Search

A modern system of public administration involves the development of various forms of interaction between the executive authorities and the population and civil society institutions. External accountability, transparency and success in improving the quality of public administration are important in improving the efficiency and effectiveness of public administration. It is crucial that the institution of public opinion is actively involved in monitoring the performance of individual agencies or the government as a whole, because it operates under the influence of external determinants of the system and brings a service component to the interaction of public authorities. and the public, by making the interaction mechanisms understandable, transparent and reproducible, is associated with high indicative effects for citizens and interest groups, and for the officials of public authorities. - Davlat boshqaruvining zamonaviy tizimi ijro etuvchi hokimiyat organlarining aholi va fuqarolik jamiyati institutlari o‘rtasidagi o‘zaro munosabatlarning turli shakllarini rivojlantirishni nazarda tutadi. Davlat boshqaruvi organlari faoliyatining samaradorligi va samaradorligini oshirishda tashqi hisobdorlik, oshkoralik va davlat boshqaruvi sifatini oshirishda muvaffaqiyatga erishish muhim ahamiyatga ega. Jamoatchilik fikri institutining alohida idoralar yoki umuman hukumat faoliyatini monitoring qilishda faol ishtirok etishi nihoyatda muhim, chunki u tizimni tashqi determinantlar ta’sirida ishlaydi va hokimiyat organlari o‘rtasidagi o‘zaro munosabatlar jarayoniga xizmat komponentini kiritadi. va jamiyat, o‘zaro ta’sir mexanizmlarini tushunarli, shaffof va ko‘paytiriladigan qilib, fuqarolar va manfaatdor guruhlar uchun, shuningdek, davlat hokimiyati organlarining mansabdor shaxslari uchun yuqori namoyish effektlari bilan birga keladi ., {"references":["1.\tХayitov, J.M. (2023). Budjet mablag'lari ijrosi samaradorligi va natijadorligini oshirishda jamoatchilik nazoratining o'rni. Nazariy va amaliy tadqiqotlar xalqaro jurnali, 3 (2), 91-98. doi: 10.5281/zenodo.7776682 2.\tJaxbarov, J. (2023). Davlat moliyaviy nazoratida axborot texnologiyalaridan foydalanishni kengaytirish masalalari. Nazariy va amaliy tadqiqotlar xalqaro jurnali, 3 (2), 73-80. doi: 10.5281/zenodo.7766820 3.\tMargianti, E.S., (2022). Development of the business sector of the economy in the context of institutional transformation. Jakarta, Gunadarma Publisher, Indonesia, 2022. ISBN: 978-602-0764-47-4, 205 p. Doi: https://dx.doi.org/10.5281/zenodo.6658834 4.\tNabiyeva, N., & ets. (2021). Analysis of the State's Macroeconomic Policy. Revista Geintec-Gestao Inovacao E Tecnologias, 11(4), 4669-4680. 5.\tMargianti, E. S., Ikramov, M. A., Abdullaev, A. M., Kurpayanidi, K. I., & Ashurov, M. S. (2014). Systematical analysis of the position and further development of Uzbekistan national industry in the case of economic modernization. Monograph. Indonesia, Jakarta. Indonesia. Jakarta. Gunadarma Publisher. 6.\tKurpayanidi, K. I. (2021). Financial and economic mechanism and its role in the development of entrepreneurship. ISJ Theoretical & Applied Science, 1(93), 1-7. 7.\tMukhsinova, S. O. (2020). Public debt as a tool of the state's macroeconomic policy. ISJ Theoretical & Applied Science, 5(85), 180-187."]}

External accountability policies have spread fast across various educational systems over the past decades. This research examines the relations of internal and external accountability with students’ math achievement drawing on PISA 2012. With a sample of 44 educational systems, of which external accountability policies were identified, the research conducted three-level hierarchical linear modelling (HLM) analyses. This research found that some internal accountability factors had tighter relations with math achievement, while the relations of external accountability policies with student performance were rather tenuous. However, equity of student math achievement was better ensured under strong accountability systems. The results suggest that policy makers of each country should consider strengths and weaknesses of external accountability in their own educational contexts. Keywords: external accountability, educational equity, internal accountability, math achievement, PISA.

