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Initial Implementation of the Executive Agency Model in Jamaica

Author

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  • Jimmy Kazaara Tindigarukayo

    (Senior Lecturer, Sir Arthur Lewis, Institute of Social and Economic Studies, University of the West Indies, Mona Campus, Kingston 7, Jamaica.)

Abstract

The study sought to examine the impact of the initial eight executive agencies in Jamaica, through the use of both secondary and primary methods of data collection. The main findings of the study were five-fold: (i) positive changes had occurred in the studied organizations, following the attainment of the executive agency status; (ii) both organizational performance and the provision of services to customers had improved, as a result of the executive agency status; (iii) most clients surveyed were satisfied with both the performance and the provision of services by their respective executive agencies; however, (iv) issues relating to staff matters had mostly remained the same as before the conversion into executive agency; and (v) in the case of staff benefits, the situation had actually become worse after the attainment of the executive agency status.

Suggested Citation

  • Jimmy Kazaara Tindigarukayo, 2015. "Initial Implementation of the Executive Agency Model in Jamaica," International Journal of Business and Social Research, LAR Center Press, vol. 5(6), pages 56-66, June.
    • Handle: RePEc:lrc:larijb:v:5:y:2015:i:6:p:56-66
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    File URL: http://thejournalofbusiness.org/index.php/site/article/view/802/535
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    References listed on IDEAS

    as
    1. Colin Talbot, 2004. "Executive Agencies: Have They Improved Management in Government?," Public Money & Management, Taylor & Francis Journals, vol. 24(2), pages 104-112, April.
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