The new public management and the future public service: push, pull, balance, and beyond

1997 ◽  
Vol 40 (2) ◽  
pp. 370-386 ◽  
Author(s):  
Geofl Dinsdale
Keyword(s):  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
New Public ◽  
The Future

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to examine whether the incentivizing type of performance appraisal (typical of New Public Management) has indeed been superseded by a post-New Public Management (NPM), developmental type of performance appraisal in European Civil Services.Design/methodology/approachThe literature review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.

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.

scholarly journals New Public Management, Public Service Bargains and the challenges of interdepartmental coordination: a comparative analysis of top civil servants in state administration

2013 ◽  
Vol 79 (1) ◽  
pp. 29-48 ◽  
Author(s):  
Morten Balle Hansen ◽  
Trui Steen ◽  
Marsha de Jong
Keyword(s):  
Comparative Analysis ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Central Government ◽  
Civil Servants ◽  
Close Link ◽  
New Public ◽  
State Administration ◽  
The Impact

In this article we are interested in how the coordinating role of top civil servants is related to the argument that country-level differences in the adoption of New Public Management significantly alter the Public Service Bargains of top civil servants and consequently their capacity to accomplish interdepartmental coordination. A managerial PSB limits top civil servants’ role in interdepartmental coordination, as their focus will be on achieving goals set for their specific departments, rather than for the central government as a collective. We test our argument with empirical insights from a comparative analysis of five countries: Belgium, Canada, Denmark, the Netherlands and the United Kingdom. We find that our argument is only partly valid and discuss the theoretical and empirical implications of the analysis. Points for practitioners Alongside the introduction of New Public Management, the relationships between ministers and their top civil servants in state administration have evolved. At the same time, societal issues are getting more complex and demand a holistic, cross-sector approach. The concept of a managerial Public Service Bargain is used to analyze changes in top civil servants’ role and the impact of reforms on the capacity of top civil servants to accomplish interdepartmental coordination. Practitioners can learn more about the close link between challenges for interdepartmental coordination and changes in the role and functioning of top civil servants.

scholarly journals New Public Management and Governance: Quo Vadis?

2020 ◽  
Vol 10 (3) ◽  
pp. 430
Author(s):  
Vasilios P. Andrikopoulos ◽  
Amalia Α. Ifanti
Keyword(s):  
Public Service ◽  
Service Provision ◽  
Public Management ◽  
New Public Management ◽  
Public Governance ◽  
Sector Reform ◽  
Organizational Conditions ◽  
Governance Regime ◽  
New Public ◽  
Quo Vadis

This paper seeks to provide an overview of the literature regarding contemporary public management and administration. For this purpose, New Public Management and New Public Governance principles and methods are explored, since they remain the dominant approaches to public management and governance regime. A systematic examination of the relevant discourse was carried out. Data analysis revealed that the theoretical schemes continue to emphasize the priority of management over public service. As a result, the New Public Service approach is revisited focusing primarily on the reinterpretation and reorientation of public service provision. This study enriches our theoretical and practical understanding by providing important reflections and insights about the organizational conditions of public sector reform that is proceeding nowadays.

scholarly journals Conceptualizing innovation management development through organizational learning in the public service: any lessons for developing states?

2016 ◽  
Vol 14 (3) ◽  
pp. 266-275
Author(s):  
Lere Amusan ◽  
Oluwayemisi Adebola Oyekunle
Keyword(s):  
Organizational Learning ◽  
Service Delivery ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Innovation Management ◽  
Management Development ◽  
Future Research ◽  
Extensive Literature ◽  
New Public

The present economic realities, the effects of globalization, the thirst for innovation and the public’s demand for improved services have led many developing states to review their approaches to service delivery. Most public service managers and professionals spend most of their time dealing with the day-to-day pressures of delivering services, operating and reporting to senior managers, legislators and agencies. They have little or no time to think about innovation, which would ease the pressures and burdens of service delivery. The intention of this paper is to point out the fact that capacity building is the bedrock of new public management development. This paper proposes that innovation management could be used as a form of organizational learning capability in challenging the maze of diplomacy and negotiation with experienced multinational extractive industries for the benefit of developing states. This could be achieved through excellent public investments and nurturing capability, from which they execute effective innovation processes, leading to new service innovations and processes, and superior service performance results. To achieve this objective, extensive literature on innovation management and organizational learning was consulted and the need for future research. In trying to unpack the discussion in the paper, the New Public Management Theory (NPMT), which is a pro-private sectors human resources management is proposed, though other available theoretical positions are explored taking into consideration the lapses entrenched in NPMT. Keywords: innovation, NPMT, learning culture, public management, developing states, development. JEL Classification: O10

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