scholarly journals Evidence-based Nursing in the IED: From Caring to Curing?

2016 ◽  
Vol 6 (1) ◽  
pp. 47 ◽  
Author(s):  
Jette Ernst
Keyword(s):  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Career Pathways ◽  
Evidence Based ◽  
Management Tools ◽  
Theory Of Practice ◽  
New Public ◽  
And Performance ◽  
Nursing Career

Danish hospitals are major sites of healthcare reform, and new public management accountability and performance management tools have been applied to improve the quality and efficiency of services. One consequence of this is that nurses’ work in hospitals is increasingly standardized through medical evidence. Using Bourdieu’s theory of practice in combination with an ethnographic field study, it is analyzed how the nurses of a Danish Integrated Emergency Department respond to the changing conditions of work. It is illuminated how two opposing approaches to nursing of humanistically and pluralistically oriented caring, and evidence-based scientifically oriented curing inform nursing in the department. The curing approach is however trumping the caring approach. Curing creates new nursing career pathways and is by some nurses embraced with enthusiasm. For others, the new situation creates tension and distress. It is illustrated how the nurses position their practice in relation to the changing working conditions taking sides for either curing or caring, or finding a way to maneuver in between the two. The article argues that the normative enforcement of the curing approach may carry unintended side effects to the goals of quality and efficiency enhancements.

New Public Management and Its Influence on Museum Performance: The Case of Czech Republic

2021 ◽  
Vol 26 (2) ◽  
pp. 339-361
Author(s):  
Michal Plaček ◽  
Cristina del Campo ◽  
Milan Půček ◽  
František Ochrana ◽  
Milan Křápek ◽  
...  
Keyword(s):  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Statistical Significance ◽  
Data Envelopment ◽  
Management Tools ◽  
New Public ◽  
And Performance ◽  
The Impact ◽  
Administrative Decentralization

The article analyzes the influence of particular instruments of the New Public Management reforms on the performance of Czech museums. We examine the impact of administrative decentralization, management autonomy, and performance management tools, using a survey, two-stage data envelopment analysis, and focus groups. Using these methods, we have been able to confirm the significative impact of administrative decentralization and substantial autonomy. However, the statistical significance of financial autonomy was not confirmed, neither was the way in which objectives are set, nor the use of quality management methods to achieve performance.

Electronic Service Delivery in the Local Indian Community of Visakhapatnam

2011 ◽  
pp. 664-669
Author(s):  
V. Venkatakrishnan
Keyword(s):  
Performance Management ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Indian Community ◽  
The Public ◽  
Electronic Service ◽  
New Public ◽  
Managing For Results ◽  
And Performance

New public management (NPM) conceptualised public administration as a business, to be managed with business-like techniques. Since services had to be assessed by the criteria of quality, efficiency, and satisfaction of citizens, the public sector had to reorganize its processes. As strong emphasis was on the services, improving their delivery was expected to facilitate achieving the above criteria. The terms of the NPM approach such as “customer focus, managing for results, and performance management” have become part of the standard language of public administration (Ali, 2001; Bekkers & Zouridis, 1999; Crossing Boundaries, 2005; Spicer, 2004).

scholarly journals Strategic Management in Finnish and Norwegian Government Agencies

2019 ◽  
Vol 9 (4) ◽  
pp. 80
Author(s):  
Jan-Erik Johanson ◽  
Åge Johnsen ◽  
Elias Pekkola ◽  
Stephen Affleck Reid
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Nordic Countries ◽  
Government Agencies ◽  
Interesting Study ◽  
New Public ◽  
And Performance

The purpose of this article is to analyse the design and implementation of strategic planning and performance management in governmental agencies in two Nordic countries, Finland and Norway. Nordic countries are an interesting study from a comparative perspective because while they are commonly assumed to have been high-intensity new public management reformers, they are also commonly assumed to have a distinct public management tradition. Moreover, these two countries are interesting to study because within the Nordic public management tradition, Finland and Norway specifically represent two different public management traditions. Finland belongs to the Eastern Nordic public management tradition, with an emphasis on decentralisation and agency autonomy, while Norway belongs to the Western Nordic public management tradition, with an emphasis on hierarchical governance, and hence, much performance management and reporting. Therefore, we expected to find more decentralised strategic management and an emphasis on evaluation in Finland, and more central, planning-like strategic management and reporting in Norway. Our comparison shows that both countries had mandatory strategic planning and utilised decentralised strategic planning in government agencies. The stronger legal orientation in the public administration in Finland, however, made strategic changes more complicated in Finland than in Norway.

How Can Public Managers Use Performance Management for Improvement Without Demotivating Employees?

