scholarly journals Appraising Public Value in the Public Sector: Re-evaluation of the Strategic Triangle

2021 ◽  
Vol 4 (2) ◽  
pp. 1-10
Author(s):  
Malang B.S. Bojang
Keyword(s):  
Social Sciences ◽  
Public Sector ◽  
Common Good ◽  
Public Management ◽  
New Public Management ◽  
Cost Effective ◽  
Public Value ◽  
The Public ◽  
Public Managers ◽  
Public Sector Managers

Purpose- This article aims to address public value by assessing public programs and services' success in a more cost-effective way. The study also investigates how public managers and elected officials can use public value to guide their decisions on resource allocation to create value for the citizens. Design/methodology- To meet this study's aims, Mark Moore’s strategic triangle is used as the framework for this study. This is a comprehensive framework that evaluates the performance of public sector programs and service delivery. Data for this study has been collected via a primary scoping of the literature on public value. Database searches were conducted in the Social Sciences Index, SCOPUS journals, ISI Social Sciences Citation Index, and Google Scholar. Findings- From the investigation, the result indicates that public value is created by government or public managers in their daily transactions and by non-profit organizations that articulate their objectives and find popular support for the community's common good.                                                                                                Practical implications- Arguably, public value management provides a necessary improvement to public management theories. It redefines the function of public sector managers in the provision of socially desirable outcomes through citizen engagement. As a progress appraisal tool in public organizations, it offers a broader and inclusive framework than the New Public Management (NPM). Originality/value- This study's results contribute to the knowledge and literature of public value in the public sector.  The strategic triangle builds on the challenges and weaknesses of NPM and it aims at reshaping institutions to prioritize value creation for citizens.

A Case Study of a Data Warehouse in the Finnish Police

2011 ◽  
pp. 183-191 ◽  
Author(s):  
Arla Juntunen
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Public Management ◽  
Added Value ◽  
Public Value ◽  
Public Authorities ◽  
The Public ◽  
Public Sector Managers ◽  
The Government ◽  
High Level

The high level objectives of public authorities are to create value at minimal cost, and achieve ongoing support and commitment from its funding authority. Similar to the private sector, today’s government agencies face a rapidly changing operating environment and many challenges. Where public organizations differ is that they need to manage this environment while answering to demands for increased service, reduced costs, fewer resources and at the same time increased efficiency and accountability. Public organization must cope with changing expectations of multiple contact groups, emerging regulation, changes in politics, decentralization of organization, and centralization of certain functions providing similar services, and growing demand for better accountability. The aim of public management is to create public value. Public sector managers create value through their organization’s performance and demonstrated accomplishments. The public value is difficult to define: it is something that exists within each community. It is created and affected by the citizens, businesses and organizations of that community (cf. also Moore, 1995). This increased interest to questions of value is partly due to the adoption of values and value-related concepts taken from business, like value creation and added value. It is argued that the public sector adopts business-like techniques to increase efficiency (Khademian, 1995; cf. Turban et al. 2007; Chen et al. 2005). In addition, there is a growing concern to the non-tangible, political, and ethical aspects of the public sector governance and actions (See Berg, 2001) Decision making that turns the resources in to public value is a daily challenge in the government (Khademian, 1999; Flynn, 2007) and not only because of the social or political factors. Most of decision problems are no longer well-structured problems that are easy to be solved by experience. Even problems that used to be fairly simple to define and solve are now much more complex because of the globalization of the economy, and rapid pace of changes in the technology and political and social environment. Therefore, modern decision makers often need to integrate quickly and reliably knowledge from different areas of data sources to use it in their decision making process. Moreover, the tools and applications developed for knowledge representations in key application areas are extremely diversified, therefore knowledge and data modeling and integration is important (See also the decision support systems (DSS) modeling methods and paradigms: Ruan et al., 2001; Carlsson & Fuller, 2002; Fink, 2002; Makowski & Wierzbicki, 2003). The application s of real-world problems and the abundance of different software tools allow to integrate several methods, specifications and analysis and to apply them to new, arising, complex problems.

