Romanticizing bureaucratic leadership? The politics of how elected officials attribute responsibility for performance

A core task for elected officials is to hold bureaucratic leaders responsible, but how do they determine if public managers actually influence outcomes? We propose that partisan and leadership heuristics affect how politicians apply a logic of individualized responsibility, that is, focus on individual bureaucrats rather than situational factors to explain organizational outcomes. We match survey data of local elected officials in Denmark with individual partisan variables and objective performance data about the schools they oversee. We provide evidence that partisan beliefs matter, with conservative elected officials more willing to pursue a logic of individualized responsibility. We also find that elected officials are more likely to assume that bureaucratic leaders determine organizational outcomes where performance is very high or low, a leadership attribution heuristic previously established in private sector studies. We argue that our findings have important implications for contemporary governance, given the growing reliance on performance metrics to assign responsibility.     

Comparing Affective Commitment in the Public and Private Sectors: A Comprehensive Test of Multiple Mediation Effects

Employees’ organizational commitment is associated with a number of positive outcomes, such as employee motivation, job satisfaction, productivity, and retention. But previous research has suggested that there may be important sector differences in both commitment and its explanations, yet results are very mixed. We study sector differences in affective organizational commitment among 1,043 public and private office workers who perform very similar tasks across sectors, testing the influence of factors thought to explain commitment and expected to vary between the sectors. We propose that the mixed results are due to different variables mediating the relationship between sector and organizational commitment. Conducting a multiple mediation analysis, we find that more hierarchy negatively mediates the relationship between public sector employment and organizational commitment. On the other hand, the relationship between public sector employment and organizational commitment is positively mediated by public service motivation and participatory management. This highlights the importance of not only studying simple sector differences, but also including relevant individual and organizational-level variables that can explain the mechanisms behind such differences.     

Do Australian public sector employees have the type of culture they want in the era of new public management?

New public management theory proposes that public sector organisations should be managed more like private sector organisations. It is therefore expected that public sector managers will have preferences for an organisational culture that will reflect the culture of private sector organisations, with an external rather than internal orientation. The current research investigated the idea that managers' perceptions of ideal organisational culture would be different to the bureaucratic model of culture (internally oriented), which has traditionally been associated with public sector organisations. Responses to a competing values culture inventory were received from 925 public sector employees. Results indicated that the bureaucratic model is still pervasive; however, managers prefer a culture that is more external, and less control focussed, as expected. Lower level employees expressed a desire for a culture that emphasised human relations values.     

Influence of organizational culture on knowledge transfer: Evidence from the Government of Dubai

In the current context of globalization and technological spread, the role of knowledge as an organizational resource is phenomenal. Knowledge management can be seen as an add-on to reform paradigms such as new public management, good governance, and smart government, which has generated significant interest for public sector reformists in recent years. The amount of literature on knowledge management in public the sector of the United Arab Emirates is relatively scanty. In the Government of Dubai (1 of 7 Emirates in the UAE), the journey towards knowledge management has started 2 decades or so ago and now has begun to take structural roots in many organizations. This study examines the relationship between organizational culture elements (i.e., trust, communication between employees, reward, leadership, and learning and development), organizational socialization, and knowledge transfer in the government organizations in Dubai. Based on a theoretical framework to measure the influence, this study conducted a questionnaire survey in the Government of Dubai entities. From 811 respondents representing these organizations, the survey results unfold positive relationship between knowledge transfer and the 4 selected organizational cultural elements (i.e., trust, communication between employees, reward, and leadership). Socialization is found to play a moderating role in all the hypothesized relationships except between reward and knowledge transfer. It also examines further research implications to support knowledge transfer processes and practices in the public sector of Dubai and the UAE.     

Banishing Bureaucracy or Hatching a Hybrid? The CanadianFood Inspection Agency and the Politics of Reinventing Government

The Canadian Food Inspection Agency (CFIA) is a means to overcoming long-standing bureaucratic politics while attaining some major policy ends.Contrary to some of the new public management bravado of transforming the public sector, the CFIA is not a bureaucratic revolution in reshaping the Canadian State. Changes in scientific staffing, funding, and inspection have been more incremental than fundamental. Moreover, the CFIA is something less than the special and separate operating agency models discussed in the alternative service delivery literature in terms of autonomy and market orientation, but something more autonomous and entrepreneurial than traditional government departments. These organizational and managerial reforms are modest extensions providing a means for achieving economies and enhanced effectiveness in carrying out the mandate of safety, consumer protection, and market access for Canadian food, animal, plant, and forestry products.     

Enhancing organizational effectiveness in developing countries: The training and visit system revisited

Improving the effectiveness of public sector organizations in developing countries has become a major focus for national governments and foreign aid agencies. This study reviews the experience of a major organizational reform strategy, the training and visit system of extension, that has operated for more than 20 years. Several lessons drawn from this experience are that aid donors must: (i) eschew their preference for organizational blueprints and recognize the contingent nature of reforms; (ii) recognize that many public sector organizations have only a small ‘controlled’ decision-making space and thus pay more attention to ‘influenceable’ decision-making opportunities; (iii) acknowledge that machine model approaches are likely to reinforce the negative aspects of hierarchical control in bureaucracies, and; (iv) pay much more attention to organizational sustainability in terms of finance and strategic management capacity.     

