FOSTERING AFFECTIVE ORGANIZATIONAL COMMITMENT IN PUBLIC SECTOR AGENCIES: THE SIGNIFICANCE OF MULTIFACETED LEADERSHIP ROLES

This study examines whether the various leadership roles undertaken by public sector managers have an important association with subordinates' levels of affective commitment to the organization. Our empirical findings suggest that not all leadership practices matter. It appears that only relations‐oriented and change‐oriented leadership, and to a far lesser extent integrity‐oriented leadership, have a substantive association with affective organizational commitment. Task‐oriented leadership and, to a large degree, integrity‐oriented leadership, are found not to matter much for employees with lower levels of affective commitment, but they look to strengthen fondness of the organization among those with already high levels of affective commitment. Results also suggest that the diversity‐oriented leadership role has no association with affective commitment to the organization.     

Customization in Civil Service Training: Implications for Outsourcing Human Resources Management

In the public sector, central training institutes once played an irreplaceable role in formulating training policies and providing training programs to government employees. The introduction of new public management (NPM) has stimulated a reform agenda in human resources (HR) management, resulting in a shift from centralized training to decentralized or outsourced training; to be precise, making civil service training more demand-driven and lessening the role of central training institutes. Local-level governments and agencies have acquired more autonomy in deciding whether to provide training in-house, or to purchase relevant services from private providers. In addition, dramatic institutional, economic, and operational changes in the public sector in the twenty-first century have brought about competition among governments worldwide in terms of innovative and creative ideas, prompting them to equip their employees with the relevant skills for the governments to remain competitive. This study explores how civil service training in Hong Kong has been decentralized and customized from the viewpoint of civil servants being trainees, and assesses the role of the Civil Service Training and Development Institute as a centralized training institute for Hong Kong civil servants within the modern, decentralized, and consumerized HR management regime.     

Opportunities in Role Specialization Through Location in Public Sector Services

The purpose of this paper is to study whether organizations in the public sector have special roles that are similar to those in the private sector. The model used for the analyses is the Ferdows ‘strategic role of the plant’ model. The operations of Ministry of Foreign Affairs in Finland were analyzed for the study. The data used was gathered in interviews and from general sources. The results indicate that special roles can be found and, furthermore, that there are huge possibilities in this area. The idea of roles is important to improve their productivity.     

REFORMING PUBLIC SERVICES IN THE UK: BRINGING IN THE THIRD SECTOR

In the UK, the government continues its project to reform public services. Earlier projects have focused on the modernization of public sector organizations; in the latest round of reform, New Labour has focused on widening choice and the personalization of services. To this end, the government has been working with Third Sector (TS) organizations to expand their role in shaping, commissioning and delivering public services. The government’s vision is predicated on a normative assertion, that, unlike traditional public sector organizations, TS bodies create public value by being more innovative, are inspired by altruistic aims and values, and have greater commitment to their clients. This paper reviews recent policy and questions whether the government’s policy is flawed, contradictory and risks damaging the attributes of the TS admired by New Labour.     

Governance in the UK Public Sector: the Involvement of the Governing Board

Governing boards are a prominent feature of many public sector organizations today. These boards have been modelled on the private sector board of directors. Like company boards, one of their main functions is to provide strategic leadership and policy direction for the organization. The role of managers and chief executives is to implement this. This paper examines the extent of involvement of one public sector board, the school governing body, in strategic activity. Using empirical evidence from a number of semi-structured interviews conducted in schools, its findings indicate that governing bodies are not involved at a high level in strategy within schools. Rather, headteachers are more likely to be undertaking this activity. Reflections are made about the relevance of the 'board of directors' model for both governing bodies and the public sector more generally.     

STRATEGY FORMATION IN PUBLIC AGENCIES

The main contribution of this study is the identification of three modes of strategy for public agencies based on strategic thought in a corporate environment. Strategic design, internal strategic scanning, and strategic governance embody three distinct modes of strategy relevant in the public sector. Programming actions, combining capabilities, and formation of networks capture the essence of these strategic orientations. By offering an organization‐based view of public sector strategy, this study puts public agencies at the centre of strategic examination. The fundamental unit of analysis within agencies is administrative duty, which connects administrative action with the democratic decision‐making process. These three strategy modes are based on complementary and, in some respects, contradictory theoretical assumptions, but all offer opportunities for confronting the diverse environments faced by public agencies. Each strategic orientation has a distinct approach to such features as the role of management, occupational groups, the environment, and types of capital.     

