achieving their development objectives on sustainable bases. Capacity development draws on previous concepts, fostering approaches which are more systematic, integrated, based on developing country ownership and focused more clearly on sustainable results.
Donor projects and programmes have aimed to increase capacity through a variety of interventions, ranging from the resource transfers, to training, to organisational strengthening. Debates continue regarding the effectiveness of capacity development interventions to contribute to achieving sustainable development results. This paper draws on the role of Human Resource Development (HRD) in the implementation of capacity development intervention in achieving Sustainable Development Goals (SDGs).
Here, HRD is differentiated from capacity development. The former is concerned with systematic training and development, career development, and organisational development to improve processes and enhance the learning and organisational performance, whilst capacity development is the process of creating and building capacities and their use, management and retention. The latter process is about change and it is driven from the inside and starts from existing national capacity assets. Thus, in institutional context it is reasonable to expect the HRD function to play critical role in capacity development.
Paper short abstract:
This first-time research explores the effectiveness of NGO managers in the India. The aim of this research has been to explore the parameters of managerial effectiveness among the managerial staff of HIV/AIDS NGOs in India.
Paper long abstract:
The notion of managerial effectiveness is undoubtedly associated to training and development, therefore, in the context of this research, this is of vital concern for NGOs in India, as there are many important factors that influences and determines managerial l effectiveness.
This first-time research explores the effectiveness of NGO managers in India and how they perceive and view their own effectiveness at work. it is envisaged that NGO managers effectiveness will be improved and can be developed further, therefore, by improving the NGO managerial effectiveness as a whole. This study contextualises Analoui's Model (1999,2002) of eight parameters of managerial effectiveness and three contextual factors, to explore and identify the factors and causal influences which form the basis for the effectiveness of these managers to develop policies and strategies for their increased effectiveness. The methodology employed includes, qualitative methods using semi-srtuctured interviews with 16 NGOs managers and focus-group interviews with 16 non-managerial staff. All the parameters of effectiveness and contextual factors of the Model (1999,2002) apply and are suitable for this context. Based on the findings and in-depth discussions, the research framework model (Analoui 1999,2002) has therefore, been adapted and modified to fit this specific and unique context, which facilitates the feasibility of the research for NGOs managers effectiveness in India. The heirarchy of relevance of the parameters of effectiveness, and the degree of importance of the contextual factors are the same however, apply differently to this context in comparison to the order in the original Model.