Organizational Citizenship Behavior in the Public Sector: A Systematic Literature Review and Future Research Agenda

This article presents a systematic literature review of organizational citizenship behavior (OCB) in the public sector. The findings show that although OCB is gaining more attention in the public sector, research often does not take specific public sector characteristics or concepts into account. Based on the available evidence, the authors develop a framework of antecedents, outcomes, mediators, and moderators of OCB. Three areas for future research are recommended: (1) regarding theory: link OCB to public sector concepts such as bureaucratic red tape, public leadership, and public service motivation; (2) regarding research designs: use stronger survey designs, experiments, and case studies and devote more attention to cross-sectoral and cross-country differences; and (3) regarding the consequences of OCB: address the gap in our knowledge of how OCB has an impact on public organizations, including negative impacts.     

Reinventing government through on‐line citizen involvement in the developing world: a case study of taipei city mayor's e‐mail box in Taiwan

Since the 1980s, a global administrative reform movement is reshaping the relationship between citizens and state. A major concern is how government can be more responsive to the governed through citizen participation. However, the more citizens participate, the more costly it is to govern. And the application of new information and communication technology (ICT) seems to be a cure for this limitation. In this research, authors take the Taipei City Mayor's e‐mail‐box (TCME) in Taiwan as a case to illustrate the complex relationships among citizen involvement, e‐government and public management. After a series of empirical investigations, the authors show that although ICT can reduce the cost of citizen involvement in governing affairs, it cannot increase citizens' satisfaction with government activities without reforming the bureaucratic organisation, regulatory structure, and managerial capacities of the public sector. The results could be helpful to public managers in planning and evaluating online governmental services in the developing countries. Copyright © 2006 John Wiley & Sons, Ltd.     

Political Pressure,Conformity Pressure,and Performance Information as Drivers of Public Sector Innovation Adoption

Why public organizations adopt and abandon organizational innovations is a key question for any endeavor to explain large-scale developments in the public sector. Supplementing research within public administration on innovation with the related literature on policy diffusion, this article examines how external factors such as conformity pressure from institutionalized models, performance information from other organizations, and political pressure affect innovation adoption. By the use of two survey experiments in very different political contexts—Texas and Denmark—and a difference-in-differences analysis exploiting a reform of the political governance of public schools in Denmark, we find that public managers respond to political pressure. We find no indications that they emulate institutionalized models or learn from performance information from other organizations when they adopt organizational innovations. The results thereby point to political pressure as an important factor behind large-scale adoptions of organizational innovations in the public sector.     

Personnel Management Reform in the Philippines: The Strategy of Professionalization

The strategy of professionalization which is a multi-pronged system aimed at efficient, effective, and responsive delivery of government services is the current thrust of the Civil Service Commission (CSC). As such, a package of personnel reform measures is instituted by the Commission which includes the pursuit of merit, competence and performance; development and institutionalization of positive attitudes, ethical conduct and behavior; motivation through an integrated system of rewards and punishments; continuing human resource development; and the encouragement of public sector unionism. Relevant issues on the professionalization thrust have been raised: (1) since the strategy of professionalization rests more on administrative controls, will the effort bring about increased bureaucratization and routinization instead (or the issue of professionalization vs. bureaucratization)? (2) are the policies coming from diverse sources like the CSC, Department of Budget and Management, Office of the President, and Congress — to mention a few — fully coordinated so as to produce convergent rather than divergent results? (3) is the government really sincere on the issue of public sector unionism since it denies the unions their basic rights to strike and bargain collectively for better pay and working conditions? There is a need to assess further the current efforts toward professionalization to find out if the Commission is really moving toward its avowed goals of deregulation, decentralization and managerial and professional discretion rather than becoming more routinized or bureaucratic.     

Lessons from the new public management in commonwealth nations

The New Public Management (NPM) is unlike any other public sector reform for the simple fact that it is practitioner-driven as well as a global movement. However, what works in one public sector circumstance may not work in another political, social, or economic setting. By surveying the Commonwealth countries I find that NPM reforms are taking place in all Commonwealth countries regardless of their various stages of economic and political development. This evidence confirms that the administrative reform of NPM measures is truly a global public sector reform movement.     

US state government privatization: Implications for social equity and inequality?

Privatization of state government services is commonplace, but our understanding of its effects is limited by data availability. We study the relationship between American state government contracting and public sector wages. Governments have used public sector employment to support a variety of goals, including social equity and economic development, but privatization, as a new public management (NPM) reform, may shift the focus. Our empirical analysis shows that state privatization of service delivery is associated with decreases in the public sector wage premium, but that these effects are not driven by gender, race, or low-levels of educational attainment. The fidelity of the implementation to NPM values conditions these effects. We also find that contracting service delivery is associated with a lower public sector wage premium for middle-class workers.     

