Digital government units: what are they,and what do they mean for digital era public management renewal?

Abstract

From 2011 onward, Digital Government Units (DGUs) have quickly emerged as a preferred solution for tackling the over-cost and under-performing digital services and lagging digital transformation agendas plaguing today’s governments. This article kickstarts a much-needed research agenda on this emerging trend, which has to date largely been ignored by public management scholars. DGUs exist at the center of the state, and adopt a shared orthodoxy, favoring agile, user-centric design, pluralistic procurement, data-driven decision making, horizontal ‘platform’ based solutions and a ‘delivery-first’ ethos. However, DGUs are differentiated in practice by their governance structures and resources, adding notable complexity to this recent machinery of government phenomenon. The article details the similarities and differences across six of the first DGUs introduced and highlights issues that researchers should address when assessing DGUs as an increasingly preferred instrument of digital era public sector renewal. This includes: their mixed record of success thus far; the risks of top-down reform efforts; external threats to DGUs’ sustainability; and accountability dilemmas accompanying digital government reforms.     

The Ethical Implications of Altering Public Sector Accountability Models: The Case of the Atlanta Cheating Scandal

ABSTRACT

Outcome based policies promote the use performance accountability models. However, the impact these policies have on the ethical culture of public sector organizations has not been adequately assessed. This research examines performance accountability reforms by examining the City of Atlanta’s implementation of federal and state performance policies. The analysis reveals the use of performance models in vulnerable organizations negatively impact employees’ ethical behavior. Teachers and administrators altered test results, delivered threats, misled parents and students about performance outcomes, and were dishonest with state investigators to give the illusion that performance goals had been met or exceeded.     

National security and surveillance: the public impact of the GCSB Amendment Bill and the Snowden revelations in New Zealand

Abstract

In New Zealand, Edward Snowden’s revelations about the extraordinary scope of the National Security Agency’s surveillance capabilities and the facilitating role of the Five Eyes alliance converged with increasing public concerns about the Government Communications Security Bureau Amendment and Related Legislation Bill in 2013. This generated an intense and sustained debate in the country about surveillance policy. It was a debate in which Prime Minister John Key has featured prominently. While apparently unable to clearly refute Snowden’s claims concerning mass surveillance in New Zealand, Key’s vigorous public interventions helped counter the short-term political and diplomatic fallout. However, the long-term impact of public concerns over the surveillance policies of the Key government may be much harder to predict in what is an intimate democracy, and the prospect of substantial political blowback cannot be ruled out.     

Does Training Matter? Evidence from Performance Management Reforms

Training is much discussed but rarely studied in public management. Using multiple waves of survey data, the authors examine the effects of training on the implementation of performance management reforms in the U.S. federal government, asking whether those exposed to training are more likely to use performance data and strategic goals when making decisions. Training is positively associated with reform implementation, but there is little evidence that this association can be explained by the development of specific capacities to overcome performance management challenges. The findings offer two implications for the practice and study of training. The authors propose that training is likely to succeed if it is designed and funded to close specific capacity gaps needed for successful reform implementation. However, it is also necessary to better understand alternative causal mechanisms by which training facilitates reform implementation, such as explaining and justifying reforms.

Practitioner Points

• Training can facilitate the implementation of new policies by providing information about the policies, justifying why they are needed, and giving employees the capacity to put the new policies in place.
• Using training to build specific employee capacities is more complex, resource intensive, and rare than using training to provide information and justify reforms.
• Effective training in government requires not just more resources but also better understanding of the specific capacities needed and how to create them—research can help by identifying the most significant capacity gaps in policy implementation.

     

Recovering,Restoring, and Renewing the Foundations of American Public Administration: The Contributions of Herbert J. Storing

Public administration continues to face an identity crisis that turns on the question of whether the animating principles of the discipline are to be discovered in the political foundations of a given regime, or whether they are to be found in more universal and transcendent principles of scientific management. Herbert J. Storing reframed the identity crisis as a problem arising from America’s constitutional system of governance. In doing so, he created an important role for public administration in democratic governance. This role took the form of “closet statesmanship” and, in practice, requires the exercise of prudential judgment that looks more like judicial decision making than scientific management. In summarizing Storing’s writings, the authors convincingly argue that he has much to teach us about the ongoing debate regarding the role of the bureaucracy within America’s 87,576 systems of government.     