Bu çalışma, Türkiye’de öğretmenlerin hesap verebilirliklerine ilişkin eğilimlerini betimlemeyi ve bueğilimlerin bireysel ve kurumsal özelliklere göre farklılaşma düzeylerini belirlemeyi amaçlamaktadır.Aksaray merkez ilçe sınırları içinde görev yapan ilk, orta ve lise okullarında görevli öğretmenlerdenrastgele belirlenen örneklem grubuna 'Öğretmenlerin Bireysel Hesap Verebilirlikleri Ölçeği’ uyarlanmış, uygulama sonrası elde edilen ölçek puanları önce betimlenmiş, arkasından da cinsiyet, kıdem,eğitim düzeyi, branş, yerleşim yeri, okul türü, sınıf mevcudu gibi bireysel ve kurumsal faktörlere görefark analizleri yapılmıştır. Çalışma sonucunda, öğretmenlerin dış paydaşların beklentilerini karşılama,bunun sonucunda ödül elde etme veya mevcut yaptırımlardan kurtulma eğilimlerinin orta düzeydeolduğu, buna karşın, meslek etiğine uygun davranma, yeni şeyler öğrenme ve bu sayede kendinigeliştirme ile en etkili ve doğru davranışı gösterme eğilimlerinin ise daha güçlü olduğu görülmüştür.Yerleşim yeri, sınıf mevcudu, branş, eğitim düzeyi ve kıdemden farklı olarak, öğretmenlerin hesap verebilirlik eğilimlerinin cinsiyetleri ve görev yapılan okul türüne göre farklılaştığı tespit edilmiştir. Erkeköğretmenler bayanlara kıyasla daha çok dış performans değerlendirmelerine uygun davranarak belirlenen ödüllere ulaşma ve yaptırımlardan kurtulma eğilimi gösterirken, Anadolu liselerinde çalışanöğretmenler ise diğerlerine kıyasla daha çok meslek etiğine uygun davranmayı, mesleki yeterlik vegelişimlerini sağlama eğiliminde oldukları tespit edilmiştir., This study aims to describe Turkish teachers' dispositions of accountability and to determine the individual and institutional factors that affect their accountability dispositions. Data were collected through the Teacher Personal Accountability Scale from the random sample of teachers working at K-12 schools in Aksaray. Teacher personal accountability score distributions were first described, and then analyzed based on the individual and institutional factors such as gender, experience, education level, teaching branch, school location, type of schooland class size. Found that teachers in Turkey do feel rather more internally accountable with respect to their teaching than feel externally accountable in their interactions with senior management units. They are neither strongly reactive nor supportive to be rewarded or sanctioned according to the standards-based student evaluations. On the other hand, they strongly feel internal accountability and more tuned to behave in accordance with the professional ethics in teaching, to ensure their professional competence and professional development. Gender emerges as a factor for teacher external accountability whereas school type for internal accountability.

To promote cooperation, people often rely on the administration of sanctions. However, from previous research we know that those in control of sanctions are generally reluctant to punish non-cooperative choice behavior and prefer to reward cooperative choice behavior, which is consistent with the do-no-harm principle. We propose that people are reluctant to punish because they feel personally responsible for the harm done. As such, we argue and demonstrate that the relative preference for rewarding over punishing is more pronounced when people decide individually than jointly (Experiment 1 and 2). Moreover, we show that the effect of grouping individuals on the reluctance to punish is mediated by feelings of personal responsibility (Experiment 3). These findings corroborate our reasoning that the feeling of personal responsibility has a self-restraining impact on the willingness to punish those who impair others’ interests, but not on the willingness to reward those who serve others’ interests.

This study aims to empirically analyze the influence of internal and external accountabilities, job motivation and education on the performance of local government officials with organizational commitment as the intervening variable. This study used a mixed method that consists of Partial Least Square (PLS) for the analysis of the quantitative and a thematic content analysis for the qualitative approach. The sample includes 224 government officers from the Provincial Government of Maluku Province and Ambon City Council. The result of this study shows that internal accountability, job motivation and organizational commitment have a positive influence on the performance of the local government employees, while both external accountability and education do not play a positive role in their organizational commitment. These are the driving factor for organizations to improve the accountability and performance of government institutions, so that good governance may occur in the future. The results of this study could be used as advices to local governments on their employee training programs in order to improve the performance of the employees of local government agencies.

Over the past five years, the World Bank has made significant progress supporting governance as a core element in operations to end extreme poverty and boost shared prosperity. To help its clients, the Bank strives to deepen its understanding of the environment through the design and implementation of its projects. Since the inception of the Governance and Anticorruption (GAC) Strategy in 2008, the Governance Partnership Facility (GPF) has played a vital role in the success of its implementation.

This policy paper is motivated by the Government's 'Pakistan: framework for Economic Growth (FEG) 2011' which places weak corporate governance at the top of the 'software' constraints to growth. The efforts to reform the State-Owned Enterprises (SOEs) have stalled in Pakistan for almost five years with significant negative implications not only in terms of fiscal losses, but also deteriorated and cost-ineffective service delivery. The paper suggests a number of urgent policy measures designed to improve the efficiency and effectiveness of SOEs. These include basic governance reforms, revamped commercialization processes and enhanced market regulations. The paper also provides some perspectives on international experience on SOE reforms combined with some suggestions on how the Government can move forward.

The focus of this paper is on the institutions outside the executive branch that include supreme audit institutions, legislative oversight bodies (such as parliamentary public accounts and budget committees, and ombudsmen), related independent bodies, and civil society organizations. Through their support for accountability, donor countries and international financial institutions seek to help countries: promote voice and accountability as an intrinsic human right, and improve development outcomes in terms of poverty reduction, sustainable development. The report is organized as: first, provide a brief literature review of research on accountability, and how donors and other actors can work to improve it, including a review of the experience of other bilateral and multilateral donors in supporting domestic accountability through their policies, strategies, and behaviors as well as through direct support to accountability actors and systems. Second, briefly review the guidance prepared for Bank staff toward enhancing accountability. Third, review some examples of the Bank's experience in supporting domestic accountability. Finally, we present some conclusions and accountability-related questions for further analysis.