Strategic management and public organizations: Lessons from the past and prescriptions for the future

The 1990s have become a decade of reflection and rethinking of foundational concepts in the field of public administration. Public adminstrationists are attempting to bring the best of management approaches to bear on the problems facing public organizations. Strategic management has been widely used in the private sector since the 1960s, and has gained increased acceptance in the public sector since the 1980s. It is a management approach that synthesizes much of what management theorists have long recognized as essential to effective management practice. This article traces the development of strategic management and examines what has been learned from the past that will improve future implementation efforts in public organizations.     

Executive-Led Governance or Executive Power ‘Hollowed-Out’—The Political Quagmire of Hong Kong

New Zealand has long enjoyed a reputation as a country with a corruption‐free state sector. However, social change and the state sector reforms of the 1980s and 1990s, have rendered that status less secure. While hard‐core corruption does not yet appear to be a major problem, what constitutes corruption can be a function of changing public perceptions and attitudes. Four main types of behaviour of public officials are identified, all of which have a bearing on how corruption is perceived. In New Zealand, there is casual evidence that hard‐core corruption might be more common today than in the past, but the official attitude to the possibility of it increasing seems to be overly sanguine, partly as a result of a very narrow definition of corruption. Vigilance could be enhanced by a stronger role for Parliament's agency, the Office of the Controller and Auditor‐General.     

THE DIFFICULT TRANSFORMATION OF STATE AND PUBLIC ADMINISTRATION IN PORTUGAL. EUROPEANIZATION AND THE PERSISTENCE OF NEO‐PATRIMONIALISM

Portugal has been characterized by a late discontinuous democratization process. This contribution discusses the case of state and public administration reform in Portugal by using approaches from democratization, modernization and Europeanization theories. In order to understand the Portuguese case, the concept of ‘neo‐patrimonialism’ is used. We characterize Portuguese public administration as still having ‘neo‐patrimonial’ features, and therefore is still in transition from old closed‐minded practices such as particularistic decision making or clientelistic relationships to new open‐minded ones. The ‘new’ governance agenda combines new public management instruments and a growing flexibilization of public administration towards networks with non‐statal actors and has certainly led to some improvement in the quality of the services associated with public administration. Although is still too early to assess, top‐down and horizontal Europeanization processes, particularly since the late 1990s, may have contributed to a more reflexive approach in moving towards a more endogenous strategic vision based on the needs of the Portuguese state and public administration.     

PATTERNS OF GOVERNMENT FUNDING TO THIRD SECTOR ORGANIZATIONS AS REFLECTING A DE FACTO POLICY AND THEIR IMPLICATIONS ON THE STRUCTURE OF THE SECTOR IN ISRAEL

The treatment of the Third Sector and its organizations by governments in Israel has been characterized by a lack of a declared, knowledge based and centrally planned policy. It takes a haphazard form of politically driven bargains, personally attained benefits, and reactive crisis intervention solutions. Paradoxically, the lack of planning and coordination in policymaking in issues involving the Third Sector is accompanied with an elaborate system of public funding to Third Sector organizations, a system that has developed incrementally over the years. These funding patterns have accumulated to a persistent de-facto policy towards that set of organizations.

Findings on public funding to Third Sector organizations from two major research projects—the Johns Hopkins Comparative Nonprofit Sector Project and the Israeli Third Sector Database—served to analyze that de-facto policy towards the Third Sector in Israel.

The large-scale funding of Third Sector organizations and specifically service providing organizations in the fields of “Education” and “Health”, alongside with the meager support of other types of organizations imply a conception of the Third Sector as a complementary organ of government. The statist ideology this funding pattern reveals results in a non-deliberate yet unmistakable policy. It is geared towards utilizing the Third Sector to replace and complement the public sector in providing different essential services, and at the same time minimizing or ignoring other roles of the sector altogether (advocacy, innovation, development of civil society).

This policy has concrete consequences. Since government funding is the major funding source of the Third Sector in Israel, these preferences influence the nature and the composition of the sector. It strengthened the service provision tendency and increased the major role religion plays in the sector on the one hand. On the other hand it undermines the development of foundations as a significant alternative to public funding and the development of civil society.

The findings point out to some of the social origins of the Israeli Third Sector. Among these we discuss the major role these organizations played in the pre-state era, the centrality of religion in the Jewish State, the centralist and statist ideologies of the first Israeli governments and some political arrangements which still are in effect after decades. Our data show that despite the structural changes that the Israeli society and polity underwent since the 1970s, the economic structure of the sector and its public funding patterns have basically stayed the same. That is in spite of the drastic growth and diversification the sector enderwent since the 1980s. Third Sector policy too still carries a strong statist flavor, as it completely ignores the rising element of civil society.

