SummaryEmployee performance management (PM) is a public sector reform that furthers development objectives by increasing employee performance, aligning employee efforts with organizational goals, and addressing poor performance. This study discusses employee PM in development contexts. Based on varied employee PM efforts in Vietnamese public organizations, it finds that (a) advanced employee PM practices significantly increase perceived organizational and employee outcomes compared with less advanced employee PM practices, and that (b) executive accountability, Human resource (HR) autonomy and entrepreneurial leadership are strongly associated with successful implementation of employee PM. This article provides detailed description of employee PM practices and suggests implications for implementing public sector reforms in transitional settings.

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SummaryWith Public Administration Reform in Vietnam comes more local government responsibility for policy making. Building on the results of a multiple case study research on housing and infrastructure upgrading projects in four cities of Vietnam, it has been confirmed that the community participation and local government capacity in urban housing and infrastructure upgrading projects are positively related. The level of community participation in urban housing and infrastructure upgrading projects is influenced by local government capacity, and in turn, it has effects on the outcomes. There are some important aspects for the enhancement of the level of community participation. These are effective leadership, the financial resources aspect, and communication/information exchange. Moreover, based on the patterns of community participation in urban upgrading projects, it has been found that participation is strongly supported by government actors in these four cases, and a process of coproduction between the local government and the affected communities has taken place.

SummaryNational Ministries of Health in low‐ and middle‐income countries (LMICs) have a key role to play as stewards of the quality agenda in their health systems. This paper uses a previously developed six‐point framework for stewardship (strategy formulation, intersectoral collaboration, governance and accountability, health system design, policy and regulation, and intelligence generation) and identifies specific examples of activities in LMICs in each of these domains, pitfalls to avoid, and possible solutions to these pitfalls. Many LMICs now have quality strategies with clear vision statements. There are good examples of quality agencies and donor collaboration councils to coordinate activities across different sectors. There are multiple options for accountability, including public reporting, community accountability structures, results‐based payment, accreditation, and inspection. To improve health system design, available tools include decision support tools, task‐shifting models, supply chain management, and programs to train quality improvement staff. Policy options include legislation on disclosure of adverse events, and regulations to ensure skills of health care providers. Lastly, health information tools include patient registries, facility surveys, hospital discharge abstracts, standardized population and patient surveys, and dedicated agencies for reporting on quality. Policy‐makers can use this article to identify options for driving the quality agenda and address anticipated implementation barriers.

No abstract is available for this article.

Public Administration and DevelopmentVolume 38, Issue 3 p. 130-131 BOOK REVIEW The globalization of foreign investment in Africa: The role of Europe, China, and India, by Adams Bodomo, UK, Emerald Publishing, 2017, 136 pp., £40, Paperback: ISBN 978-1-78743-358-8. Hagan Sibiri, Corresponding Author Hagan Sibiri 17110170038@fudan.edu.cn hagansibiri@gmail.com orcid.org/0000-0002-2169-3868 Fudan University School of International Relations and Public Affairs, China Correspondence Hagan Sibiri, Fudan University School of International Relations and Public Affairs, 220 Handan Road, Yangpu District, Shanghai (200433), China. Email: 17110170038@fudan.edu.cn; hagansibiri@gmail.comSearch for more papers by this author Hagan Sibiri, Corresponding Author Hagan Sibiri 17110170038@fudan.edu.cn hagansibiri@gmail.com orcid.org/0000-0002-2169-3868 Fudan University School of International Relations and Public Affairs, China Correspondence Hagan Sibiri, Fudan University School of International Relations and Public Affairs, 220 Handan Road, Yangpu District, Shanghai (200433), China. Email: 17110170038@fudan.edu.cn; hagansibiri@gmail.comSearch for more papers by this author First published: 09 August 2018 https://doi.org/10.1002/pad.1834Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume38, Issue3August 2018Pages 130-131 RelatedInformation

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Summary“Political will” is oft‐cited as the major obstacle to government's anti‐corruption efforts. Notwithstanding, there is remarkably little systematic analysis of the concept, with some scholars describing it as the “slipperiest concept in the policy lexicon,” whereas others are calling for its empirical relevance. This paper tries to unpack the “black box” of political will by making it an empirically relevant concept drawing on evidence from two Asian countries; Singapore and Bangladesh. Four key indicators based on the works of earlier scholars are used including origin of the initiative; comprehension and extent of analysis; credible sanctions; and resource dedication and sustenance are used. The paper also uses Transparency International's Corruption Perception Index, World Bank's World Governance Indicators (Control of Corruption and Government Effectiveness), and Political, Economic and Risk Consultancy's annual survey in Asia, as outcome measures. Based on the empirical evidence from the two countries, the paper shows that political will indeed has a positive influence on government's anti‐corruption efforts. Although political will may not be sufficient, it is a necessary condition to fight corruption, and that the difference between the positions of Singapore and Bangladesh on various global corruption league tables may be attributed to political will.