The Matrix System at Work - Independent Evaluation Group - World ...

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CHAPTER 4 DELIVERING QUALITY SERVICES performing staff may only be promoted once or twice over the course of their career. Other forms of recognition, such as annual bonuses for strong contributions and awards for specific good work, do not fill this “acknowledgment gap.” Annual salary increases are linked to performance, but the difference in salary adjustment between a typical performer and the best performer amounts to as little as two or three percentage points, minimizing its efficacy as an incentive. Team awards for specific pieces of good work are distributed on criteria aligned with strategic objectives—a focus on development results, collaboration, responsiveness, and innovation—but these awards are rare and inadequate. BEHAVIORS OF STAFF IN RESPONSE TO FORMAL AND INFORMAL INCENTIVES 4.41 Staff receive substantial encouragement to meet country-specific needs and lending targets from their managers, but less encouragement to work across sectors or use expertise across organizational boundaries. A primary informal incentive is direct encouragement from managers. Over three-fifths of anchor and sector unit staff received substantial or greater encouragement from managers to give priority to meeting lending targets, and a majority received such encouragement to adapt knowledge to country needs, as shown in Table 4.1. By contrast, they received substantially less encouragement to adopt “matrix behaviors,” such as collaborating across sectors and mobilizing Bank-wide expertise. Country unit staff believe sector unit staff have even less incentive to engage in these matrix behaviors. As a senior sector unit staff member in a Region summarized, “the matrix environment has so many mixed messages and incentives, that the only thing that everyone can agree on is the importance of the ‘deliveries’ of lending products.” Table 4.1. Percentage of Anchor and sector Staff Indicating They Received Substantial Encouragement to Carry Out the Following Behaviors Encouragement to: From sector management Collaborate across sectors Mobilize Bank-wide expertise Adapt knowledge to country needs Prioritize lending targets Focus on results Use M&E to improve quality 40 41 54 61 53 36 From country management 35 25 52 67 41 27 Country staff view 16 18 25 48 32 14 of sector staff incentives Source: IEG Matrix Evaluation Staff Survey 75
CHAPTER 4 DELIVERING QUALITY SERVICES 4.42 Traditional organizational incentives—messages from senior management, desire for promotion and salary increase, and control over budgets—were in general the strongest incentives for sector- and anchor-based staff to meet lending targets and the weakest incentives for matrix-related behaviors. Messages from senior management and desire for promotion or a salary increase were weak incentives for collaborating across sectors (25 percent and 28 percent assessing this as having substantial influence). Mobilizing Bank-wide technical expertise (19 percent, 20 percent) and adapting knowledge to country needs (19 percent, 20 percent) were also weak incentives. Factors unrelated to the Bank’s management and performance systems—job satisfaction and recognition by peers—were far more influential in this regard (Table 4.2). Table 4.2. Percentage of Respondents Indicating that Incentives Influence Their Behavior to a Substantial Extent Incentives Collaborate across sectors Mobilize Bank-wide expertise Adapt knowledge to country needs Give priority to meeting lending targets Focus on results Use M&E to improve quality Messages from senior 25 19 19 management 47 34 22 Desire for performance review, 28 20 20 44 39 24 promotion, salary increase Control over task budgets 45 40 29 47 37 27 Access to earmarked trust funds Cross sector career advancement Recognition by peers Job satisfaction 34 33 33 28 26 20 32 21 19 32 31 22 42 43 46 38 54 37 71 60 62 45 70 51 Source: IEG Matrix Evaluation Staff Survey ONE MATRIX BEHAVIOR: CROSS-SECTOR AND CROSS-THEMATIC WORK 4.43 Given the time constraints faced by staff and limited incentives to collaborate across sectors relative to other goals, to what extent does this “matrix behavior” 76
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The Matrix System at Work An Evalua
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©2012 Independent Evaluation Group
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Costs of Country and Sector Strateg
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Table 3.6. Total Cross-Support Sold
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Abbreviations AAA AFR ARDE ARPP BET
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Glossary Term Anchor sector directo
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GLOSSARY Practice managers (PM) Reg
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Overview The Matrix System at Work
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OVERVIEW rather than on the 1997 ma
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OVERVIEW satisfactory or better in
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OVERVIEW toward capacity building a
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OVERVIEW Innovation in the field is
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OVERVIEW Figure D. Outcomes of Bank
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OVERVIEW modernization in the corpo
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OVERVIEW management structure but t
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OVERVIEW Structure Bank-wide matrix
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MANAGEMENT RESPONSE interest and ow
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MANAGEMENT RESPONSE Management cons
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MANAGEMENT RESPONSE that reach far
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CHAPTER 1 INTRODUCTION AND CONTEXT
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2. The Strategic Alignment of Secto
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CHAPTER 2 THE STRATEGIC ALIGNMENT O
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CHAPTER 2 THE STRATEGIC ALIGNMENT O
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Page 145 and 146: 6. Conclusions and Recommendations
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Page 152 and 153: Appendix A Matrix Management and Or
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APPENDIX C RESPONSIVENESS AND EFFEC
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APPENDIX D EXPERIENCE IN THE TRENCH
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Appendix E Key Findings from Sector
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APPENDIX E KEY FINDINGS FROM SECTOR
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Table E.1. Country Directors and Ma
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# Other Questions Q # 7 APPENDIX E
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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Appendix G Comparison of the Six Re
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APPENDIX G PROFILES OF THE BANK’S
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Appendix H Working across Organizat
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APPENDIX H WORKING ACROSS ORGANIZAT
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Appendix I Budgetary Incentives 65.
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APPENDIX I BUDGETARY INCENTIVES Bud
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APPENDIX I BUDGETARY INCENTIVES 72.
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APPENDIX I BUDGETARY INCENTIVES com
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APPENDIX I BUDGETARY INCENTIVES Fig
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APPENDIX I BUDGETARY INCENTIVES mea
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APPENDIX J WORKING ACROSS SECTORS A
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Appendix K World Bank Sector Strate
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APPENDIX K WORLD BANK SECTOR STRATE
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APPENDIX K WORLD BANK SECTOR STRATE
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Appendix L International Finance Co
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APPENDIX L IFC 2013 CHANGE INITIATI
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APPENDIX M STAFFING DATA Note: Head
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APPENDIX M STAFFING DATA Table M.7.
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Appendix N Managers Interviewed Nam
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References Barnett, Michael N. and
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REFERENCES Sy, Thomas and Laura Sue
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Endnotes 1 See Wapenhans 1992, 1994
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ENDNOTES appropriately assessed by
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ENDNOTES 46 The respondents to this
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ENDNOTES 71 See Safeguards and Sust
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