New Public Management (NPM) emerged as an important perspective in public administration during the late twentieth century, particularly in countries such as the United Kingdom, the United States, Australia and New Zealand. It developed as a response to the limitations of traditional public administration, which was often criticised for excessive bureaucracy, rigid procedures, centralisation, high costs and inadequate responsiveness to citizens. NPM sought to make public administration more efficient, performance-oriented, customer-focused and flexible by introducing ideas and techniques derived from the private sector. One of the major impacts of NPM has been the emphasis on efficiency and economy in government functioning. Public organisations were encouraged to reduce unnecessary expenditure, control costs and utilise resources more effectively. Concepts such as performance measurement, output-based budgeting, performance contracts and cost-benefit analysis became increasingly important. Administrators were expected to focus not merely on following procedures but also on achieving measurable results. NPM also brought a strong focus on managerial autonomy. Traditional public administration relied heavily on hierarchical control and detailed rules. NPM promoted greater freedom for managers to make operational decisions and manage resources according to