New Public Management and the British civil service

2017 ◽  
pp. 86-107
Author(s):  
Antonino Palumbo ◽  
Alan Scott
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Civil Service ◽  
New Public

Administrative elites in the Netherlands from 1980 to 2011: making the invisible visible

2014 ◽  
Vol 80 (4) ◽  
pp. 726-745 ◽  
Author(s):  
Jos Raadschelders ◽  
Frits M. Van der Meer
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Civil Service ◽  
Central Government ◽  
Service Level ◽  
Civil Servants ◽  
The Public ◽  
Management Group ◽  
New Public ◽  
Administrative Elites

The Dutch top civil service level has seldom been described in ‘elitist’ terms; befitting a country with a strong egalitarian social culture. Though formally open to outside recruitment, in practice the (top) civil service in central government is a rather closed system. There is relatively little occupational mobility between these civil servants and political officeholders, and virtually none between the public and the private sectors. However, some initiatives have recently been taken to improve this external mobility. New Public Management has had little impact upon the structure and functioning of the Dutch administrative elites. More important for the positioning and functioning of these civil servants has been the creation of the Senior Executive Service, and, within the SES, the top management group. By creating this career system at the very top of the civil service at the central level, the elite nature of the top civil servants has been reinforced. Points for practitioners The structure and functioning of the Dutch civil service has not been influenced by New Public Management (NPM). The rotation of positions at the top, through the Senior Public Service, is mainly inspired by the effort to decrease the compartmentalization of government departments. What has changed is the environment in which higher civil servants work, with Parliament, media and citizens demanding fast and tangible results.

scholarly journals The Causes and Status of Civil Service Reforms in Korea

2002 ◽  
Vol 16 (2) ◽  
pp. 67-76
Author(s):  
Geunjoo Lee
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Civil Service ◽  
Service System ◽  
System Reform ◽  
Civil Service Reform ◽  
New Public ◽  
The Status ◽  
Environmental Causes ◽  
Major Factors

This paper seeks to evaluate the status of civil service reform, which followed the prescription of the so-called neo-liberalism and new public management. The first part of the paper explores the environmental causes that brought about the recent civil service system reform in Korea. Major factors that shape the details of civil service reform are examined. The second part of the paper reviews the reform effort and assesses the outcomes of the reform programs. The tentative evaluation shows that some civil service reform programs produced noticeable achievement while others are in need of continouos attention.

Human resource management under change in the Romanian civil service in an international context

2010 ◽  
Vol 32 (3) ◽  
pp. 281-309 ◽  
Author(s):  
Jozsef Poor ◽  
George Plesoianu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Management ◽  
New Public Management ◽  
Civil Service ◽  
Labour Force ◽  
Good Practice ◽  
Content Type ◽  
New Public

PurposeThe purpose of this paper is to present a number of initiatives which have been spearheaded by the Romanian government in the field of HRM in the civil service. A more specific purpose is to determine the modelling strategy which best reflects the reform programme of HRM in the civil service, the topic of our study.Design/methodology/approachThis paper attempts to supplement existing research into New Public Management (NPM) by outlining the modernisation of a range of public HR functions in the country, and it would like to explain how this special issue arose, to provide a historical perspective for the work undertaken by the Romanian National Civil Servant Agency (NACS) and to outline the context and significance of each of the attempts at modernisation in the HRM field.FindingsEmpirical evidence shows that the centralised Romanian civil service is in need of serious change if it is to deliver a more efficient and less politically driven level of practice. Many external and internal organisational forces such as the demographics of the labour‐force, technology and privatisation – as well as the erosion of confidence in government institutions have drastically altered the environment of the civil service in Romania. Consequently, traditional Human Resource Management (HRM) approaches no longer work.Practical implicationsAt this point, in the authors' opinion, the time has come to devote more attention to decentralisation and to formulating the terms of so‐called best or good practice.Originality/valueThe paper seeks to bridge the gap by reporting on the research and consulting work of the authors in the Romanian civil service.

scholarly journals Modern Models of Public Administration in EU Countries: Implementation Experience

2019 ◽  
pp. 38-47
Author(s):  
Valentyna Nykolaieva
Keyword(s):  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Civil Service ◽  
Service Providers ◽  
Good Governance ◽  
The Public ◽  
Eu Countries ◽  
New Public ◽  
The Eu

The comparative characteristics of European public administration systems are presented. Particular attention is paid to new models of public administration in EU countries: New Public Management (NPM); New Public Governance (NPG) or New public service (NPS); Good Governance (GG). Both positive and negative characteristics of these government models are listed. Successful reform of public administration is revealed through the creation of appropriate institutions and adherence to the relevant principles, procedures, and standards of public administration and values that should be guided by civil servants. It is proved that the sphere of organization of public administration and civil service in the EU has wide experience through the implementation of so-called «soft» standards. The focus is on highlighting effective tools for reforming public administration in the EU, their main functions. The implications of NPM implementation for European regions, which were adapted by Walter Kicker’s presentation, are outlined. The key features of the new public administration and the cardinal directions of administrative reforms implemented in each EU country are identified, as well as the improvement of the main interconnected components of the public administration system, which include: institutions; rules and procedures, processes and mechanisms for coordination of cooperation; personnel potential. The realization of the reform of the public administration through the reform of administrative procedures, the development of the civil service, the process of decentralization and agencification were clarified. In modern democratic states, managerial innovations are aimed at supporting market mechanisms for democratization of public authorities; market marketing (transformation) of the work of the state with the mass introduction of methods of state managerialism. In these government models, a customer-centric approach is put in place to develop an appropriate strategy based on consumer values, meeting expectations from service providers and implementing information technology.

