Home / Current Issue / Paper 1714991
Management by Objectives and Organizational Performance in Public Sector Administration
Subject area: Arts, Social Sciences and Humanities · Area of research: Public Sector Administration
DOI: https://doi.org/10.64388/IREV9I9-1714991
Abstract
Management by Objectives (MBO) has emerged as one of the most influential management strategies for improving organizational performance in both public and private institutions. The approach emphasizes goal setting, participation, performance evaluation, and accountability in organizational management. Despite its popularity in management literature, the practical application of MBO in many developing countries has faced several challenges. This study examines the role of Management by Objectives in enhancing organizational performance within public sector administration. Using a qualitative research approach, data were obtained from secondary sources such as books, academic journals, policy documents, and official reports. The findings indicate that when effectively implemented, MBO improves productivity, strengthens employee motivation, enhances accountability, and facilitates effective communication within organizations. However, the study also reveals that bureaucratic rigidity, poor performance evaluation systems, lack of managerial commitment, and inadequate employee participation often undermine the effective implementation of MBO in public sector institutions. The paper concludes that successful implementation of Management by Objectives requires strong leadership commitment, participatory decision-making, and effective monitoring systems. It recommends that public sector institutions adopt transparent goal-setting processes, strengthen performance evaluation frameworks, and encourage employee participation in organizational decision-making.
Keywords
Management By Objectives, Organizational Performance, Public Administration, Productivity, Management Strategy
How to cite this paper
@article{1714991,
author = {Jim Asonnam (Ph.D)},
title = {Management by Objectives and Organizational Performance in Public Sector Administration},
journal = {Iconic Research And Engineering Journals},
year = {2026},
volume = {9},
number = {9},
pages = {248-250},
issn = {2456-8880},
url = {https://www.irejournals.com/formatedpaper/1714991.pdf},
abstract = {Management by Objectives (MBO) has emerged as one of the most influential management strategies for improving organizational performance in both public and private institutions. The approach emphasizes goal setting, participation, performance evaluation, and accountability in organizational management. Despite its popularity in management literature, the practical application of MBO in many developing countries has faced several challenges. This study examines the role of Management by Objectives in enhancing organizational performance within public sector administration. Using a qualitative research approach, data were obtained from secondary sources such as books, academic journals, policy documents, and official reports. The findings indicate that when effectively implemented, MBO improves productivity, strengthens employee motivation, enhances accountability, and facilitates effective communication within organizations. However, the study also reveals that bureaucratic rigidity, poor performance evaluation systems, lack of managerial commitment, and inadequate employee participation often undermine the effective implementation of MBO in public sector institutions. The paper concludes that successful implementation of Management by Objectives requires strong leadership commitment, participatory decision-making, and effective monitoring systems. It recommends that public sector institutions adopt transparent goal-setting processes, strengthen performance evaluation frameworks, and encourage employee participation in organizational decision-making.},
keywords = {Management By Objectives, Organizational Performance, Public Administration, Productivity, Management Strategy},
month = {March},
doi = {https://doi.org/10.64388/IREV9I9-1714991}
}