Analysis of the usage of the Core Public Service Vocabulary Application Profile

2021 ◽  
Author(s):  
Miguel Alvarez-Rodriguez ◽  
Florian Barthélemy ◽  
Alexandre Beaufays
Keyword(s):  
Public Service ◽  
The Core ◽  
Application Profile

Non-Partisan Advisors in the Minister’s Office—Ghosts in the Core Executive Machine?

2021 ◽  
Author(s):  
Rose Cole
Keyword(s):  
Public Service ◽  
Resource Dependency ◽  
Policy Coordination ◽  
Functional Approach ◽  
Change Over Time ◽  
The Core ◽  
The Past ◽  
Core Executive ◽  
Dependency Approach ◽  
Over Time

Abstract The ‘core executive’ is conceived of as the collection of organisations and procedures that coordinate executive government. Two approaches to core executive studies are: the resource dependency approach, which focusses on how roles interact and resources are utilised; and the functional approach, which focusses on how roles change over time. Both approaches are applied to non-partisan advisors (private secretaries) in ministerial office settings, actors which to date core executive studies have ignored. It reveals the resources that non-partisan advisors apply to contribute to policy coordination and maintain political neutrality; and that their role has changed since the increased presence of partisan advisors in ministers’ offices in the past 20 years. Six distinct roles describe how non-partisan advisors respond to and meet the needs of both minister and public service in the core executive. When compared with political advisory roles, five of the roles appear strongly aligned in function.

scholarly journals High Involvement Work in the New Zealand Public Service

2021 ◽  
Author(s):  
◽  
Rebecca Fiona Kirkham
Keyword(s):  
Job Satisfaction ◽  
New Zealand ◽  
Public Service ◽  
Latent Variable ◽  
Structural Model ◽  
Organisational Commitment ◽  
Employee Outcomes ◽  
High Involvement ◽  
The Core ◽  
The Relationship

<p>The aim of this research is to investigate the relationship between high involvement work practices (HIWP) and employee outcomes, such as job satisfaction and organisational commitment, in the core New Zealand public service. It also investigates whether certain demographic factors may influence this relationship and proposes a structural model to test this.  Information about HIWP and employee outcomes was originally gathered as part of the 2013 Workplace Dynamics Survey conducted by the New Zealand Public Service Association (PSA) and Victoria University of Wellington (Plimmer et al., 2013). Participants, all of whom were PSA members, were asked a variety of questions about their work, workplace and themselves. For the purposes of this current study, the sample was then limited to only those members of the core public sector who reported that they had no managerial responsibilities, which comprised 1,665 unique responses. The data were then analysed in order to generate descriptive statistics and trends regarding opinions, and to conduct inferential analysis. This included exploratory factor analysis to confirm the principal factors, confirmatory factor analysis to test the measurement of the constructs, and structural equation modelling to explicate the relationship between HIWP and employee outcomes. Moderating factors such as age, gender, and level of educational attainment were then introduced to the proposed structural model.  The model suggests that HIWP, as measured by items associated with power, information, rewards, and knowledge (PIRK), have a positive effect on employees’ reported job satisfaction and organisational commitment. The model tests the influence of a second-order latent variable that describes the PIRK attributes working collectively, as well as a second-order latent variable, labelled Passion, for employee outcomes, based on the work of Vandenberg, Richardson and Eastman (1999), and Langford (2009), respectively.  The findings of this study largely support the relationships proposed in the literature on HIWP, which was used to develop the theoretical model. It finds that employees reporting higher PIRK also experience higher job satisfaction and organisational commitment. It also suggests that age and level of educational attainment individually have some effect on the PIRK-Passion relationship. While gender did not affect this particular causal relationship, the model was different in some respects for men and women, particularly with respect to the effect of length of time spent working for a particular employer.  This study contributes to theoretical and practical knowledge by providing evidence of the influence of high involvement practices for people management in the New Zealand public service on employee outcomes, an under-researched area. It also highlights the need for public sector managers and HR professionals to be aware of the different experiences of different demographic groups. This research makes recommendations for further research, including in the data-gathering stage, as well as suggestions for practitioners.</p>

scholarly journals Core Executive Politics in the Cameron Era, 2010–16: The Dynamics of Whitehall Reform

2021 ◽  
pp. 1-19
Author(s):  
Patrick Diamond
Keyword(s):  
Public Service ◽  
Cumulative Effect ◽  
Resource Dependency ◽  
British Government ◽  
Political Capacity ◽  
The Core ◽  
Executive Politics ◽  
Core Executive ◽  
The Relationship ◽  
Rules Of The Game

Abstract By the early 1990s, the core executive was established as the ‘new orthodoxy’ in the study of British government at the centre. Thirty years on, this article avers that its main assumptions are increasingly questionable in the light of more recent empirical evidence. The core executive approach may well have outlived its usefulness. This claim is derived from analysis of the Cameron premiership from 2010 to 2016. The focus is on how Whitehall reform radically altered the relationship between politicians and civil servants, reshaping prevailing public service bargains and rules of the game. Ministers identified mechanisms to rebuild political capacity, augmenting partisan control of the bureaucracy. They drew on resources from outside the core executive while politicians increased their sway over civil service appointments. As a result, officials felt they should be ‘responsive’ to ministers. The cumulative effect was to replace interpersonal and institutional resource dependency with a ‘them and us’ model. Consequently, the risk of policy disasters and fiascos grew.