scholarly journals КОМПАРАТИВНИЙ АНАЛІЗ КРАЩИХ СВІТОВИХ ПРАКТИК ФОРМУВАННЯ ПОЗИТИВНОГО ІМІДЖУ ОРГАНІВ ДЕРЖАВНОЇ ВЛАДИ

World Science ◽  
2019 ◽  
Vol 3 (11(51)) ◽  
pp. 17-25
Author(s):  
Кириченко Ганна Володимирівна
Keyword(s):  
Public Management ◽  
Western Europe ◽  
New Public Management ◽  
Civil Service ◽  
White Paper ◽  
The State ◽  
Communication Policy ◽  
Public Authorities ◽  
Positive Image ◽  
New Public

The article identifies that one of the priority areas of Ukraine's development in the context of European policy abroad is the creation of a positive image of public authorities.Improvement of the civil service is based on the concepts of the new public management, which envisage the use of methods of work applied in the private sector, contribute to the modernization of the civil service, improve the quality of work of the state apparatus, create a positive image of public authorities. The article analyzes the experience of the European Commission, which together with its representatives has developed a White Paper on European communication policy, which defines the basic principles of image strategy. Three main goals of the image strategy are considered: modernization of information education of citizens, widening of boundaries of communication of citizens, increase of interaction level of citizens and power institutions. The peculiarities of institutional support for building a positive image of the state communication policy of the Western Europe countries are determined. On the example of EU countries, five best international practices are systematized on the peculiarities of forming a positive image of the state communication policy and the strategic directions of forming a positive image of the authorities and ways of their implementation in Ukraine are identified.

scholarly journals Civil service reforms in Hong Kong and Thailand: similar goals, different paths

2020 ◽  
Vol 23 (2) ◽  
pp. 111-123
Author(s):  
Ahmed Shafiqul Huque ◽  
Patamawadee Jongruck
Keyword(s):  
Hong Kong ◽  
Public Management ◽  
New Public Management ◽  
Civil Service ◽  
Content Type ◽  
Global Trends ◽  
Study Approach ◽  
New Public ◽  
Media Reports ◽  
The Impact

PurposeThe purpose of this paper is to examine the strategies of civil service reforms in Hong Kong and Thailand. It seeks to identify the drivers of reforms in the two cases and explain the divergence in processes that were intended to achieve similar ends.Design/methodology/approachThis paper adopts a case study approach along with a thorough review of the literature. It is based on secondary materials, including academic studies, government publications and websites, and media reports. It compares approaches, strategies and outcomes of civil service reforms in Hong Kong and Thailand.FindingsCivil service reforms in Hong Kong focused on improving management through the implementation of New Public Management (NPM) principles, while governance values were prominent in civil service reforms in Thailand.Originality/valueThis paper compares civil service reforms in two dissimilar Asian cases. It highlights the impact of global trends on traditional bureaucratic organizations and reform strategies, and recognizes the impacts of traditions, culture and capacity on civil service reforms.

scholarly journals Quest for Improving Performance and Quality of Bangladesh Civil Service: Contemporary Practices and Recommendations

2019 ◽  
Vol 25 (1) ◽  
Author(s):  
Dr. Nazmul Ahsan Kalimullah ◽  
Dr. Jebunnessa ◽  
M. M. Ashaduzzaman Nour
Keyword(s):  
Performance Management ◽  
Public Management ◽  
Structural Adjustment ◽  
New Public Management ◽  
Civil Service ◽  
Vital Role ◽  
Performance Quality ◽  
New Public ◽  
The Government

Civil Service has a task to secure, support and improve the nation it serves. All over the world, each and every public and civil servant plays a vital role in fulfilling this task and so improving the lives of their corresponding citizens. Over the generations civil service has helped successive governments to overcome exclusive and complex challenges. Hence, performance and quality of civil service is very important. Improving performance quality of civil service is a public personnel management process by which the public organizations determine how effectively the employees are performing the job and improve performance to achieve the ultimate goals. Public sector organizations are playing an increasingly important role towards development of Bangladesh by providing a range of services. Bangladesh started promoting quality of civil service under the rubric of the ‘Structural Adjustment’ in the era of New Public Management. This paper attempts to analyze the present state and limitations of performance management and provide some suggestions to promote quality of civil service in order to improve the overall performance of the Government of Bangladesh.

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