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Policy Implications
The empirical work undertaken highlights a number of key policy-related and conventional variables that have significantly affected the growth performance of sub-Saharan Africa during 1981–97. To a large extent, it has also shown that the positive evolution of these variables has played an important role in the economic recovery of the region during 1995–97.

Adjustment and Recovery During 1995–97
To what extent did the variables highlighted above play an important role in explaining the more recent economic recovery? To answer this question, IMF researchers looked at the experiences of a sample of 46 countries during 1995–97.

Determinants of Growth in Sub-Saharan Africa
Several underlying factors can affect the rate of output change. Key among these are the rate of investment, increase in the size of the workforce, and changes in economic policies.

3.3 Conclusion: Economic Report on Africa 2007
It is expected that the recent renewed global attention to the problems of developing countries will contribute to redressing the trends towards marginalization of these countries.
2.1 Growth performance II: Economic Report on Africa 2007
Subregional growth performance varies substantially
2.1 Growth performance I: Economic Report on Africa 2007
This section examines recent economic performance at the continental and subregional levels. It discusses disparities in growth performance and the factors behind the observed disparities across countries and subregions. The analysis pays particular attention to structural factors such as endowment in natural resources, the role of policies and institutions as well as non-policy drivers of growth, including exogenous factors such as natural calamities, geography, and civil conflicts. The discussion highlights key constraints to growth in Africa and strategies to address these constraints.
Overview II: Economic Report on Africa 2007
Growth in Africa has increased but it is still not enough

Other growth performance Related Articles

Do You Know and Plan For The 3Rs for Your Business
Everyone is familiar with the 3-R’s from school – reading, ‘riting and ‘rithmetic. This was our first introduction to an effective performance model. As proficiency increased in each R, performance was further enhanced. Effective performance models by their very design are a continuum that automatically raises performance to the next level.

Managing Employees Performance
Measuring employee performance has come a long way from the annual performance appraisal to an on-going performance management process. In the past, managers and employees met once a year for the annual performance appraisal (review) to look back at the work done during the previous year and to evaluate what was accomplished. Human resources managers, managers/ supervisors and employees have come to realize that only looking back does little to improve performance. In recent years, there has been a shift away from performance appraisals to a more comprehensive approach called performance management.

2.1 Growth performance I: Economic Report on Africa 2007
This section examines recent economic performance at the continental and subregional levels. It discusses disparities in growth performance and the factors behind the observed disparities across countries and subregions. The analysis pays particular attention to structural factors such as endowment in natural resources, the role of policies and institutions as well as non-policy drivers of growth, including exogenous factors such as natural calamities, geography, and civil conflicts. The discussion highlights key constraints to growth in Africa and strategies to address these constraints.
2.1 Growth performance II: Economic Report on Africa 2007
Subregional growth performance varies substantially
What can business and governments do to promote SMEs?
Poverty remains a major challenge to sustainable development, environmental security, global stability and a truly global market. The key to poverty alleviation is economic growth that is inclusive and reaches the majority of people. Improving the performance and sustainability of local entrepreneurs and small and medium enterprises (SMEs), which represent the backbone of global economic activity, can help achieve this type of growth.
5.2 Is it factor accumulation or total factor productivity that drives growth in Africa?: Economic Report on Africa 2007
To investigate the link between growth and diversification, it was important to first quantify the contribution of TFP to economic growth. This section analyses the sources of growth for African countries using the standard growth accounting method, making it possible to disaggregate the shares of growth contributed by TFP, capital and labour. Growth in output is the sum of the growth in capital, labour and TFP. Capital accumulation is an essential element in the growth process, as it enlarges the economy’s capacity to produce. Increases in labour or labour force have traditionally been considered a positive factor in stimulating economic growth.
Developing Winners
Our position is this: Profits and growth are about performance and performance is about people. Therefore, invest in people. Invest in people because this is potentially a highly leveraged investment.
Managing Performance: How To Conduct A Performance Review Right
One of the most common questions we get asked is: "We need to do annual performance reviews. Do you have a performance review form that we could use?" While admirable that the need to conduct a performance review is recognized, the purpose is often lost in the frenzy of filling out forms, setting up meetings with employees, and sitting through awkward, contrived discussions with them about their performance. The performance review is about managing and improving performance. It should be a motivating, inspiring process conducted not just once a year, but on a regular basis. In this article, we'll discuss how to effectively manage performance and provide tips for how and when to conduct a proper performance review.
How to Build Accountability in Your People
Every manager wants his or her employees to take on personal accountability for their work performance. Here are seven concrete actions you can take to foster that sense of responsibility in your staff. The benefits of this include greater productivity, confident, engaged employees who more rapidly reach their full performance potential, and less stress on you because you know you can count on them. The big bonus benefit is that you will have more time to focus on tasks that are strategically critical to the success and growth of the enterprise.

Michael Scott, Motivation, and Just Listening
Performance Improvement too often gets pigeon-holed as either an HR or operational function. While there is a wealth of sales and marketing literature available, the fact remains that sales is the lifeblood of any business, and marketing is the vital strategic connection for business growth. Not providing performance management resources in these areas is simply not an option.

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