Reemployment Services in the Netherlands: A Comparative Study of Bureaucratic, Market, and Network Forms of Organization

Progress in New Public Management research requires careful comparison of different organizational approaches to public tasks, preferably within a single political and institutional setting. This paper presents a study of three approaches to reemployment services, a recent development in the Netherlands. How do bureaucratic, networked, and market‐based forms of organization function with regard to the new public aim of second‐tier reemployment in the Netherlands? It appears that there is no simple dependence between performance and instrumental or organizational features. Even in the setting of a single welfare state, intricate interactions exist between performance, stakeholder interests, and institutional conditions. Given the importance of these interactions, New Public Management research would benefit by shifting focus away from organizational performance toward a “politics of institutional structuring.”     

Bureaucratic Behavior in the Local Public Sector: A Revealed Preference Approach

Public sector bureaucratic utility is typically assumed to be a function ofbudget size or government employment. Although intuitively appealing, thereare no definitive direct tests of the assumption. To fill this gap, thispaper exploits data that isolate resource allocation decisions made by localpublic sector bureaucrats. We use revealed preference theory to find thatthe bureaucracy behaves ``as if'' bureaucratic utility is an increasingfunction of employment across government functions and public spending,providing direct evidence justifying the popular assumption in theoreticalmodels of government behavior.     

Are public organizations suffering from repetitive change injury? A panel study of the damaging effect of intense reform sequences

In the last decade, reforms in the public sector have been implemented at an ever‐increasing pace. Hereby, organizations are repetitively subject to mergers, splits, absorptions, or secessions of units; the adoption of new tasks; changes in legal status; and other structural reforms. Although evidence is largely missing in the literature, there is a growing belief that such intense reform sequences may be damaging to organizations. This article aims to fill this gap in the literature by empirically examining the existence of such repetitive change injury for public organizations. To do so, we employ organizational absenteeism rates as an indicator for repetitive change injury and link this to the reform sequences an organization experienced. Results indicate that intense reform sequences disproportionally increase organizational absenteeism rates, supporting the existence of repetitive change injury and suggesting that reforms remain rooted in organizational memories for a longer time than is often assumed.     

How does organizational task matter for the reputation of public agencies?

The study of organizational task for understanding how organizations behave and evolve has been one of the classic topics in organization theory and public administration. Reputation scholarship has appeared as a promising perspective to understand internal and external organizational dynamics. Reputation scholars, too, emphasize the critical importance of task. Despite this recognition, the literature is characterized by a lack of theorization, and large-scale comparative analyses on how task characteristics are related to reputational dynamics. This study aims to address these concerns, relying on an extensive longitudinal dataset on the media reputation of 40 agencies in two countries to explain organizations' likelihood of attracting reputational threats (both in general and targeting specific reputational dimensions) through different task characteristics. Our main finding is that as agencies perform tasks of a more coercive and authoritative nature (regulatory tasks and, to a lesser extent, redistributive tasks), they are more likely to attract reputational threats (both in general and to all dimensions).     

Institutional Constraints,Managerial Choices,and Conflicts in Public Sector Supply Chains

In this research, we compare the governance mechanisms that public sector managers and private sector managers leverage when responding to conflict in supply chain relationships. We find evidence that public sector managers are more likely than private sector managers to rely on written (formal) contract mechanisms, but that both public and private managers use relational (informal) governance mechanisms to similar extents. We also find that managers from both sectors perceive an improvement to the quality of the exchange relationship when a relational approach is emphasized in managing the conflict. Our research provides an important contribution to our understanding about the actions public managers take in dealing with supply chain conflicts and suggests potential policy alternatives to foster contracting efficiency and effectiveness.     

Public employees and public sector reform implementation

Conventional wisdom says that reforms that aim at improving the productivity of the public sector face opposition from public sector employees, and for this reason, tend to be poorly implemented. These claims are not backed by much hard evidence. This paper seeks to fill some of that gap by investigating why an educational reform containing explicit accountability elements is poorly implemented across Norwegian municipalities about four years after the reform has passed the parliament. The empirical analyses provide evidence that municipalities with a large share of public employees are less likely to implement the reform. The relationship seems to be causal. A reduced-form approach is applied, which prevents conclusions about the mechanisms through which the public employees exercise their influence. However, some preliminary analyses indicate that school leaders hold more negative attitudes towards the reform in municipalities with a large share of public employees, potentially indicating that regulatory capture is an issue: school leaders tend to sympathize more strongly with teachers in such environments.     

Regulating Public Services: How Public Managers Respond to External Performance Assessment

Performance management systems have become a key component of contemporary public administration. However, there has been only limited analysis of the social construction of performance by public managers who are subject to them. This article examines the ways in which public managers create, maintain, and disrupt performance management practices. The authors find that managers make external performance assessments perform for themselves by constantly negotiating boundaries in ways that combine bureaucratic and managerial rationales. The authors argue that the ways in which organizational boundaries are constructed are fundamental to understanding the success or failure of performance management systems and the transformation of managerial ways of thinking about performance into a logic of improvement through which contemporary public sector reforms become embedded.