scholarly journals Four Domains of Public Value Creation: A Core Typology

2021 ◽  
Vol 1 (4) ◽  
pp. 24-32
Author(s):  
Dr Kate Joyner
Keyword(s):  
Public Sector ◽  
Value Creation ◽  
Policy Development ◽  
Public Management ◽  
Public Value ◽  
The Public ◽  
Management Literature ◽  
Government Organisation ◽  
Public Sector Managers ◽  
The Government

The public management literature has failed to capture the arenas of operation of the public sector manager in one holistic framework, thus inhibiting the development of a more complete theory of leadership that drives public value. This paper develops a core typology of arenas of public value creation, based on the locus of interaction (internal or external to the government organisation) and the public value purpose (trading or policy development). Four arenas are described, illustrating that public sector managers in complex policy areas traverse all forms of institutional structure includingmarket, hierarchy and hybrid. The typology developed and discussed is an attempt to provide more precision in characterising the nature of policy leadership. Building on the public value work of Moore (1995; 2013; 2014),the typology enables theorising on the role and nature of leadership in driving public value.

scholarly journals The Five Tasks of Public Value Management: Public Value as a Programme of Administrative and Societal Democratisation

2020 ◽  
Vol 13 (2) ◽  
pp. 161-180
Author(s):  
Michal Sedlačko
Keyword(s):  
Public Management ◽  
Market Failure ◽  
New Public Management ◽  
Democratic Legitimacy ◽  
Value Management ◽  
Public Value ◽  
The Public ◽  
Public Managers ◽  
Value Propositions ◽  
Career Options

AbstractThe aim of this essay is threefold: (1) to identify the tasks of public managers in public value management (PVM), (2) to start a debate on the relationships between autonomy, entrepreneurship and PVM from the perspective of institutional roles and management levels, and (3) to initiate a discussion about the transferability of PVM to diverse administrative systems and cultures. The public value discourse emerged in the 1990s, justifying the need for the concept through a deficit in democratic legitimacy, the delivery paradox, as well as market failure and the critique of New Public Management. Public value focuses on the ultimate purpose of the use of public resources and can thus serve to strengthen outcome legitimacy and downward accountability. Arguably, the most productive interpretation of the public value concept rests along the lines of a normative, conceptual orientation for managerial action, accompanied by a (so far somewhat sparse) set of practical tools and reasoning for public managers. Five tasks of PVM were identified: (1) conducting political management to secure legitimacy for particular value propositions; (2) leveraging public value opportunities through networks and a range of delivery mechanisms; (3) ensuring continuing democratisation through helping the realisation of politically empowered citizenship; (4) ensuring learning across multiple levels and audiences; and (5) cultivating a wider view of sustainable wellbeing for all. Regarding the applicability of PVM across various dimensions of administrative traditions and cultures, it would seem that the tasks are more compatible with some cultures and traditions than others. For instance, these roles seem more compatible with non-politicised public administrations that grant high societal status and discretion to civil servants, and provide them with generalist training and career options. One of the key open questions is under what conditions can a public value approach contribute to changes in the given public administration culture, in particular towards the development of downward accountability mechanisms in the context of democratic backsliding and constraints to bureaucratic autonomy.

A Case Study of a Data Warehouse in the Finnish Police

2011 ◽  
pp. 956-966
Author(s):  
Arla Juntunen
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Public Management ◽  
Added Value ◽  
Public Value ◽  
Public Authorities ◽  
The Public ◽  
Public Sector Managers ◽  
The Government ◽  
High Level

