Leadership and Human Capital Management in New Public Management

2021 ◽  
pp. 105-131
Author(s):  
Alexander Kofi Preko
2021 ◽  
pp. 20-31
Author(s):  
Irina Nikolaevna Trofimova

The scientific and technological progress substantiates significant economic and social changes, and imposes specific requirements on the sphere of education, first and foremost, with regards to preparation of modern specialists. Actualization of such requirements is mediated by the state educational policy and corresponding administrative decisions and measures. The article examines the problems of Russian higher education in the context of proliferation of the ideas and practices of new public management (NPM). The theoretical framework of this research is comprised of the theory of human capital in its historical context and critical perspective. Special attention is given to the problem of adaptation of the sphere of education to the market economy and its values – competition, individualism, and social inequality. The scientific novelty lies in the fact that the theory of human capital is used for criticizing the methods and results of NPM in educational sphere. It is revealed that the effectiveness of education and its contribution to the economy remains low. The currently implemented model of public administration model in accordance with the concept of NPM has an ambiguous effect. On the one hand, the pursuit of making education open, modern, and economically justified; while on the other hand, the impact of noneconomic factors is neglected. The conclusion is made on the importance of the quality of administrative impact aimed at not only the output of education, but primarily, the development of human capital.


2007 ◽  
Vol 37 (148) ◽  
pp. 369-381 ◽  
Author(s):  
Wolfgang Ludwig-Mayerhofer ◽  
Ariadne Sondermann ◽  
Olaf Behrend

The recent reform of the Bundesagentur fijr Arbeit, Germany's Public Employment Service (PES), has introduced elements of New Public Management, including internal controlling and attempts at standardizing assessments ('profiling' of unemployed people) and procedures. Based on qualitative interviews with PES staff, we show that standardization and controlling are perceived as contradicting the 'case-oriented approach' used by PES staff in dealing with unemployed people. It is therefore not surprising that staff members use considerable discretion when (re-)assigning unemployed people to one of the categories pre-defined by PES headquarters. All in all, the new procedures lead to numerous contradictions, which often result in bewilderment and puzzlement on the part of the unemployed.


2001 ◽  
Vol 152 (11) ◽  
pp. 453-459 ◽  
Author(s):  
Georg Iselin ◽  
Albin Schmidhauser

During the past ten years most cantonal forest services have undergone re-organisations. Lucerne's cantonal forest administration initiated a fundamentally new way of providing forestry services by differentiating between sovereign tasks and management tasks. By examining the individual steps of the process we demonstrate how starting with the mandate,goals were developed and implemented over several years. Product managers assumed responsibility for products, as defined in the New Public Management Project, on a cantonal-wide basis. Work within a matrix organisation has led to significant changes. Territorial responsibilities are increasingly assumed by district foresters, who have modern infrastructures at their disposal in the new forestry centres. The re-organisation has led to forest districts being re-drawn and to a reduction in the number of forest regions. To provide greater efficiency,state forest management has been consolidated into a single management unit. The new forest reserve plan removes almost half of the state forest from regular forest management,resulting in a reduction in the volume of work and in the work force. We show how effective the differentiation of sovereignty tasks and management tasks has been in coping with the effects of hurricane Lothar.


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