Government Communications,Political Trust and Compliant Social Behaviour: The Politics of Covid-19 in Britain

It is commonly said that the lockdowns and social distancing necessary to control coronavirus pandemics will only work if the general population trusts its government, believes the information it provides, and has confidence in its policies. This article traces the British government’s record in providing information about its policies and performance, and compares this with the public’s use of the mainstream news media. It then considers how these two sources of information affected trust in government and public compliance with social distancing and lockdown rules. Lastly, it compares Covid-19 with Brexit and draws conclusions about how beliefs and behaviour are formed when individuals are personally faced with a serious threat.     

Herbert Simon’s Forgotten Legacy for Improving Decision Processes

ABSTRACT:

Public administration scholarship could benefit from a return to its Simonean roots for distinctively managerial insights about decision processes. Though Simon is often juxtaposed with Dwight Waldo and portrayed as a rationalist focused on the limits of human cognition, a full understanding of his work reveals a rich understanding of the decision context that managers face. Simon argued that decisions should (1) account for norms and values; (2) link means to ends; (3) identify feasible alternatives; and (4) automate processes where automation improves transparency and evaluation. To date, economics and psychology have exploited these insights to a greater degree than has the study of management and administration in the public sector. We use one example of a structured decision process in a salmon fishery and another in a case of religious and cultural conflict in schools as illustrations of the potential for Simon’s decision principles to improve public sector decision making.     

How Do Performance Gaps Affect Improvement in Organizational Performance? Exploring the Mediating Roles of Proactive Activities

Abstract

According to the extensive literature on performance gaps, the various reference points of the problem identification process affect the managerial decisions of public managers. In this article, we propose a theory about the public management decision-making processes based on the roles of proactive behaviors, specifically regarding how identifying such problems (performance gaps) leads to performance improvement. Using panel data from Korea covering 2005–2014, this analysis provides support for our assertion that not all reference points are equally important to public managers’ proactive responses; however, we find evidence supporting the importance of perceiving the external reference point of problem identification as a significant precedent for successful organizational performance. Our results also indicate that practitioners need to become involved in greater feedback processes when searching for proactive solutions that remedy poor organizational performance. This suggests that the creation of diverse and sophisticated performance feedback systems can strengthen public managers’ abilities to find solutions for organizations. Ultimately, the findings enhance our understanding of the relationship between performance gaps and performance improvement by examining the role of public managers’ proactive behaviors.     

Exploring Aggregate vs. Relative Public Trust in Administrative Agencies that Manage Spent Nuclear Fuel in the United States

Trust is a key component of democratic decision‐making and becomes even more salient in highly technical policy areas, where the public relies heavily on experts for decision making and on the information provided by federal agencies. Research to date has not examined whether the members of the public place different levels of trust in the various agencies that operate within the same policy subsystem, especially in a highly technical subsystem such as that of nuclear energy and waste management. This paper explores public trust in multiple agencies operating within the same subsystem, trust in each agency relative to aggregate trust across agencies that operate within the nuclear waste subsystem, and trust in alternative agencies that have been suggested as possible players in the decision‐making process. We find that trust accorded to different federal agencies within the nuclear waste subsystem varies. The variation in trust is systematically associated with multiple factors, including basic trust in government, perceptions about the risks and benefits of nuclear energy/waste management, party identification, and education. These findings have significant implications for research on public trust in specific government agencies, alternative policy entities, and for policy makers who want to design robust and successful policies and programs in highly technical policy domains.     

The Impact of Customer Orientation on Government Employee Performance

ABSTRACT

This article explores the impact of “customer service” orientation on government employee performance. Although public organizations have been encouraged to become customer-centered organizations, concerns exist about the application of such market orientations to the management of government organizations. This article joins in the customer orientation debate by exploring the impact of customer orientation on employee motivation and performance. Using quantitative and qualitative analysis of data from civilian employees at a Department of Defense installation, this study explores the impact of customer orientation on employee performance and motivation, across time and work roles.