The clear consequences of that unplanned de-facto policy raise various questions regarding the roles of the Third Sector in Israel, the necessity of a systematic public debate on these roles and the desired government policy towards the sector in light of these roles.     

Performance-Related Payments in Local Governments: Do They Improve Performance or Only Increase Salary?

Personnel policies in public sector organizations are fundamental to improving public services, since they have an impact on both individual and organizational performance. Within the broad area of Human Resources Management (HRM), Performance-Related Pay Systems (PRPSs) are widely considered one of the cornerstones of public sector managerial reforms. Monetary incentives should be paid for performance achievements of single employees and/or teams, according to a defined set of objectives. While the role and appropriateness of PRPSs in the public sector have been widely discussed in the literature, in some countries monetary incentives have been used as a tool to increase individual salaries, without considering them as a motivating instrument in a wider HRM system. A small number of studies have been conducted to understand the limitations of this form of incentives and to investigate whether it can be replaced by different and more effective incentives in order to avoid the de-motivating effect caused by money, as recognized in the literature. This study tries to fill this gap investigating, through twenty-five interviews to informed respondents the effectiveness of existing PRPSs at Local government level in Italy both in terms of performance and motivation and the possibility to substitute monetary with non-monetary incentives. The findings suggest that the limitations of monetary incentives have been widely recognized, but it is still difficult to replace them with different and more effective alternatives.     

NEW PUBLIC MANAGEMENT IN PUBLIC SECTOR ORGANIZATIONS: THE DARK SIDES OF MANAGERIALISTIC ‘ENLIGHTENMENT’

For many years the proponents of New Public Management (NPM) have promised to improve public services by making public sector organizations much more ‘business‐like’. There have been many investigations and empirical studies about the nature of NPM as well as its impact on organizations. However, most of these studies concentrate only on some elements of NPM and provide interesting, but often anecdotal, evidence and insights. Perhaps exactly because of the large amount of extremely revealing and telling empirical studies, there is, therefore, a lack of a systematic identification and understanding of the nature of NPM and its overall relevance. This paper contributes to a systematic identification and understanding of the concept of NPM as well as its multi‐dimensional impact on public sector organizations. First, the paper aims at (re‐) constructing a comprehensive taxonomy of NPM's main assumptions and core elements. Secondly, the paper tries to provide a more comprehensive and meta‐analytical analysis of primarily the negative consequences of NPM‐strategies for public sector organizations as well as the people working in them.     

STRATEGY CONTENT AND PUBLIC SERVICE PROVIDER PERFORMANCE IN THE UK: AN ALTERNATIVE APPROACH

This article presents an alternative empirical test of the relationship between strategy content and service provider performance. Strategy content, conceptualized as comprising strategic stance and strategic action, has been shown to be a means to improve public service performance. We contribute to this growing body of research by deriving an alternative typology of strategy to better reflect competitive conditions in the public sector, which existing strategy typologies cannot fully explain. By assuming that public service providers must follow strategies best suited to their internal and external conditions for improved performance, we evaluate the significance of ‘fit’ between alternative strategic stances and organizational characteristics. Compromising the delivery of a strategy invariably leads to a misfit between strategy and what the service provider is actually doing. We highlight how to optimize strategic fit, to maximize service provider performance. Conclusions are drawn for public management theory and practice.     

MAKING THE CORE CONTINGENT: PROFESSIONAL AGENCY WORK AND ITS CONSEQUENCES IN UK SOCIAL SERVICES

In recent times, the UK has witnessed a steady growth in the use of agency workers to fill core professional roles in public sector organizations. Similar trends have been noted elsewhere, particularly in Australia and the US. In this paper our objective is to explore some of the consequences of this growth, drawing on case study research on social services. We point to a number of problems associated with the management of agency workers and to the potentially negative consequences for the quality of services. These problems, in turn, may impact on key aspects of a (largely functional) public service employment model founded on strong internal labour markets, employment stability and collegial ethos. We also note that while there are ways in which public organizations can manage this situation, certain constraints may prevent them from doing so.     

