Assessing the Implementation of Decentralized Management System: Babre Tabor Municipality Administration in Focus

doi:10.7176/jesd/13-3-03

Abstract

This study addressed the efforts exerted on the implementation of decentralization management system employed a few years ago in a governmental institution. More specifically, this study attempted to assess the perceptions employees hold about the decentralization package, their decision-making practices and correlations among participants’ perception, decision-making practices and provision of resources. To this end, of one Hundred employees, fifty participants of Debre Tabore Muncipality administrative, in Amhara regional state, were selected in a mix of systematic and stratified sampling technique. A likert scale and frequency count itemized questionnaire was administered and forty-eight questionnaire was returned filled in. The major findings showed that participants had a reasonable level of awareness on the positive roles of decentralization, considerable level of decision-making practices and some degree of perceived provisions of resources or support. Besides, there seemed to have positive relationships among the participants’ perceptions about municipality decentralization, input provision and practice of decision making. small but positive correlations among perceptions. A mere degree of variations of responses to the perceptions and practices of decentralization were also seen due to background differences in gender, position and work experiences. In light of the results, the decentralization could be implemented with a more focus of employees concern on resource provisions and shared commitment. Keywords: decentralization, decision-making practices, perceptions DOI: 10.7176/JESD/13-3-03 Publication date: February 28 th 2022

Highlights

Background of the Study The idea of decentralization was first introduced in governance in the 1950s and 60s by Britain and France for sharing powers to local states of their colonized nations (Gaule, 2010)
What perceptions did the employees hold about the decentralized municipality implementation? How did provision of resources and facilities for implementation of the decentralization reform look like? How did the employees make decisions following the municipality decentralization? Were there possible relationships among the employees’ perception of municipality decentralization, provision of resources and facilities and practice of decision making? Were there differences in responses of the participants on perception, input provision and decision making because of differences in background?
4.1 Questionnaire based data analysis Data collected through the closed ended questionnaire were analyzed in terms of background information, municipality perception, resources and facilities provision, and decision making practices

Summary

Introduction

Background of the StudyThe idea of decentralization was first introduced in governance in the 1950s and 60s by Britain and France for sharing powers to local states of their colonized nations (Gaule, 2010). The author noted that this form of decentralization was mainly focusing on empowering local states of administrative responsibilities. According to Jamo (2005), decentralization refers to a way of transferring decision making authority or power to lower management and/or administrative bodies closer to the public. Jamo notes that the concept of decentralization has been discussed with four dimensions: political, administrative, fiscal, and economic/market. He states a political decentralization mainly focuses on providing citizens or elected representatives more power of public decision making. With its various dimensions, decentralization involves sharing decision making responsibilities or powers to the lower management/administrative agents who are closer to the public or stakeholders

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