A Framework for Assessing Incentives in Results-Based Management

Many governmental results-based management systems have not produced the expected positive effects. This article analyzes the reasons for this common disappointment by looking at three components of results-based management—results-specific information, capacities, and incentives—and concludes that incentives are often the least developed. It then synthesizes a simple framework for evaluating the efficacy of results-oriented incentives. To be successful, results-specific incentives must be tailored to fit four program characteristics: timeliness, political environment, clarity of the cause-and-effect chain, and tightness of focus. This framework suggests that some systems put too exclusive an emphasis on budgetary incentives and could be strengthened by emphasizing personnel-system rewards, especially those that look beyond business models.     

Canadian prime ministers in the house of commons: Patterns of intervention

This paper explores the parliamentary activity of six Canadian prime ministers from St Laurent to Mulroney. Employing Hansard, each parliamentary utterance by a prime minister from 1949 to 1993 has been coded into one of four categories: answers to questions, speeches delivered, statements made and other interventions. Voting records have also been coded. Employing this database, the analysis compares and contrasts the prime ministers in terms of their political personalities and explores the overall scope and character of prime‐ministerial activism in the House throughout the past 40 years. Canadian profiles are compared with already existing British data in order to test generalisations concerning the diminishing presence of prime ministers in parliaments in Canada and Britain.     

Aleksandr Solzhenitsyn, <Emphasis Type="Italic">March 1917, Node III,The Red Wheel</Emphasis>. Trans. Marian Schwartz

A review of Aleksandr Solzhenitsyn's March 1917, translated by Marian Schwartz