scholarly journals Weber vs Wairua

2019 ◽  
Vol 15 (4) ◽  
Author(s):  
Robert Gregory ◽  
Kristen Maynard
Keyword(s):  
New Zealand ◽  
Public Service ◽  
Large Scale ◽  
Max Weber ◽  
Social Scientist ◽  
Essential Elements ◽  
Social Experiences ◽  
The Core ◽  
Aotearoa New Zealand ◽  
Do So

The essential elements of modern bureaucracy were identified by the German social scientist Max Weber (1864–1920) and remain central today to any understanding of how modern governmental systems work. At the core of Weber’s understanding was the insight that bureaucracies are profoundly impersonal, even dehumanised, organisations, which is a key element in their ability to carry out complex, large-scale tasks. However, this dehumanised character is also one of bureaucracy’s biggest weaknesses, since it inhibits the organisation’s ability to relate to people in ways that are in tune with lived social experiences. This article argues that in Aotearoa New Zealand it should be possible to draw upon knowledge from te ao Mäori, and especially the idea of wairua, to help fulfil aspirations for an improved public service, one that is more effective and humane for all New Zealanders. However, to do so will require a much greater appreciation of such knowledge than has so far been the case.

scholarly journals LA LEY 4/2021, DE 16 DE ABRIL, DE LA GENERALITAT, DE LA FUNCIÓN PÚBLICA VALENCIANA. EJES ESENCIALES Y PRINCIPALES NOVEDADES.

2021 ◽  
pp. 90-105
Author(s):  
DAVID ALFONSO JARQUE
Keyword(s):  
Public Administration ◽  
Public Service ◽  
General Public ◽  
Civil Service ◽  
The State ◽  
Regional Government ◽  
Gender Perspective ◽  
The Core ◽  
Gender Based ◽  
Entire Text

En este artículo se exponen los ejes esenciales y las principales novedades de la Ley 4/2021, de 16 de abril, de la Generalitat, de la Función Pública Valenciana. Para ello partiremos de un breve análisis de la situación y el estado de la función pública valenciana, que motivó la necesidad de una modificación normativa para cumplir con el objetivo de implementar una Administración Pública más profesional, eficaz y eficiente, con el objetivo de prestar un mejor servicio público a la ciudadanía. Siguiendo en cierto modo la estructura de la Ley se destacan las principales novedades en relación a la Ley anterior y para finalizar se hace una especial referencia a la perspectiva de género que impregna todo el texto, que tiene como fin último conseguir la igualdad efectiva Artikulu honetan Valentziako Funtzio Publikoari buruzko 4/2021 Legearen (apirilaren 16koa, Generalitatearena) funtsezko ardatzak eta berrikuntza nagusiak azaltzen dira. Horretarako, Valentziako funtzio publikoaren egoerari buruzko azterketa labur bat egingo dugu. Egoera horrek arau-aldaketa baten beharra eragin zuen, administrazio publiko profesionalago eta eraginkorrago bat ezartzeko helburua betetzeko eta, horrela, herritarrei zerbitzu publiko hobea emateko. Legearen egiturari jarraituz, aurreko legearekin lotutako berrikuntza nagusiak nabarmentzen dira nolabait. Eta amaitzeko, testu osoan txertatzen den genero-ikuspegiari aipamen berezia egiten zaio, azken helburua emakumeen eta gizonen arteko berdintasun eraginkorra lortzea eta sexuagatiko diskriminazio oro saihestea baita. This article sets out the core strands and main developments of Law 4/2021, of 16 April 2021, of the Autonomous Regional Government of Valencia, on the Civil Service of Valencia. We begin with a brief analysis of the situation and the state of the civil service of the Valencia region, which prompted the need for a regulatory modification to comply with the aim of implementing a more professional, effective and efficient public administration, so as to offer the general public an improved public service. We follow the structure of the Law to an extent, highlighting the main developments compared with the previous legislation, and ending with a specific mention of the gender perspective, which suffuses the entire text, the ultimate goal being to achieve effective equality of women and men, and to avoid any gender-based discrimination.

E-Government and Private-Public Partnerships

2005 ◽  
pp. 364-382 ◽  
Author(s):  
Barbara Allen ◽  
Luc Juillet ◽  
Gilles Paquet ◽  
Jeffery Roy
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public Service ◽  
Public Management ◽  
Core Competency ◽  
Strategic Choices ◽  
The Core ◽  
Digital World ◽  
It Systems ◽  
Public Partnerships

E-government creates both new pressures and new opportunities for partnering — within governments, between governments and across sectors and the citizenry. In particular, new relational mechanisms are required to shape effective ties between governments and the vendors of IT systems and solutions that are more pervasive, fluid and demanding in terms of the level of collaboration and trust required between private sector vendors and public sector clients. The complexity and sophistication of such solutions produce many strategic choices for governments about how to deploy IT and the degree to which in-house capacities should be balanced and complemented with externalized skills and solutions. Thus, partnerships are now central to public management: In a digital world, effectively dealing with more relational organizational architectures becomes the core competency of a continually renewed and enabled public service. This chapter first explores the main challenges facing governments in such an environment, followed by a sketching of the main strategic directions required to address them.

