ABSTRACT
This chapter presents a sociolegal approach towards exploring how two types of organizational reform rights-based approaches (RBA) and results-based management (RBM) are used and understood as accountability technologies within UNHCR. It considers selected UNHCR policy documents, official statements from UNHCR officials, evaluation reports, reports from nongovernmental organizations (NGOs) and academic literature. The chapter reflects on how RBM and RBA can be perceived as part of the humanitarian governance task. It examines the way in which RBA and RBM have been marshalled to improve UNHCRs accountability. After presenting the rationale behind these two initiatives, the author identifies conceptual and empirically rooted criticisms that arose in the wake of their introduction. The chapter utilizes a cross-cutting perspective to examine how RBA and RBM shift the content and direction of accountability efforts. It explores likely shifts in UNHCRs notions of upward and downward accountability. The chapter offers several suggestions for empirical research into UNHCRs implementation of RBA and RBM initiatives.
