MicroSave’s goal is to promote the development of high-quality financial services for poor people. Under the Action Research programme, MicroSave is learning and disseminating lessons relating to product development and the product development process. This report documents the progress made under the Action Research Programme during 2001 and 2002. It presents MicroSave’s package of services; summarises the lessons learned from its Action Research Programme; covers the selection of their Action Research Partners; presents an overview of results, and then details the activities undertaken with each of its partners.
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Lessons from MicroSave’s Action Research Programme 2001
MicroSave’s goal is to “promote the development of high-quality financial services for poor people”. Under the Action Research programme, MicroSave is learning and disseminating lessons relating to product development and the product development process. This report documents the progress made under the Action Research Programme during 2001.
It presents MicroSave’s package of services; summarises the lessons learned from its Action Research Programme; covers the selection of their Action Research Partners; presents an overview of results, and then details the activities undertaken with each of its partners.
Lessons from MicroSave’s Action Research Programme 2001
MicroSave’s goal is to “promote the development of high-quality financial services for poor people”. Under the Action Research programme, MicroSave is learning and disseminating lessons relating to product development and the product development process. This report documents the progress made under the Action Research Programme during 2001.
Principles for Designing Staff Incentive Schemes
This article attempts to summarise the process of designing incentive schemes for staff members of microfinance institutions (MFIs). It identifies certain basic principles for designing monetary staff incentive schemes, once the decision to implement such a scheme is taken by an MFI. After introducing some basic definitions from the human resource literature, this article looks at factors that influence the choice of staff incentive schemes. In addition, it presents several critical design issues for incentive schemes. It concludes with a list of common mistakes in designing incentive mechanisms and also derives some basic lessons related to it.
Where There Is No Banker: Financial Systems In Remote Rural Uganda
Part of the local financial markets initiative under the Imp-Act programme, this paper looks at how poor people manage their money in an environment where there are no semi-formal or formal financial service providers.
Staff Incentive Schemes – The International Experience
This paper attempts to give an overview of the international experience with staff incentive schemes. It provides an overview of the staff incentive schemes in other industries, where these are an element of common policy.
It also provides information on some basic parameters of microfinance industry such as outreach and sustainability. The findings in this research suggest that a much smaller percentage of MFIs employ some form of monetary incentive program in Asia but the majority of schemes in place were designed to enhance asset quality and staff productivity. It concludes that the highly productive MFIs are heterogeneous in their staff incentive schemes.