Congruence of Human Core Faculties: A Phenomenological Inquiry on the Lived Philosophies of LGU Officials

10.17158/179 ◽  
2011 ◽  
Vol 17 (2) ◽  
Author(s):  
Alvin O. Cayogyog ◽  
Ariel E. San Jose
Keyword(s):  
Public Service ◽  
Social Transformation ◽  
Qualitative Method ◽  
Group Discussion ◽  
Effective Management ◽  
Public Servants ◽  
Phenomenological Inquiry ◽  
Happy Life ◽  
The Core ◽  
Study Participants

<p>The philosophical underpinning of this study states that the sound interplay of the intellect and will is necessary in living a good and happy life. Its main objective is to determine the congruence of the core faculties of selected local government unit by exploring their lived philosophies as public servants. To attain this objective, this study employs a qualitative method of research utilizing phenomenological inquiry via triangulation technique. The sharing of philosophies and experiences of study participants through a focused group discussion are triangulated with the results of the interviews with their barangay constituents. The results manifest that the dominant philosophies which ignite them to choose their careers are service as their life’s passion and service as their life’s orientation. These philosophies are expressed in their public service done with love, dedication and commitment; spent untiringly and timelessly not only in multi-sectoral but also in multidimensional areas with God as their driving force. These lived-philosophies are observed by their constituents through their sound relationship, appropriate support services, effective management and efficient programs of activities. Hence, the study confirms the congruence of the core faculties of the study participants through their lived philosophies as attested by their barangay constituents. This implies that leaders in academe, government, church, business, etc. who are agents of social transformation and development are hereby challenged to ascertain the congruence of their core faculties by striving to live their professed sound philosophies.</p>

scholarly journals Public Service Innovations and Changing Ethos in Africa

2014 ◽  
Vol 2 (4) ◽  
pp. 46 ◽  
Author(s):  
Chukwuemeka Okafor ◽  
Jacob Olufemi Fatile ◽  
Ganiyu Layi Ejalonibu
Keyword(s):  
Service Delivery ◽  
Public Service ◽  
Analytical Method ◽  
Public Management ◽  
Public Services ◽  
Critical Factor ◽  
Market Values ◽  
The Core ◽  
Core Elements ◽  
The Ideal

One of the widely held beliefs in public management is that strict commitment to an ideology of public service values, which is a critical factor in the delivery of public services. However, with the introduction of market-oriented reforms-innovations, most of these values face severe and serious challenges. This study, using a comparative and analytical method, examines the principles which underpin the African governments’ program of innovation in public service delivery and in particular the traditional public service ethos. The article reveals that over the years, African public services and those who work in them fall short of the ideal leading to the attempt to innovate by introducing the market values which have equally raised questions about possible threats to the ethos. After identifying some challenges that innovation may pose, the article suggests that traditional public sector ethos should be redefined to allow for innovative ideas in service delivery. Finally, the study concludes that a new “synthesized” ethos that draws on the core elements of bureaucratic principles as well as market based values, would deliver superior public services.

Afterword

2018 ◽  
Author(s):  
Vana Goblot ◽  
Natasha Cox
Keyword(s):  
Civil Society ◽  
Public Service ◽  
Television Industry ◽  
Production Sector ◽  
The Core ◽  
Turbulent Times ◽  
The Future ◽  
Industry Professionals

The Inquiry into the Future of Public Service Television examined the role and purpose of public service television during what were (and remain) turbulent times for the industry. Over the course of a short but intense period in 2015–2016, the focus of members of the core team of the Inquiry was to bring together television industry professionals, civil society groups, academics, and campaigners to facilitate discussions and findings about the best way forward to ensure a robust and diverse public service ecology. While this volume goes a step further in updating research originally produced for the Inquiry with important contributions by industry professionals and international scholars, there are two issues that remain underdeveloped: the significance of the independent production sector and the contribution of non-traditional sources of public service content. This afterword discusses each of these in turn.

Principles of Public Service for the 21st Century1

2018 ◽  
Author(s):  
Georgina Born
Keyword(s):  
Cultural Diversity ◽  
Public Service ◽  
Crucial Role ◽  
Digital Platforms ◽  
Public Service Broadcasting ◽  
The Core ◽  
Digital Era ◽  
Modern Britain ◽  
The Future

At the core of previous normative frameworks for public service broadcasting are four interrelated concepts: independence, universality, citizenship, and quality. As yet, these norms have not evolved to meet the challenges posed by digital platforms as well as the increasing cultural diversity and stubborn inequalities of modern Britain. This chapter argues that the principles of public service media (PSM), as opposed to public service broadcasting, have not diminished but expanded in the digital era. It explores these principles in relation to PSM as a whole, but particularly focuses on the crucial role in delivering public service played by the BBC and Channel 4 both now and in the future.

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