Managing Public Service Professionals Under New Public Management

2019 ◽  
pp. 442-457
Author(s):  
Michael Reed
Keyword(s):  
Public Service ◽  
Paradigm Shift ◽  
Public Management ◽  
New Public Management ◽  
Work Situation ◽  
The Core ◽  
Power And Control ◽  
New Public ◽  
Institutional Landscape ◽  
And Control

This chapter focuses on the effects of management ideas. In particular, it examines the transformation of the work situation of public service professionals generated by the core ideas associated with New Public Management (NPM). This change creatively absorbed management ideas such as ‘culture’, ‘leadership’, and ‘network’ and, overall, represented a paradigm shift in the meaning and relevance of ‘public service’. While NPM has undergone a series of reformulations—as technocratic, managerial, and neo-liberal—it continues to shape the institutional landscape in which public service professionals are embedded. In doing so, it presents them with a series of existential challenges to their occupational authority and identity that threaten to undermine their organizational power and control.

scholarly journals Paradigm shift from New Public Administration to New Public Management: theory and practice in Africa

2011 ◽  
Vol 7 (2) ◽  
Author(s):  
Shikha Vyas-Doorgapersad
Keyword(s):  
Public Administration ◽  
Public Service ◽  
Paradigm Shift ◽  
Public Management ◽  
New Public Management ◽  
Theory And Practice ◽  
Practical Implementation ◽  
Paradigm Shifts ◽  
African Countries ◽  
New Public

The African continent is facing a number of administrative crises. The recent decline of public administration on the continent has forced some African countries to re-assess their governance systems. Their public service reforms are evidence of the emergence of New Public Management (NPM) for improved public sector administrative structures and operations. This article discusses the paradigm shifts from New Public Administration to New Public Management, as a means of meeting public administration challenges in Africa. At a contextual level, the paper examines the practical implementation by some African countries of NPM and the outcomes of NPM-led reform in these countries.Keywords: Public Administration (PA); New Public Administration (NPA); New Public Management (NPM); Public Value Management (PVM); paradigm; paradigm shift; public service reforms; governanceDisciplines: Public Management; Political Science; Sociology; Economics

Changing patterns of individual performance appraisal systems for civil service in European Union countries: toward a developmental or an incentivizing model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gyorgy Hajnal ◽  
Katarina Staronova
Keyword(s):  
Performance Appraisal ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Central Government ◽  
Individual Performance ◽  
Content Type ◽  
Public Service Organizations ◽  
New Public ◽  
Appraisal Systems

PurposeThe purpose of this article is to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New Public Management (NPM), developmental type of performance appraisal in European Civil Services.Design/methodology/approachThe literature review lead to a unidimensional, twofold typology: incentivizing (NPM) and developmental (post-NPM) performance appraisal. The empirical basis of the research is two surveys conducted among top civil servants in 18 European countries.FindingsFirst, there are crucial discrepancies between performance appraisal systems in contemporary European central government administrations and current theorizing on performance appraisal. Contrary to our expectations developed on the basis of the latter, “developmental” and “incentivizing” do not seem to be two distinct types of performance appraisal; rather, they are two independent dimensions, defining altogether four different types of performance appraisal systems.Practical implicationsThe authors results give orientation to policymakers and public service managers to engage in designing or applying performance appraisal systems, in particular by identifying assailable presumptions underlying many present-time reform trends.Social implicationsCitizens and communities are direct stakeholders in the development of public service performance appraisal both as possible or actual employees of public service organizations and as recipients of public services.Originality/valueThe paper proposes a new fourfold typology of performance appraisal systems: incentivizing, developmental, symbolic and want-it-all.

Does Citizens’ Self-Identification of Their Public Role Affect Their Satisfaction with Public Services?

2020 ◽  
Vol 35 (1) ◽  
pp. 75-100
Author(s):  
Hemin Choi ◽  
Jong Seon Lee
Keyword(s):  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
The Public ◽  
Public Role ◽  
New Public ◽  
Significant Difference ◽  
Service Expectations ◽  
Manova Analysis

This study investigates how citizens define their role qua citizen and how the public role they assign themselves matters in their assessment of satisfaction with public service performance. We compared survey respondents who identified their citizen role as customer (n=280), partner (n=353) or owner (n=467) to test this relation. Theoretically, the dominance of New Public Management (NPM) scholarship has resulted in the framing of citizens as simply customers, but our empirical study finds that citizens consider themselves more as partners or owners of government. This mismatch in conception was our research hypothesis for further research. We then ran a number of t-tests and carried out a MANOVA analysis, the results of which indicate that there is a significant difference between the customer and partner groups regarding expectations and satisfaction on the quality of their living area but not regarding performance. There is also evidence that shows that the role citizens assign to themselves is related to their public service expectations but that the connection between their view of their role and their assessment of performance is weak.