PERFORMING GOVERNANCE: A PARTNERSHIP BOARD DRAMATURGY

This paper explores the governance of complex public sector partnerships through a detailed case study of a Joint Commissioning Partnership Board (JCPB) in the South East of England. It argues that a theoretical and empirical focus on the instrumental roles of boards has resulted in an under‐appreciation of their symbolic purposes, especially in the context of the governance of inter‐organizational relationships. The paper considers the performative dimension of partnership governance, highlighting the role of the symbolic in institutional enactment. Following a brief overview of governance in public sector partnerships, the case study site for the empirical research is introduced. The instrumental and symbolic roles of management boards are considered from a new institutionalist perspective and a dramaturgical analysis of institutional enactment undertaken to explore interplays of the symbolic and instrumental in strategy formation. Some implications for our understanding of the symbolic in partnership governance are discussed.     

PRIVATE POLICING: A VIEW FROM THE MALL

In many Western democratic societies the primacy of the police has begun to diminish with a proliferation of alternative service providers, particularly within the private security sector. This raises questions about how such bodies can best be mobilized and integrated within policing. This paper reports findings from three ethnographic case studies of private security teams operating within areas of semi‐public space, to advance understanding of their nature and operations. It shows how the character of security work is determined by vastly differing structural arrangements to those of the police, but by a similar heterogeneity of function. While private security is seen to have a valid place within the ‘extended police family’, it is depicted as a low status sector whose authority in undertaking policing derives from the autonomy of other more powerful players. Future ethnographies, it is therefore argued, need to focus on the corporate users that govern its activities.     

THE IMPACT OF FREEDOM OF INFORMATION ON WHITEHALL

This article examines whether the UK Freedom of Information Act 2000 has changed Whitehall. Based on a two‐year, ESRC‐funded study, it evaluates the impact of FOI on five characteristics of the Whitehall model: the culture of secrecy, ministerial accountability to Parliament, civil service neutrality, the Cabinet system, and effective government. Proponents of FOI hoped that government would be less secretive, more accountable and more effective; critics feared that civil servants would lose their anonymity, and collective Cabinet responsibility would be undermined. Drawing on interviews, media analysis, case law and official documents, the article finds that the impact of FOI is modest at most. It is not powerful enough to do much good or much ill, and the feared ‘chilling effect' on candour and record‐keeping has not materialized. Leaks do more damage than FOI disclosures. But ministers remain apprehensive about the effect of FOI on Cabinet records and discussions.     

THE ROLE OF POLITICS AND INSTITUTIONS IN THE ITALIAN ADMINISTRATIVE REFORM TRAJECTORY

This article applies broad conceptual categories of comparative politics to the explanation of administrative reforms in Italy. It takes as its argument some lines of influence on public sector reform of the features of the party system in Italy, the executive‐legislative balance, the politician‐bureaucrat relationship, and the role of administrative law. In the search for explanations for the trajectory of administrative reform, pre‐existing political and institutional factors also have to be interpreted through the lens of negotiated change occurring via processes of conversion and layering involving new and old institutions that has taken place in Italy since the ‘political crisis' began in 1992.     

TOWARDS STANDARDS FOR THE PUBLICATION OF PERFORMANCE INDICATORS IN THE PUBLIC SECTOR: THE CASE OF SCHOOLS

Since the 1990s, the media and public authorities in many developed countries have published data on the quality of public services such as schools, hospitals and police. In the education sector the publication of performance indicators and league tables generated considerable debate. In this article, the policy context of this development in the education sector is analysed in conjunction with the problems associated with the public reporting of school performance indicators. This is followed by a discussion of the need for an accepted set of publication standards. The aim of this article is to initiate a debate about whether international consensus can be reached on the content of such a set of standards, and whether a particular set of standards, developed in the Dutch context, is applicable in and relevant to other countries. These Dutch standards have been applied to a variety of English, American and Dutch publications. The results of the analysis suggest that if the Dutch standards were applied, school performance publications could be significantly improved.     

HOW POLITICIANS AND BUREAUCRATS NETWORK: A COMPARISON ACROSS GOVERNMENTS

Effective public administration relies on the passage of information through interpersonal communication networks. While we have a vast research literature concerning formal structures and roles in organizations, including public agencies and government institutions, we know far less about the flow of information through semiformal, voluntary interactions. In this paper we use a large survey to explore the networking patterns of politicians and bureaucrats and to compare these with the more formal structural attributes of hierarchy and functional specialization. Social network analysis and standard quantitative measures are used to examine which actors are most central in advice and strategic information networks and how this varies across governments. The results suggest that the communication networks of politicians and bureaucrats differ substantially, with politicians being surprisingly peripheral in their patterns of interaction. Differences across governments are also observed with some municipalities being markedly more hierarchical, cross‐organizational, and externally focused in their networking behaviour.