The high level objectives of public authorities are to create value at minimal cost, and achieve ongoing support and commitment from its funding authority. Similar to the private sector, today’s government agencies face a rapidly changing operating environment and many challenges. Where public organizations differ is that they need to manage this environment while answering to demands for increased service, reduced costs, fewer resources and at the same time increased efficiency and accountability. Public organization must cope with changing expectations of multiple contact groups, emerging regulation, changes in politics, decentralization of organization, and centralization of certain functions providing similar services, and growing demand for better accountability. The aim of public management is to create public value. Public sector managers create value through their organization’s performance and demonstrated accomplishments. The public value is difficult to define: it is something that exists within each community. It is created and affected by the citizens, businesses and organizations of that community (cf. also Moore, 1995). This increased interest to questions of value is partly due to the adoption of values and value-related concepts taken from business, like value creation and added value. It is argued that the public sector adopts business-like techniques to increase efficiency (Khademian, 1995; cf. Turban et al. 2007; Chen et al. 2005). In addition, there is a growing concern to the non-tangible, political, and ethical aspects of the public sector governance and actions (See Berg, 2001) Decision making that turns the resources in to public value is a daily challenge in the government (Khademian, 1999; Flynn, 2007) and not only because of the social or political factors. Most of decision problems are no longer well-structured problems that are easy to be solved by experience. Even problems that used to be fairly simple to define and solve are now much more complex because of the globalization of the economy, and rapid pace of changes in the technology and political and social environment. Therefore, modern decision makers often need to integrate quickly and reliably knowledge from different areas of data sources to use it in their decision making process. Moreover, the tools and applications developed for knowledge representations in key application areas are extremely diversified, therefore knowledge and data modeling and integration is important (See also the decision support systems (DSS) modeling methods and paradigms: Ruan et al., 2001; Carlsson & Fuller, 2002; Fink, 2002; Makowski & Wierzbicki, 2003). The application s of real-world problems and the abundance of different software tools allow to integrate several methods, specifications and analysis and to apply them to new, arising, complex problems.

Incentivizing the Poor Relation: ‘Performance’ and the Pay of Public-Sector ‘Senior Managers’

2005 ◽  
Vol 9 (1) ◽  
pp. 75-87 ◽  
Author(s):  
Tony Cutler ◽  
Barbara Waine
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Public Management ◽  
New Public Management ◽  
Central Element ◽  
Senior Managers ◽  
Public Managers ◽  
New Public ◽  
Public Sector Managers ◽  
And Performance

This article discusses the principles and practices of pay determination for senior managers in the public sector. A central theme of the article is the analysis of performance-related pay (PRP) in the pattern of pay determination for this group. The discussion of this approach to pay is set in the context of New Public Management (NPM) and the emphasis on installing performance measurement and management as a central element in the ‘reform’ of public-sector services. The exemplary material is drawn from the United Kingdom, as it represents a national case in which NPM techniques have been applied over a quarter of century under successive governments. The article argues that while there are logical connections between PRP and performance measurement and management the practice of pay determination for senior public-sector managers is less coherent than such connections might suggest. The article locates the causes of such incoherence in the complexity of patterns of pay determination for senior public managers and the conceptual and methodological problems inherent in assessing the performance of public-sector services.

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.

Mapping public value processes

2014 ◽  
Vol 27 (4) ◽  
pp. 334-352 ◽  
Author(s):  
John Alford ◽  
Sophie Yates
Keyword(s):  
Public Sector ◽  
Child Nutrition ◽  
Process Mapping ◽  
Public Value ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Public Managers ◽  
Big Picture ◽  
Comprehensive Framework

Purpose – The purpose of this paper is to add to the analytic toolkit of public sector practitioners by outlining a framework called Public Value Process Mapping (PVPM). This approach is designed to be more comprehensive than extant frameworks in either the private or public sectors, encapsulating multiple dimensions of productive processes. Design/methodology/approach – This paper explores the public administration and management literature to identify the major frameworks for visualising complex systems or processes, and a series of dimensions against which they can be compared. It then puts forward a more comprehensive framework – PVPM – and demonstrates its possible use with the example of Indigenous child nutrition in remote Australia. The benefits and limitations of the technique are then considered. Findings – First, extant process mapping frameworks each have some but not all of the features necessary to encompass certain dimensions of generic or public sector processes, such as: service-dominant logic; external as well internal providers; public and private value; and state coercive power. Second, PVPM can encompass the various dimensions more comprehensively, enabling visualisation of both the big picture and the fine detail of public value-creating processes. Third, PVPM has benefits – such as helping unearth opportunities or culprits affecting processes – as well as limitations – such as demonstrating causation and delineating the boundaries of maps. Practical implications – PVPM has a number of uses for policy analysts and public managers: it keeps the focus on outcomes; it can unearth a variety of processes and actors, some of them not immediately obvious; it can help to identify key processes and actors; it can help to identify the “real” culprits behind negative outcomes; and it highlights situations where multiple causes are at work. Originality/value – This approach, which draws on a number of precursors but constitutes a novel technique in the public sector context, enables the identification and to some extent the comprehension of a broader range of causal factors and actors. This heightens the possibility of imagining innovative solutions to difficult public policy issues, and alternative ways of delivering public services.