Moldova has suffered over the last two decades from rising poverty, territorial secession, armed conflict, and the spillover effects of a regional financial crisis, with declining population size and life expectancy, and an economy approximately one-half of what it was in 1990. The return of the Moldovan Communist Party (PCRM), which won two major elections after 2001, contributed to increasing centralization of governmental authority along with a reform agenda that emphasized greater state control over the economy, fiscal support to state enterprises and collective farms, land consolidation, economic protectionism, and the tolerance of monopolies in industry and energy. At the same time, the government has increased social expenditures, and taken major steps to improve public financial management. Bank engagement was moderately effective at the country and project levels, and substantially effective at the sector level. There was progress in several aspects of public financial management (PFM). Regulatory streamlining has reduced costs to business, although resistance to civil service reform has left much work to be done. The Bank has also helped achieve progress on Governance and Anticorruption (GAC) issues in primary education, roads, and private sector development. Education progress is highly uneven across regions, for example, overweight trucks continue to tear up roads, and private investment is not enough to make a dent in high unemployment. A graduated approach to country systems and road sector technical audits help address GAC issues at the project level. The overall impact of GAC strategy implementation was moderate. The GAC committees set up at the regional and sectoral Bank department levels are particularly useful mechanisms for disseminating practices from the GAC Council. Staff has been proactive in using Country Governance and Anticorruption (CGAC) resources. However, three applications for window one funding were not approved, reducing the ability of this small program to seize opportunities.

Several East Asian countries, in the aftermath of the global financial crisis, are considering an expansion of their social safety net programs. In many cases, existing delivery mechanisms for social assistance in the region tend to be basic, in line with the small size of programs. In a context of coverage expansion and proliferation of new programs, the risk of creating increasingly complex systems characterized by cross-incentives is high. Lack of coordination, ambiguous criteria for identifying and selecting beneficiaries, low administrative capacity, lack of transparency and limited beneficiary participation pose risks for program effectiveness and can decrease accountability. Good governance can improve program outcomes through effective program coordination, stronger accountability arrangements, provider incentives and greater transparency and participation. This paper proposes an analytical framework to systematically identify governance risks and constraints which, if removed, could improve the outcomes of modern social assistance programs.

This synthesis paper is based on a review of three countries in West Africa-Burkina Faso, Mali, and Mauritania where state owned enterprises (SOEs) continue to play an important role and Governments have embarked on a number of public sector reforms are intended to have a positive impact on SOEs. SOE governance practices and problems are having strong similarities in all of the countries reviewed. These commonalities can be ascribed to the fact that all of the countries are transitioning from centrally controlled economic and political traditions to more liberal economies and to a more democratic government. All are facing challenges with implementing the legal structures left behind from colonial times. The data that is available shows that wholly-owned and state controlled SOEs under perform. Many are technically insolvent and survive only through government support. Their performance is not only poor in the financial area but also in the provision of needed social services. The country studies link the poor performance of SOEs, in particular wholly-owned SOEs, to their governance practices. Long-lasting reforms are not simply a matter of plugging holes in the legislative or institutional framework. Corporate governance is the result of a complex interplay of law, practice, institutions and culture. Action plans need to take into account incentives and the political, social and cultural context of corporate governance in the country in addition to the legal framework. Indeed, SOE governance is a system and making it work better requires a systems approach. Most reform plans in the past have focused on one or another element of SOE governance, which might explain why many have fallen short of hopes and expectations. Systems approaches, on the other hand, are important in complex organizations (such as SOEs) whose success depends upon the interaction and cooperation of other organizations and institutions. This synthesis paper presents the objectives and the methodology used in carrying out the reviews followed by a discussion of the features and importance of SOEs in each of the countries studied. It then segues into a discussion on the performance of SOEs which is supplemented by case studies of both successful and unsuccessful SOEs and key lessons learned the paper then presents the current Government initiatives for reform and the remaining challenges and recommendations. The paper concludes with suggestions on how to implement the recommendations based on examples from other countries that have embarked on comprehensive governance reforms for the SOE sector.

This report identifies the following as the fundamental challenges and changes that the Middle East and Africa must meet and make in order to improve living standards over the next two decades: Between eighty and one hundred million new jobs to be created by 2020. Economic growth to be lifted from a sluggish 3.4 percent over the late 1990s to at least 6-7 percent a year. Governance to move from traditional autocracies to more inclusive governments, accountable to the people. Women to be more equitably included in economic activity and to harness the significant potential economic benefits from an increasingly educated and healthy female population. Public sectors to open the door to more private initiative. Economies dependent on oil and workers' remittances to diversify into manufacturing and services. Closed trading regimes to integrate with new trading partners in the region and the world. Impossible? No. Imperative? Yes. The political imperatives for such change and the stability of the old order are two opposing forces. The balance is shifting toward the need for reform as joblessness and slow growth make the old order increasingly costly and unsustainable.