Consistent with previous research that suggests that customer orientation is positively associated with public and private employee performance and work attitudes, the results of this study suggest that customer service orientation has a strong positive impact on employee performance and motivation. Employee customer orientation provides a connection to the organization's goals consistent with employees' affective and normative values of public service, and feedback necessarily to improve service delivery. The impact of formal management systems may be enhanced by their ability to strengthen an employee's customer orientation. Ultimately, however, efforts to create a more “market”-based orientation focused on institutional customers who purchase services may have limited impact, or even a deleterious effect on, employee performance and motivation, unless also accompanied by formal linkages to service beneficiaries.     

From New Public Management to Public Value: Paradigmatic Change and Managerial Implications

Both practitioners and scholars are increasingly interested in the idea of public value as a way of understanding government activity, informing policy‐making and constructing service delivery. In part this represents a response to the concerns about ‘new public management’, but it also provides an interesting way of viewing what public sector organisations and public managers actually do. The purpose of this article is to examine this emerging approach by reviewing new public management and contrasting this with a public value paradigm. This provides the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers.     

The coronavirus crisis—crisis communication,meaning-making,and reputation management

Abstract

This article addresses the Norwegian government’s meaning-making, crises communication and reputation management during the Corona pandemic crisis. It argues that reputation management can be seen as a combination of governance capacity and legitimacy reflected in a well performing crisis communication and meaning-making. Under the slogan “working together” the government emphasized the need for a supportive and cohesive culture in order to to balance efforts at increasing governance capacity as well as governance legitimacy, through shaping a common understanding and broad consensus on what the crisis was about and what needed to be done to deal with it. A main lesson learned from the Norwegian case is that the effectiveness of the government in controlling the pandemic was enhanced by successful meaning-making and communication with the public, and to the high level of citizens’ trust in government.     

Public housing and the American dream: Residents’ views on buying into “the projects”

Abstract

This article examines residents’ attitudes toward homeownership in five large inner‐city public housing projects composed of multifamily apartment buildings. Based on 267 interviews with public housing residents in Boston, it contrasts their broad support for homeownership as a concept with their wholly mixed reaction to the idea of owning a public housing apartment. Interest in homeownership in public housing is shown to be independent of residents’ current employment status and closely tied to residents’ social investment in specific housing developments and to their perceptions about the quality of that development's management, maintenance, and security.

The findings cast renewed doubt on policies that would make public housing sales a centerpiece of national policy, but they provide qualified support for more modest efforts to increase homeownership in public housing developments and in low‐income neighborhoods around them.     

Endogenous Development Dynamics of Multisectoral Network Management

ABSTRACT

Little is known about the effects of regime change on government workers’ job satisfaction. Conventional theories of work satisfaction have identified various individual or organizational antecedents of public employees’ well-being in many different contexts. In this study, we add an additional level of analysis to the study of job satisfaction. The German reunification in 1990 constitutes a natural experiment where public employees’ institutional work environment changed dramatically. Using data from the German Socio-Economic Panel, we show that, after the reunification, East German public employees who stayed in their jobs experienced a “satisfaction shock” by substantially decreasing their levels of job satisfaction. This finding is in line with what has been labelled as “survivor syndrome” in the general management literature. We also find that, after three years’ time, differences in satisfaction levels between East and West Germans reverted to pre-reunion levels. These findings are robust to various model specifications and alternative estimators. The theoretical and practical implications of our findings are discussed.     

Integration of Integrity Information into Performance Evaluation: The Impact on Korean Public Enterprises

ABSTRACT

This article analyzes Korean public enterprises that have integrated integrity information within their performance evaluations. Performance and integrity often tend to be separately managed because they are regarded as mutually exclusive. In the Korean case, some public enterprises had expected that the integration of performance and integrity management would not produce significant changes, mainly because of the lack of direct incentives and the light weight (3%) given to integrity in performance evaluation. However, this article shows a positive correlation between performance and integrity. Moreover, we can observe an improvement in integrity following the integration of integrity information into performance evaluation. Such a change was possible not only because of financial incentives, but also because of the increasing attention CEOs placed on integrity management, which made it easier for public enterprises to institutionalize their own ethical management policies. At the same time, competition amongst public enterprises over performance scores expedited the diffusion of innovative integrity policies.     

