Hybrids and Contradictions: Human Resource Management in the Contemporary Public Sector

Public employment is a dynamic field of study, buffeted by the ever-changing and reforming public sector environment and by external events such as changing demographics and the global financial crisis. This first article to the special edition on contemporary public sector human resources provides a broad overview of recent developments, starting with the nature of public sector reforms and proceeding with analysis of the far-reaching effects on public employment. For many western countries, this has led to a hybrid model of old and new practices, with many internal contradictions and a confusing array of accountabilities. The new arrangements led to a de-privileging of public servants through reductions in merit and tenure. They also reduced the institutional capacity of central personnel institutions to co-ordinate and monitor public employment and public management. The article proceeds with a review of the implications of these changes in the face of new challenges such as skills shortages and economic pressures. This overview provides a backdrop for the variety of articles presented in the special edition.

Peter Blunt, Mark Turner, and Henrik Lindroth's “Patronage, Service Delivery, and Social Justice in Indonesia” appears in the International Journal of Public Administration, Volume 35, Issue 3, 2013, pp. 214—220. doi:10.1080/01900692.2011.641050. It is related to this special issue's content.     

Political Influence on Public–Private Partnerships in the Public Health Sector in New Zealand

The purpose of this article is highlight the influences on the performance of public-private partnership organizations established to provide procurement services for public-sector organizations. The findings provide evidence of some values-based fracturing in public-private partnerships in the New Zealand public sector. However, it is the impact of political influence that illustrates significant potential to undermine effectiveness and efficiency. This case suggests there are innovative approaches which can be adopted—other than traditional models of public expenditure—yet still providing a sustainable public health service. Finally the case argues for the importance of appropriate political understanding of the changing scenarios.     

Public Sector Reforms: New Public Management without Marketization? The Danish Case

Is it possible to imagine New Public Management without marketization? In Denmark the present liberal-conservative Government has, throughout its 10 years in power, designed and implemented more than 15 major management reforms in the public sector. Although most of the reforms are rhetorically firmly rooted in neo-liberal ideologies they have, in practice, promoted tools and mechanisms of the “traditional,” or Old, Public Management. Based on an empirical study of the reforms, we suggest that the notion of “pragmatic” New Public Management is introduced to enhance the current understanding of New Public Management in the Western industrialized societies.     

Scale economies in local public administration

A renewed interest in decentralisation has profoundly affected local public governance around the world. Faced with an increasing number of tasks, Dutch municipalities have recently sought physical centralisation, merging into larger jurisdictions in order to target new policy areas more effectively and cost efficiently. Is such a policy of physical centralisation wise? We study economies of scale in local public administration, and find – given transfer payments from central government and current cooperation between municipalities and after controlling for geographical, demographic and socioeconomic variables – substantial unused scale economies of 17% for the average municipality. Between 2005 and 2014 the optimum size of municipalities increases from around 49,000 to 66,260 inhabitants, pointing at an increased importance of fixed costs relative to variable costs in local public administration.     

Is Managerial Work in the Public and Private Sectors Really “Different”? A Comparative Study of Managerial Work Activities

This article aims to discern the extent to which managerial work is similar and different in the public and private sectors. Using propositions and structured categories for describing what managers do, this article compares results of an observational study conducted in the Canadian public sector with similar studies from the private sector. Through a comparison of work type, hours, location, activities, and contact patterns, this research finds few differences in managerial work activities between the two sectors, despite contextual and situational differences. Possible explanations are explored, implications of the findings are discussed, and future research directions are proposed.     

Does Ideology Matter? Incentive,Efficiency and Management in the Public Sector

Contracting out has become increasingly popular as a strategy for public sector management for reducing costs, alleviating the burden on government agencies providing services, as well as taking advantage of the practices that have succeeded in the private sector. Generally, the system of management in capitalist liberal democratic systems of government that emphasize rule of law, transparency, performance measurement, and accountability are expected to be more efficient, while socialist regimes are considered to be inefficient due to the lack of these features. This article compares two dissimilar cases of the Hong Kong Special Administrative Region and Shenzhen Special Economic Zone of China. An examination of the management of contract in the area of public housing in these cities reveal that the socialist city of Shenzhen has achieved a higher level of efficiency, while capitalist Hong Kong lags behind in establishing an effective system of management of contracts in the public sector. The finding challenges the traditional assumptions related to efficiency under different ideological regimes.     

The Voice of Professionals—Lost in Evaluation?

Based on the merger of two Swedish university hospitals, this article examines the relationship between professionals and policymakers in public sector reform. Data from a survey to 663 physicians show that only 2 percent of physicians experienced a working dialogue in this relationship. The relationship with the hospital management was considered equally poor. The article seeks to understand why the voice of professionals was ignored. Results indicate that managers and policymakers collaborated—rather than competed—to avoid blame, by consequently ignoring the professionals’ feedback and attempts at whistle-blowing. This blame-avoidance strategy differs from that traditionally described in the agency literature. More studies in this area are encouraged.