2021 ◽  
pp. 142-160
Author(s):  
Poul A. Nielsen ◽  
Caroline H. Grøn
Keyword(s):  
Performance Management ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Performance Information ◽  
Management Tools ◽  
Performance Management Systems ◽  
Public Managers ◽  
Hard Time ◽  
New Public

Performance management systems in public organizations have grown in importance since the advent of new public management, but they often have a hard time delivering on their promises. This chapter discusses how managers can use performance management tools without demotivating their employees. The chapter points to six guidelines which should be kept in mind when using such tools. Managers should be given procedural autonomy; performance information should be used to increase learning; links between performance and rewards should be considered carefully; performance information and management practices should be used to support professional development and to avoid negative motivational effects and gaming; performance information should be used as a basis for dialogue; and, finally, performance management should increase employee autonomy and avoid documentation overload.

English public management reform after 2010

2018 ◽  
Author(s):  
Ewan Ferlie ◽  
Sue Dopson ◽  
Chris Bennett ◽  
Michael D. Fischer ◽  
Jean Ledger ◽  
...  
Keyword(s):  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Global Financial Crisis ◽  
Local Level ◽  
Management Reform ◽  
Big Society ◽  
New Public ◽  
Primary Care Sector ◽  
The Global Financial Crisis

This chapter characterizes the overall strategy of public services reform apparent in England after the global financial crisis of 2008 and during the period of the UK’s Coalition government 2010–15. It argues that what can be termed a ‘proto narrative’ of reform, orientated around so-called ‘Big Society’ ideas, emerged around 2010. However, we argue it was trumped in the end by Treasury-led and New Public Management-friendly austerity discourse. The concrete example is taken of the health policy to form new clinical commissioning groups in the primary care sector. They were presented as a mechanism which could promote professional engagement in commissioning. However, they were soon subjected to top-down performance management pressures and systems, including strong attempts to prevent financial deficits from emerging at a local level, which eroded bottom-up and professionally driven innovation. We conclude that the Big Society proto reform narrative failed to consolidate itself.

Collaboration Consequences: New Public Management and Police-Academic Partnerships

2021 ◽  
pp. 193672442098437
Author(s):  
Carrie B. Sanders ◽  
Debra Langan
Keyword(s):  
Policy Development ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Evidence Based ◽  
Organizational Contexts ◽  
Police Services ◽  
New Public ◽  
Academic Partnerships ◽  
Institutional Strategies

With increasing pressure on public organizations to demonstrate accountability, police services and public universities are being tasked with demonstrating how their institutional strategies are effective and economically efficient. In this paper, we draw on our own research collaborations with two different Canadian police services (Bluewater and Greenfield) on a similar community crime prevention strategy, Situation Tables. We illustrate how new public management practices are embedded in the political, economic, and organizational contexts that have inspired police-academic partnerships and invigorated the evidence-based policing movement in Canada. Our analysis illustrates how our partnerships were influenced by the performance strand of new public management that prioritizes the quantification of measures of outputs over qualitative evaluations of impact. We argue that these practices, if not interrogated, can jeopardize the integrity of evidence-based practice and policy development. Academic freedom must be retained when partnering with the police to ensure an examination of the implications of police practices.

scholarly journals “Deliverology” and Evaluation: A Tale of Two Worlds

2019 ◽  
Vol 34 (2) ◽  
Author(s):  
Lisa Birch ◽  
Steve Jacob
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Value Added ◽  
Innovative Method ◽  
New Public ◽  
Permanent Campaign ◽  
And Performance ◽  
New Policies ◽  
Political Governance ◽  
Evidence Based Decision Making

In recent years, the new political governance, a partisan model that contributes to a permanent campaign, gained ground in public organizations. In this new context, “deliverology” is portrayed as an innovative method to help governments implement new policies and deliver on election promises. This article presents the similarities and diff erences that exist between “deliverology” and evaluation. Is deliverology really something new or is it another case of old wine in a new bottle? Is deliverology a substitute for or, instead, a complement to institutionalized evaluation? To what extent does new political governance (exemplified by deliverology and performance measurement) undermine evidence-based decision making? What is the value-added of deliverology? These questions are addressed through a critical reflection on deliverology and its value-added in Canada, where evaluation became institutionalized in many departments and agencies under the influence of results-based management, promoted by the advocates of new public management over four decades.r four decades.

Budgetary control of Australian police services and the new governance of security

2005 ◽  
Vol 71 (1) ◽  
pp. 71-82 ◽  
Author(s):  
Benoît Dupont
Keyword(s):  
Public Management ◽  
New Public Management ◽  
New Governance ◽  
Management Tools ◽  
Police Services ◽  
New Public ◽  
Budgetary Control ◽  
Hybrid Actors ◽  
The Impact ◽  
Police Activity

Through the example of the Australian police services, this article examines the impact of the New Public Management tools on strengthening administrative accountability. Governments, faced with increasing social demand for security, have launched into political auctions on the themes of police activity and social control. Relationships between the authorities and the police administrators have been redefined, mainly through more rigorous budgetary control. After a rapid examination of the administrative context that led to the implementation of programme budgeting — the main government tool in this area — the article examines the tensions that resulted from its introduction. Particular emphasis is placed upon the limitations of such a tool in the field of security, which is undergoing profound reconfiguration as a result of increasingly frequent cooperation between public, private and hybrid actors.

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