Wire-Walking: Risk Management and Policy Experiments in China from a Comparative Perspective

Abstract

Policy scientists have long examined how policy innovation has emerged and diffused by focusing on the interaction between agents and policy programs. In contrast, this article focuses on how uncertainty in policy environments has affected the fate of policy innovation in an authoritarian state. Using original data from China’s official newspaper, the People’s Daily,it is found that the central government’s decision to promote sensitive policy experiments is a function of the perceived risks in the policy environment. The U-shaped relationship between the promotion of sensitive policy innovation and inflation reflects the wire-walking behavior of China’s central government. The central authority in China tends to promote fewer sensitive political experiments when inflation increases and resumes promoting experiments when the inflation rate passes a certain tipping point. It is also found that the central authority intentionally regulates the promotion of political experiments during important political events.     

From Measurement to Management: Breaking through the Barriers to State and Local Performance

The Winter Commission’s aspirations for improvement of governance at the state and local level resulted in proposals to modernize public institutions and systems to remove the barriers on executive and managerial authority to act. Improving government performance and accountability to citizens requires leadership to empower employees by reducing rules, increasing discretion, and rewarding innovation. The performance measurement movement and its related performance management movement are public management trends of wide influence in state and local government that are both an adjunct to, and a reflection of those aspirations. Case studies of cities that have sought to develop and use performance measurement and engage citizens demonstrate great potential to improve governance and manage for results that citizens want. But even exemplary jurisdictions face challenges using evidence‐based, data‐driven performance management approaches. Promoting best practice requires better scholarship to understand the determinants of successful implementation, adoption, and use of performance measurement. The outcomes of performance management systems are generally unmeasured and little is known about their cost effectiveness or endurance over time. The promise is there, but our expectations should be tempered.     

The Cognitive Foundations of Humanistic Governance

ABSTRACT

The debate about the kind of knowledge needed for intelligent governance is an old one, but a new perspective based on cognitive psychology has recently emerged. This perspective emphasizes evidence about the heuristics and biases that distort human judgment, particularly the so-called “availability heuristic,” in which vivid imagery leads us to overestimate the probability that a risk will actually materialize. I argue that this perspective neglects the constructive role that “availability” plays in rationality. Research in cognitive science suggests that without close attention to exactly the kind of vivid imagery that distorts probability judgments, experts may rely on an inaccurate representation of the nature of the event whose probability they seek to estimate. This essential ingredient of intelligent decision making is especially precarious in government, since public officials regularly make decisions that will affect people whose experiences they do not share. I discuss how participatory democracy and humanistic research can help counteract this bias in public decision making.     

Who cares about the public sphere?

This article offers the first empirical and cross-national analysis of citizens’ views about the democratic importance of the public sphere. We first identify three normative functions that public spheres are expected to perform in representative democracies: they provide voice to alternative perspectives, they empower citizens to criticise political authorities and they disseminate information on matters of public interest. We then argue that citizens develop differentiated views about the importance of these democratic functions, depending on (1) their ability to influence political decisions through public debate, and (2) the extent to which voice, critique and information address democratic problems they particularly care about. Drawing on Wave 6 of the European Social Survey, the statistical analysis indicates that citizens in most European countries consider the public sphere very important for democracy, especially its role as a supplier of reliable information. However, certain groups tend to care more about different aspects of the public sphere. More educated citizens are more likely to assign greater importance to all three functions. Members of cultural and sexual minorities are more likely to emphasise the importance of giving voice to alternative perspectives, while citizens dissatisfied with the government are more likely to prioritise public criticism and access to reliable information. Finally, in countries with more democratic public spheres, differences based on education and minority status are wider, while differences based on government satisfaction disappear. These findings support the claim that citizens care more about the public sphere when they can effectively influence political decision making through public debate or when the public sphere addresses democratic problems that are especially important to them. Moreover, our results indicate that citizens see some of the functions that public spheres perform as core aspects of democracy, comparable in importance to free and fair elections and the rule of law. The article thus advances an empirically grounded defence of the centrality of public debate for democracy.