scholarly journals Party Control, Party Competition and Public Service Performance

2011 ◽  
Author(s):  
George Boyne ◽  
Oliver James ◽  
Peter John ◽  
Nicolai Petrovsky
Keyword(s):  
Public Service ◽  
Party Competition ◽  
Service Performance ◽  
Party Control

scholarly journals Party Control, Party Competition and Public Service Performance

2012 ◽  
Vol 42 (3) ◽  
pp. 641-660 ◽  
Author(s):  
George A. Boyne ◽  
Oliver James ◽  
Peter John ◽  
Nicolai Petrovsky
Keyword(s):  
Public Service ◽  
Local Governments ◽  
Mixed Model ◽  
Party Competition ◽  
Service Performance ◽  
Right Wing ◽  
Party Control ◽  
Left And Right ◽  
And Performance ◽  
High Level

This article assesses party effects on the performance of public services. A policy-seeking model, hypothesizing that left and right party control affects performance, and an instrumental model, where all parties strive to raise performance, are presented. The framework also suggests a mixed model in which party effects are contingent on party competition, with parties raising performance as increasing party competition places their control of government at increasing risk. These models are tested against panel data on English local governments’ party control and public service performance. The results question the traditional account of left and right parties, showing a positive relationship between right-wing party control and performance that is contingent on a sufficiently high level of party competition. The findings suggest left–right models should be reframed for the contemporary context.

scholarly journals Public Service Motivation and Individual Job Performance

2021 ◽  
pp. 254-277
Author(s):  
Adrian Ritz ◽  
Wouter Vandenabeele ◽  
Dominik Vogel
Keyword(s):  
Public Service ◽  
Indirect Effects ◽  
Individual Performance ◽  
Public Service Motivation ◽  
Service Performance ◽  
Future Research ◽  
Public Employees ◽  
Great Relevance ◽  
The Relationship

When pressure on human resource departments to make government more efficient is increasing, it is of great relevance to understand employees’ motivation and the fit of an employee with their job, as both contribute strongly to service performance. Therefore, this chapter discusses the role of public employees’ motivation and its relationship to individual performance. More specifically, this relationship is examined by focusing on public service motivation (PSM), a stream of research developed during the last three decades stressing the service orientation of public employees’ identity. Theoretically, how the relationship between PSM and individual performance is dependent on institutions is discussed, and an overview of the existing empirical evidence concerning this relationship is provided. The literature review discusses a variety of aspects such as direct vs. indirect effects, type of performance used, how performance is measured, and effect sizes. Finally, several avenues for future research are proposed, including methodological strategies.

Rating the Rankings: Assessing International Rankings of Public Service Performance

2008 ◽  
Vol 11 (3) ◽  
pp. 298-328 ◽  
Author(s):  
Christopher Hood ◽  
Ruth Dixon ◽  
Craig Beeston
Keyword(s):  
Public Service ◽  
Service Performance

Introduction

2021 ◽  
pp. 1-22
Author(s):  
Peter Leisink ◽  
Lotte B. Andersen ◽  
Gene A. Brewer ◽  
Christian B. Jacobsen ◽  
Eva Knies ◽  
...  
Keyword(s):  
Public Service ◽  
Public Management ◽  
Multidisciplinary Approach ◽  
Service Performance ◽  
Public Employees ◽  
Institutional Perspective ◽  
Impact Performance ◽  
The Public ◽  
Management Leadership ◽  
The Individual

This chapter introduces the overall question that is central to this volume: How does management make a meaningful contribution to public service performance? A summary review of our knowledge of the concepts and relationships that feature in this overall question is provided. Describing the gaps in our knowledge, the chapter explains the approach taken by this volume in order to generate fresh insights. Thus, noting that what constitutes performance is dependent on the institutional context, the public values, and different stakeholders that emphasize some rather than other aspects of public service performance, the chapter introduces the institutional perspective. Signaling parallel lines of research with some centering management systems and others managers’ leadership, the chapter explains the multidisciplinary approach which combines the insights from public management, leadership, human resource management, and work and organization psychology to gain a better understanding of what managers do to impact performance. In addition, this multidisciplinary approach provides insight into how public employees’ attitudes and behaviors contribute to job and organization performance. The chapter concludes by presenting the conceptual model underlying the volume and explains the focus of the individual chapters and their contribution to answering the volume’s overall question.

Strategic Knowledge Sharing for Improved Public Service Delivery

2003 ◽  
pp. 187-211 ◽  
Author(s):  
Gillian Wright ◽  
Andrew Taylor
Keyword(s):  
Knowledge Sharing ◽  
Public Service ◽  
Public Services ◽  
Participant Observation ◽  
Document Analysis ◽  
Service Performance ◽  
Economic Sector ◽  
Potential Barriers ◽  
Innovative Culture ◽  
Published Research

This chapter considers inter-organizational knowledge sharing in the delivery of public services. While public services represent a significant economic sector in most countries, there is little published research of its implementation of knowledge sharing to improve service performance. The chapter highlights potential barriers to effective knowledge sharing in public service partnerships and introduces a second-order regression model to guide managers in their development of an effective knowledge sharing environment. Based on research incorporating participant observation, document analysis, 30 interviews and a survey (n=132), the chapter identifies six antecedent factors to effective knowledge sharing, the most significant of which is an innovative culture.

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