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.

scholarly journals A Framework for Results Based Management to The Public Sector in Egypt:Challenges and Opportunities

2015 ◽  
Vol 4 (4) ◽  
pp. 23
Author(s):  
Wael Omran Aly
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Management ◽  
Third World ◽  
New Public Management ◽  
National Development ◽  
Arab Countries ◽  
The Public ◽  
Modern Development ◽  
Effective Development

Abstract:After the Second World War, the newly emerged independent third world countries faced immense problems such as poverty, illiteracy, poor health, low agriculture and industrial productivity and social instability. The idea of development administration was born with the above-stated pragmatic concern. Since then, third world countries strived to adopt development administration principles and techniques; in order to transform their conventional traditional public administration into modern development administration that can lead the prospective development.Such conventional public administration deals with regulatory aspects of administration such as law and order, judicial administration and revenue collection, development administration is concerned with the socio-economic developmental activities. Thus, traditional public administration is structure-oriented while developmental administration is action- oriented. Many third world countries failed in realizing such desired shift by converting its conventional public administration to effective development administration; able to achieve the intended national development via the formulation and the implementation of plans, policies, programs and projects necessary for sustainable development purposes. Such bad governance had led the people to go up against such government; as it happens lately in some Arab countries like Egypt and Tunisia.Therefore, the public sector in Egypt need to be deregulated, a new results-based management is a must; to hold managers accountable. This is a fundamental change: holding managers accountable for what they do, not how they do it. The public sector reform initiatives (especially the New Public management –NPM) have resulted in changing the accountability concept; from accountability in terms of procedural compliance to accountability in terms of efficiency and results (effectiveness and cost effectiveness).  

scholarly journals New public management and the rise of public sector performance audit

2018 ◽  
Vol 32 (1) ◽  
pp. 280-306 ◽  
Author(s):  
Lee D. Parker ◽  
Kerry Jacobs ◽  
Jana Schmitz
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Content Type ◽  
The Public ◽  
Key Stakeholders ◽  
New Public ◽  
Performance Audit ◽  
Performance Auditing ◽  
Strong Control

Purpose In the context of global new public management reform trends and the associated phenomenon of performance auditing (PA), the purpose of this paper is to explore the rise of performance audit in Australia and examines its focus across audit jurisdictions and the role key stakeholders play in driving its practice. Design/methodology/approach The study adopts a multi-jurisdictional analysis of PA in Australia to explore its scale and focus, drawing on the theoretical tools of Goffman. Documentary analysis and interview methods are employed. Findings Performance audit growth has continued but not always consistently over time and across audit jurisdictions. Despite auditor discourse concerning backstage performance audit intentions being strongly focussed on evaluating programme outcomes, published front stage reports retain a strong control focus. While this appears to reflect Auditors-General (AGs) reluctance to critique government policy, nonetheless there are signs of direct and indirectly recursive relationships emerging between AGs and parliamentarians, the media and the public. Research limitations/implications PA merits renewed researcher attention as it is now an established process but with ongoing variability in focus and stakeholder influence. Social implications As an audit technology now well-embedded in the public sector accountability setting, it offers potential insights into matters of local, state and national importance for parliament and the public, but exhibits variable underlying drivers, agendas and styles of presentation that have the capacity to enhance or detract from the public interest. Originality/value Performance audit emerges as a complex practice deployed as a mask by auditors in managing their relationship with key stakeholders.

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