scholarly journals Critical Reorientation of Bureaucratic Reform and Good Governance in Public Sector Administration in Indonesia

Webology ◽  
2020 ◽  
Vol 17 (2) ◽  
pp. 308-316
Author(s):  
Albertus Wahyurudhanto
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Active Involvement ◽  
New Public ◽  
State Administration ◽  
State Apparatus ◽  
Policy Objectives ◽  
Bureaucratic Reform

Good governance today in Indonesia has become a key word in every formulation of the policy objectives of government bureaucratic reform within the framework of the change and utilization of the state administration system. In this context, this study seeks to critically evaluate the development and dynamics of good governance and its relation to the New Public Management in Indonesia. The idea of good governance in the public sector requires changes and presentations of government actors and state apparatus. This study reviews the development of bureaucratic reform in Indonesia that has been running for the last two decades. The results of the investigation indicate the need for further emphasis on aspects of the performance of government human resources at all levels in Indonesia, active involvement of the community in policy making, and public sector administration accountability.

New Public Management Reforms and Modernization Changes in Australia

2018 ◽  
pp. 1-17
Author(s):  
Tarek Rana
Keyword(s):  
Public Sector ◽  
Narrative Analysis ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Management Style ◽  
Accountability Systems ◽  
New Public ◽  
Challenges And Opportunities ◽  
New Ideas

This chapter explores and explains recent modernisation changes in the Australian Public Sector and provides insights on implications of new public management style reform for public sector accounting, auditing and accountability systems and practices. By adopting a narrative analysis approach, this chapter reconnoitres the change by dissecting the public-sector governance, performance and accountability reform and identifies significant modernisation changes in public sector management which has switched focus from a “rules-based” to “principles-based” accountability framework. Moreover, this chapter highlights the changes, challenges and opportunities that arises with the implementation of the new framework which can be seen as an innovative determination of modernisation. The modernisation change in Australia has produced new ideas of good governance and requirements for meaningful accountability systems and practices by mobilising various accountability mechanisms such as accountable authority, corporate plan, program evaluation, performance measurement, and risk management.

scholarly journals PENERAPAN MODEL NEW PUBLIC MANAGEMENT (NPM) DALAM REFORMASI BIROKRASI DI INDONESIA

2020 ◽  
Vol 8 (2) ◽  
pp. 65-84
Author(s):  
Sri Hartati
Keyword(s):  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Phenomenological Approach ◽  
Observation Study ◽  
Brunei Darussalam ◽  
New Public ◽  
The Government ◽  
Bureaucratic Reform