G2C Marketing

2014 ◽  
pp. 67-84
Author(s):  
Babak Sohrabi ◽  
Amir Khanlari
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Paradigm Shift ◽  
Public Management ◽  
New Public Management ◽  
Customer Orientation ◽  
Relationship Management ◽  
The Public ◽  
New Public ◽  
The Relationship

Public administration has been challenged by “new public management” and “government redesign” paradigms. In addition, the relationship between government and citizen has been changed dramatically based on the mentioned paradigm shift. Customer orientation in the public sector is one of the changes originated from the private sector’s principles and paradigms. Nowadays, scholars emphasize applying concepts and techniques of customer orientation in e-government. In this text, firstly, customer orientation and its importance in government activities, especially e-government, is described. Then, principles, applications, and experiences of citizen relationship management as a technique of customer-oriented governments are described.

Strategic Knowledge Management in Public Organizations

2011 ◽  
pp. 2159-2167 ◽  
Author(s):  
Ari-Veikko Anttiroiko
Keyword(s):  
Knowledge Management ◽  
Public Management ◽  
New Public Management ◽  
Public Organizations ◽  
Public Governance ◽  
The Public ◽  
New Public ◽  
New Public Governance ◽  
And Control ◽  
Strategic Knowledge Management

New public management and the more recent concept of new public governance have become the dominant management doctrines in the public sector. Public organizations have become increasingly network-like units with various governance relations with actors from the public, business, and voluntary sectors. Their organization is based more on networks than on traditional hierarchies, accompanied by a transition from the command-and-control type of management to initiate-and-coordinate type of governance.

G2C Marketing

2015 ◽  
pp. 2183-2199
Author(s):  
Babak Sohrabi ◽  
Amir Khanlari
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Paradigm Shift ◽  
Public Management ◽  
New Public Management ◽  
Customer Orientation ◽  
Relationship Management ◽  
The Public ◽  
New Public ◽  
The Relationship

Public administration has been challenged by “new public management” and “government redesign” paradigms. In addition, the relationship between government and citizen has been changed dramatically based on the mentioned paradigm shift. Customer orientation in the public sector is one of the changes originated from the private sector's principles and paradigms. Nowadays, scholars emphasize applying concepts and techniques of customer orientation in e-government. In this text, firstly, customer orientation and its importance in government activities, especially e-government, is described. Then, principles, applications, and experiences of citizen relationship management as a technique of customer-oriented governments are described.

Strategic Knowledge Management in Public Organizations

2005 ◽  
pp. 2632-2637
Author(s):  
Ari-Veikko Anttiroiko
Keyword(s):  
Knowledge Management ◽  
Public Management ◽  
New Public Management ◽  
Public Organizations ◽  
Public Governance ◽  
The Public ◽  
New Public ◽  
New Public Governance ◽  
And Control ◽  
Strategic Knowledge Management

New public management and the more recent concept of new public governance have become the dominant management doctrines in the public sector. Public organizations have become increasingly network-like units with various governance relations with actors from the public, business, and voluntary sectors. Their organization is based more on networks than on traditional hierarchies, accompanied by a transition from the command-and-control type of management to initiate-and-coordinate type of governance.

scholarly journals Exploiting conditionality: EU and international actors and post-NPM reform in Ireland

2019 ◽  
Vol 35 (2) ◽  
pp. 179-200
Author(s):  
Muiris MacCarthaigh ◽  
Niamh Hardiman
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Policy Coordination ◽  
The Public ◽  
Public Sector Reforms ◽  
New Public ◽  
Public Sector Unions ◽  
Administrative Elites

Between 2008 and 2015, Ireland undertook unprecedented and systemic public sector reforms in a polity not traditionally considered a prominent reformer. While some of these reforms comprised part of the loan programme agreement with EU and international actors, many others did not. This article argues that the crisis in Ireland provided a window of opportunity to introduce reforms that political and administrative elites had previously found difficult to implement. The authority of the Troika was invoked to provide legitimacy for controversial initiatives, yet some of the reforms went further than the loan programme strictly required. A number of these concerning organisational rationalisation, the public service ‘bargain’ and transversal policy coordination are considered here. Agreements were negotiated with public sector unions that facilitated sharp cuts in pay and conditions, reducing the potential for opposition to change. The reform effort was further legitimated by the reformers’ post-New Public Management, whole-of-government discourse, which situated considerations of effectiveness and efficiency in a broader framework of public service quality and delivery.

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