Table D.2
Percentage of Country Unit Staff Indicating Incentives to Adopt the Following Behaviors are Substantial
Incentives enable staff in country units to:
Promote ownership of country program
Ensure realism of country programs
Respond with flexibility to changing circumstances
Country unit staff
48
40
36
Table D.3
Collaborate across sectors
Mobilize Bankwide expertise
33
25
Adapt Use knowlGive M&E to edge to 足priority Focus imcountry to 足lending on prove needs targets results quality 32
51
30
64
Percentage of Sector/Anchor Unit Staff Indicating that Incentives Influence various Behaviors to a Substantial Extent Behaviors
Incentives
Give Adapt priority to CollaboMobilize 足knowledge meeting rate across Bank-wide to country lending sectors expertise needs targets
Focus Use M&E on to improve results quality Top behavior
Messages from senior management
25
19
19
47
34
22
Lending targets
Control over task budgets
45
40
29
47
37
27
Lending targets
Access to earmarked TFs
34
33
33
28
26
20
Cross-sector collaboration
Desire for OPE, promotion, salary
28
20
20
44
39
24
Lending targets
Cross sector career advancement
32
21
19
32
31
22
Lending/ cross-sector
Recognition by peers
42
43
46
38
54
37
Focus on results
Job satisfaction
71
60
62
45
70
51
Cross-sector collaboration
Job satisfaction
Sr. mgmt/ budget control
Job satisfaction
Job satisfaction
Top incentive
Job Job satissatisfaction faction
Appendix D
153