ABSTRAK   Reformasi politik dan pemerintahan tahun 1998 yang diharapkan sejalan  dengan reformasi birokrasi pemerintahan belum terwujud, diindikasikan dengan pelayanan publik (public service) belum optimal, kinerja ASN masih rendah, kasus Korupsi, Kolusi dan Nepotisme (KKN) masih menjadi penyakit kronis baik dikalangan eksekutif maupun legislatif bahkan sudah merambah sampai ke level pemerintahan terdepan yakni desa. Berdasarkan data Komisi Pemberantasan Korupsi (KPK) tahun 2020, Indeks Persepsi Korupsi Indonesia menempati posisi 85 dari 180 Negara, Sementara di tingkat ASEAN, posisi Indonesia  menempati posisi keempat, masih dibawah Singapura, Brunei Darussalam dan Malaysia. Kondisi ini menunjukkan  birokrasi  di Indonesia belum dapat menciptakan tata kelola pemerintahan yang baik. Penelitian ini bertujuan untuk mendeskripsikan paradigma birokrasi, pelaksanaan reformasi birokrasi dan bagaimana upaya penerapan New Public Management (NPM) dalam reformasi birokrasi di Indonesia. Penelitian ini menggunakan metode deskriptif kualitatif dengan pendekatan fenomenologi. Penelitian ini menganalisis bagaimana paradigama birokrasi, pelaksanaan agenda Reformasi Birokrasi dan penerapan  NPM di di Indonesia.   Data penelitian  dikumpulkan dengan menggunakan teknik studi dokumentasi dan observasi.Teknik analisis data dilakukan dengan reduksi data, penyajian data dan penarikan kesimpulan. Hasil penelitian menunjukkan bahwa dari perjalanan sejarah birokrasi di Indonesia mulai zaman kerajaan, masa kolonial, “Orde Lama dan Orde Baru, tidak dirancang untuk memberikan pelayanan kepada masyarakat,akan tetapi sepenuhnya mengabdi pada kepentingan kekuasaan” pada masanya. Meskipun berbagai regulasi Reformasi Birokrasi diterbitkan, akan tetapi samapi fase ketiga good governance belum terwujud. Penerapan konsep NPM  di Indonesia belum dapat diterapkan oleh seluruh lembaga/Instansi Pemerintah. Berbagai kendala yang dihadapi antara lain: perekonomian didominasi perusahaan asing,privatisasi terkendala kondisi market yang belum cukup stabil, korupsi meningkat, sistem kontrak memicu korupsi dan politisasi dan struktur kelembagaan pemerintah yang miskin fungsi kaya struktur.   Kata Kunci :New Public Management,  Birokrasi, Reformasi Birokrasi   ABSTRACT                              Political and government reforms in 1998 which are expected to be in line with government bureaucratic reforms have not yet been realized, it is indicated that public service is not optimal, ASN performance is still low, cases of corruption, collusion and nepotism (KKN) are still a chronic disease both among the executive and legislative branches. it has even penetrated to the foremost level of government, namely the village. Based on data from the Corruption Eradication Commission (KPK) in 2020, Indonesia's Corruption Perception Index ranks 85 out of 180 countries, while at the ASEAN level, Indonesia's position is in fourth position, still below Singapore, Brunei Darussalam and Malaysia. This condition shows that the bureaucracy in Indonesia has not been able to create good governance. This study aims to describe the bureaucratic paradigm, the implementation of bureaucratic reform and how the efforts to implement New Public Management (NPM) in bureaucratic reform in Indonesia.               This study used a qualitative descriptive method with a phenomenological approach. This research analyzes how the bureaucratic paradigm, the implementation of the Bureaucratic Reform agenda and the application of NPM in Indonesia. The research data were collected using documentation and observation study techniques. Data analysis techniques were carried out by data reduction, data presentation and drawing conclusions.               The results show that from the history of the bureaucracy in Indonesia, starting from the kingdom era, colonial period, the Old Order and the New Order, it was never designed to provide services to the community, but the bureaucracy fully served the interests of power in its time. Even though various regulations on Bureaucratic Reform were issued, but until the third phase of good governance has not been realized. The application of the NPM concept in Indonesia has not been implemented by all government agencies / agencies. Various obstacles faced include: the economy is dominated by foreign companies, privatization is constrained by unstable market conditions, increased corruption, the contract system has triggered corruption and politicization and the government institutional structure is poor in structure-rich functions.         Keywords: New Public Management, Bureaucracy, Bureaucracy Reform

Peningkatan Penyelenggaraan Pemerintahan yang Bersih dan Bebas KKN dan Indikator-Indikator Hasilnya

2012 ◽  
Vol 10 (2) ◽  
pp. 231-240
Author(s):  
Andy Fefta Wijaya
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Information Transparency ◽  
The Public ◽  
New Public ◽  
Sector Performance ◽  
New Perspective

This paper presents this new perspective of public management (NPM) and governance in administrative sciences and explains the differences between them. NPM risk leaving the public service function for the poor and marginalized, therefore improving governance perspective NPM movement's weakness. New Public Management Paradigm with no accountability (accountability) would risk leaving the public interest. Accountability as a fundamental pillar of good governance paradigm can improve the weaknesses found in the paradigm previously thought. A major component to the success of public accountability is a system of information transparency. Transparency of information is authorized to be used for public sector performance evaluation measures and for evaluating public sector executive accountability for all decisions and actions, ie to what extent the results/outcomes and impacts resulting from beneficial to the public.

scholarly journals Transition Countries And New Public Management: The Case Of Slovenia

2011 ◽  
Vol 5 (8) ◽  
Author(s):  
Stanka Setnikar-Cankar
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Ecological Processes ◽  
New Public ◽  
State Administration ◽  
Definition Of ◽  
External Reasons

Globalisation impacts on a country and its administration with a series of economical, technological, cultural and ecological processes. The modern state is seen as a modest state. The state must provide the necessary direction without hindering other activities in society. The shift from public administration to new public management involves a shift in the basic design co-ordinates of public sector organisation. Changes in the operating of public administration require new management policies. Abolishing administrative obstacles confronted by enterprises will reduce their operating costs. An efficient and well-organised public sector is in the interest of the economy. Reorganisation of state administration operations involves setting two important goals in the strategy of reform: greater productivity and better quality of service. Operating indicators are necessary for internal and external reasons for assessing the past and planning the future. New rules on public sector operations require a preliminary definition of operational standards, which determine the extent, quality and accessibility of services, measure results and establish mechanisms impacting on both the users and payers of services.

