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.     

VERTICAL STRATEGIC ALIGNMENT AND PUBLIC SERVICE PERFORMANCE

We report the results of a study examining the effects of vertical strategic alignment (that is, the degree to which strategic stances are consistent across different organizational levels) on public service performance. Longitudinal multivariate analysis is undertaken on a panel of public organizations over four years. We find that alignment on a prospecting strategy leads to better performance, but that no such effect is observed for a defending strategy. We also find that high levels of prospecting alignment produce stronger positive performance effects in centralized organizations and when environmental uncertainty is high. The implications of these findings for research and practice are considered in the conclusion.     

STRATEGY,STRUCTURE AND PROCESS IN THE PUBLIC SECTOR: A TEST OF THE MILES AND SNOW MODEL

We present a comprehensive empirical application of the Miles and Snow (1978) model of organizational strategy, structure and process to the public sector. We refine the model by distinguishing between strategy formulation and implementation, and applying it to 90 public service organizations. Although the empirical evidence shows that organizational strategies fit the Miles and Snow categories of prospector, defender and reactor, the relationship between these strategies and organizational structures (for example, centralization) and processes (for example, planning) is less consistent with their model. Conclusions are drawn for public management theory and practice.     

Yours emotionally: How emotional intelligence infuses public service motivation and affects the job outcomes of public personnel

We investigate the role of emotions in the public sector and their relation with work outcomes typical of public arenas. We focus on the emotional intelligence of public healthcare staff and its potential impact on public service motivation, job satisfaction, affective commitment and the quality of service to citizens. Using data from 200 nurses in a large Israeli public hospital, we examine a mixed model of direct and indirect relationships. The findings support direct positive relationships between emotional intelligence, public service motivation and job outcomes, and several indirect relationships: (1) the mediating effect of public service motivation in the relationship between emotional intelligence and affective commitment, and (2) the moderating role of emotional intelligence in the relationship between public service motivation and service quality. The impact of public service motivation on self‐reported service quality is stronger for public employees with more emotional intelligence.     

PUBLIC SERVICE USE AND PERCEIVED PERFORMANCE: AN EMPIRICAL NOTE ON THE NATURE OF THE RELATIONSHIP

Citizen surveys often measure service use as well as perceived performance, typically in the form of quality or satisfaction ratings. But little attention has been paid to the relationship between public service use and satisfaction. How do the service ratings or satisfaction judgements of frequent users differ from those of infrequent users? Is the direction of the use‐satisfaction relationship positive or negative? Or perhaps non‐linear? And does the direction or form of the relationship differ across services? Using data from New York, we examine the relationship between use and perceived performance for five services: buses, subways, parks, public libraries, and roads. Interestingly, this relationship often appears curvilinear, with satisfaction initially rising with use, to a point after which it begins to diminish. We offer some substantive interpretations of this pattern, as well as some practical implications for the analysis and understanding of citizen surveys for policy and management purposes.     

Satisfaction with and Success of Employee Training from a Public Service Motivation Perspective

New public management requires modernization processes, including modern human resource practices, to enhance public sector performance. According to human capital theory, well-qualified and highly motivated public sector employees improve institutional performance; this study investigates the extent to which employee training as human resource practice can enhance one component of employees’ public service motivation (PSM), namely public interest, and their competencies as employee outcome. We examine public interest as a mediator or a moderator of the relationship between satisfaction with employee training and the resulting competence gain. The findings indicate a positive direct effect of satisfaction with employee training on competence gains and a mediating effect of public interest.     

The Effect of More Demanding Public Services Quality Standards on the Organization of Service Providers

ABSTRACT

This research aims to investigate the effects that more demanding quality standards have on the organization of public service providers. A hypothetical research model showing the relationship between the quality of public service and the organization of public service providers was tested through a survey carried out with managers of water companies located in Italy. Results show that the new regulations impact on the organization in terms of resources and the performance management system, while the degree of centralization (i.e., the hierarchy of authority and degree of participation in decision-making) is not significantly related to the more demanding quality standards.     

