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

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APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY salary increase e Career advancement opportunities across sectors 1% 45% 35% 16% 3% 290 19 f Recognition for quality work, including publications, by peers inside and outside the Bank 0% 21% 32% 37% 9% 293 46 g Job satisfaction 1% 8% 29% 41% 21% 292 62 Q17 Based on your experience in the last 5 years, to what degree did the following incentives influence your ability to give priority to meeting lending targets? [excludes country unit staff] Negatively Not at all Very Some Substantial Above large N extent extent the line extent a Messages from Senior Management 2%% 23% 29% 31% 15% 295 47% b Control over task budgets 4% 23% 28% 35% 11% 296 47% c Access to earmarked trust funds (e.g. for environment, gender, or governance) 1% 43% 29% 20% 7% 294 28% d Desire for positive performance assessment (OPE), promotion, salary increase 1% 28% 28% 32% 12% 294 44% e Career advancement opportunities across sectors 1% 38% 29% 24% 9% 294 32% f Recognition for quality work, including publications, by peers inside and outside the Bank 1% 31% 31% 30% 8% 295 38% g Job satisfaction 2% 25% 30% 30% 14% 292 45% Q18 Based on your experience in the last 5 years, to what degree did the following incentives influence your ability to focus on results and outcomes? [excludes country unit staff] Negatively Not at all Very Some Substantial Above large N extent extent the line extent a Messages from Senior Management 2% 27% 38% 24% 9% 294 34% b Control over task budgets 4% 28% 32% 27% 9% 293 37% c Access to earmarked trust funds (e.g. for environment, gender, or 1% 38% 36% 19% 7% 291 26% 151
APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY governance) d Desire for positive performance assessment (OPE), promotion, salary increase 1% 24% 36% 29% 10% 295 39% e Career advancement opportunities across sectors 0% 39% 30% 23% 8% 290 31% f Recognition for quality work, including publications, by peers inside and outside the Bank 0% 20% 26% 37% 17% 294 54% g Job satisfaction 0% 9% 22% 40% 30% 294 70% Q19 Based on your experience in the last 5 years, to what degree did the following incentives influence your ability to improve quality of country operations through M&E? [excludes country unit staff] Negatively Not at all Very Some Substantial Above large N extent extent the line extent a Messages from Senior Management 2% 37% 40% 16% 5% 296 22% b Control over task budgets 6% 35% 33% 19% 7% 295 27% c Access to earmarked trust funds (e.g. for environment, gender, or governance) 1% 43% 36% 14% 6% 295 20% d Desire for positive performance assessment (OPE), promotion, salary increase 1% 40% 36% 18% 6% 292 24% e Career advancement opportunities across sectors 1% 48% 29% 16% 6% 292 22% f Recognition for quality work, including publications, by peers inside and outside the Bank 1% 31% 32% 28% 8% 291 37% g Job satisfaction 1% 18% 30% 35% 16% 290 51% Q 20 Do you see any overlap of responsibilities in practice between the mandate of your sector and that of other sectors? [excludes country unit staff] Yes No N 82% 18% 276 Q 21 Do you see any fragmentation of functions across the responsibilities of your sector and that of other sectors? [excludes country unit staff] Yes No N 55% 45% 276 OVERALL ASSESSMENT 152
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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 3 THE PROMISE OF A KNOWLEDG
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CHAPTER 4 DELIVERING QUALITY SERVIC
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CHAPTER 5 INSTITUTIONAL ISSUES AND
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Page 141 and 142: CHAPTER 5 INSTITUTIONAL ISSUES AND
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Page 145 and 146: 6. Conclusions and Recommendations
Page 147 and 148: CHAPTER 6 CONCLUSIONS AND RECOMMEND
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Page 152 and 153: Appendix A Matrix Management and Or
Page 154 and 155: APPENDIX A MATRIX MANAGEMENT AND OR
Page 162 and 163: SECONDARY ANALYSIS OF CASCR REVIEWS
Page 164 and 165: APPENDIX B EVALUATION METHODOLOGY a
Page 166 and 167: APPENDIX C RESPONSIVENESS AND EFFEC
Page 176 and 177: APPENDIX D EXPERIENCE IN THE TRENCH
Page 196 and 197: Appendix E Key Findings from Sector
Page 198 and 199: APPENDIX E KEY FINDINGS FROM SECTOR
Page 206 and 207: Table E.1. Country Directors and Ma
Page 210 and 211: # Other Questions Q # 7 APPENDIX E
Page 214 and 215: APPENDIX F FOCUS GROUP DISCUSSIONS:
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Page 218 and 219: Appendix G Comparison of the Six Re
Page 220 and 221: APPENDIX G PROFILES OF THE BANK’S
Page 226 and 227: Appendix H Working across Organizat
Page 228 and 229: APPENDIX H WORKING ACROSS ORGANIZAT
Page 238 and 239: Appendix I Budgetary Incentives 65.
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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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