The New Governance

2017 ◽  
Author(s):  
R. A. W. Rhodes
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Good Governance ◽  
Democratic Accountability ◽  
British Government ◽  
New Governance ◽  
New Public ◽  
Cybernetic System ◽  
Definition Of ◽  
Self Organizing

The chapter reviews the several definitions of governance: the minimal state; corporate governance; the new public management, ‘good’ governance; a socio-cybernetic system. It then stipulates a definition of governance as self-organizing, inter-organizational networks. It argues there is a trend from government to governance in British government because of the hollowing-out pressures and the tools for intergovernmental management are integral to effective steering. Policy networks are already widespread. This trend is not widely recognized and has important implications not only for the practice of British government but also for democratic accountability. Governance as self-organizing networks is a challenge to governability because the networks can become autonomous and resist central guidance. They are set fair to become the prime example of governing without government.

scholarly journals Intellectual Capital and Sustainable Economic Performance in the Public Sector: The Context of the New Public Management in Malaysia

2021 ◽  
Vol 13 (14) ◽  
pp. 7885
Author(s):  
Kardina Kamaruddin ◽  
Indra Abeysekera
Keyword(s):  
Public Sector ◽  
Intellectual Capital ◽  
Economic Performance ◽  
Public Management ◽  
Structural Equation ◽  
New Public Management ◽  
The Public ◽  
New Public ◽  
Operational Variables ◽  
Construct Dimensions

The New Public Management allows us to reflect upon whether intellectual capital helps public sector organisations meet their performance benchmarks. Sustainable economic performance gains importance from the public sector’s service ideal. Although there have been empirical endeavours using intellectual capital as operational variables, this study examines the theoretically informed relationship between the intellectual capital construct and its construct dimensions and the sustainable economic performance construct and its construct dimensions. The decision-making inputs of senior officials in the Malaysian public sector are vital for evaluating the relationship, as these officials are the individual strategists of the collective organisational strategy. The study conducted a survey that received 1092 usable responses and analysed them using the structural equation modelling research method. The findings showed a robust theoretical relationship between intellectual capital and sustainable economic performance. Furthermore, the study identified intellectual capital items that play a vital role in supporting public sector sustainable economic performance in Malaysia under New Public Management. The findings provide useful knowledge for public sector officials and policymakers, and for further research.

scholarly journals A register of public-sector research organizations as a tool for research policy studies and evaluation

2020 ◽  
Author(s):  
Benedetto Lepori
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Research Policy ◽  
Evaluation Studies ◽  
Policy Studies ◽  
Research Organizations ◽  
New Public ◽  
Public Sector Organizations ◽  
Public Sector Research

Abstract This article presents the conceptual and methodological design of a register of public-sector organizations, as well as a preliminary delineation of such organizations in Europe. Conceptual and methodological issues are discussed, as well as the potential usage of the register for interlining datasets and analysis. The significance of the register for research policy and evaluation studies is also discussed, as related with changes associated with New Public Management reforms.

scholarly journals Accounting and the post-new public management

2018 ◽  
Vol 32 (1) ◽  
pp. 255-279 ◽  
Author(s):  
Ileana Steccolini
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Content Type ◽  
The Public ◽  
Accounting Research ◽  
Societal Relevance ◽  
New Public ◽  
Public Sector Accounting

Purpose The purpose of this paper is to reflect various pathways for public sector accounting and accountability research in a post-new public management (NPM) context. Design/methodology/approach The paper first discusses the relationship between NPM and public sector accounting research. It then explores the possible stimuli that inter-disciplinary accounting scholars may derive from recent public administration studies, public policy and societal trends, highlighting possible ways to extend public sector accounting research and strengthen dialogue with other disciplines. Findings NPM may have represented a golden age, but also a “golden cage,” for the development of public sector accounting research. The paper reflects possible ways out of this golden cage, discussing future avenues for public sector accounting research. In doing so, it highlights the opportunities offered by re-considering the “public” side of accounting research and shifting the attention from the public sector, seen as a context for public sector accounting research, to publicness, as a concept central to such research. Originality/value The paper calls for stronger engagement with contemporary developments in public administration and policy. This could be achieved by looking at how public sector accounting accounts for, but also impacts on, issues of wider societal relevance, such as co-production and hybridization of public services, austerity, crises and wicked problems, the creation and maintenance of public value and democratic participation.

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