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Working in Neopatrimonial Settings: Public Sector Staff Perceptions in Tanzania and Uganda

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Chapter Summary

This chapter focuses on staff perceptions of the use of merit principles in staff management. It focuses specifically on hiring, firing, transfer, demotion and promotion practices in the public sector in Tanzania and Uganda and on how such practices influence organisational performance and staff motivation to work in such ostensibly neopatrimonial settings. The chapter briefly introduces some of the main features of public service in Tanzania and Uganda. The concept of NP is presented and discussed, and the methods used to study it with respect to staff management are presented in the chapter. It shows that how variation in adherence to bureaucratic rule is clearly associated with variation in organisational performance. The chapter points out that the legal foundation for legal-rational behaviour is often weak, and that it can be analytically and conceptually difficult to distinguish whether practices are driven by merit principles, patronage or clientelism.

Keywords: clientelism; neopatrimonialism; staff management; Tanzania; Uganda



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