Measuring Innovation – Applying the Literature-Based Innovation Output Indicator to Public Services

Governments have been encouraging public service organizations to innovate. However, little is known about the extent of innovation in public service organizations. A private sector approach to the measurement of innovation - the literature-based innovation output indicator (LBIOI) - is applied to public service organizations to address this significant information gap. The method is described and then explored in one public service sector, English housing associations. A sample of 257 innovations is constructed and then subject to analysis. This initial testing of the LBIOI indicates that the approach can be applied across public services to create longitudinal data sets, which will enhance the communication of good practice and the use of evidence in public policy, management and research. This methodology is demonstrated to offer initial insights to public service innovation and would allow relationships to be explored notably innovation and performance, a relationship central to government's promotion of innovation.     

Empowering Leadership and Municipal Service Delivery: A Case Study of a Metropolitan Municipality in South Africa

Since municipal service delivery is a challenge facing many municipalities in South Africa, this paper reports on a study conducted among a convenience sample of managers and employees from the Revenue and Customer Relations Management department of a major metropolitan municipality in South Africa, to address the aforementioned problem. The findings reveal that empowering leadership is strongly correlated with employee work effort, performance and improved service delivery. On the practitioners’ side, the important mediating role of employee work effort and employee performance in the “empowering leadership–improved service delivery” relationship in South Africa’s public sector is also highlighted.     

Accounting and accountability: bottom lines and basic mistakes

Political leaders in the United States and Great Britain over the past several decades have been denigrating the performance of public managers and focusing the reform agenda on emulating the efficiency and cost-savings techniques of business. Recently, however, the English have been taking up another set of problems--those flowing from lack of clarity as to the proper relationship between politics and administration. This article will argue that it is now time for Americans to follow suit and to put the politics-administration relationship at the forefront of the public administration agenda in order to promote a more ethical, more effective, and more attractive public service profession.     

The Adoption of Outcome-Related Performance Indicators in External Reporting: An Empirical Study

ABSTRACT

Contemporary government reforms are changing how performance is measured and evaluated, by shifting the focus from inputs and processes to outputs and outcomes. This study uses agency theory, institutional theory, and organizational information processing theory to hypothesize and assess how particular organizational and institutional factors affect the disclosure of outcome information by public organizations, drawing on an empirical analysis of 214 Italian public organizations. Organizational size, mode of service delivery, and the degree of regulation are all strongly associated with the disclosure of outcome indicators in external performance reports.     

Performance regulation in a networked healthcare system: From cosmetic to institutionalized compliance

This article studies the role of a public regulator in managing the performance of healthcare professionals. It combines a networked governance perspective with responsive regulation theory to show the mechanisms that have added to significant changes in medical cost management in the Netherlands. In a five-year period, hospital practices transitioned from cosmetic compliance with performance regulation and strategic upcoding to institutionalized compliance more in line with regulatory goals. The article demonstrates how policy changes transformed incentive structures, introduced new forms of accountability, and added actors to the network with technocratic disciplining tasks. The networked character of performance regulation offered opportunities for a responsive, non-coercive regulatory strategy that engaged various actors in a regulatory conversation about strategic coding. Responsive regulation can reduce strategic responses to performance regulation and manage the gap between administrative and clinical logics. The case study contributes to our understanding of the effectiveness of responsive, non-punitive regulation in networked settings.     

Public administration in hong kong: Crises and prospects

Current studies on Hong Kong public administration have overlooked three emerging crises of the administrative system -- the crises of mediocrity, the public service, and the metapolicy -- which may result in a complete collapse of the colonial regime. The analysis reveals the following. Firstly, operating within a paradoxical context, civil servants find it difficult to maximize their contribution. Hard pressed by the delimma of “to strive for excellence or to observe medicoirty,” many choose the latter. Thus, the overall performance of many Hong Kong public agencies and civil servants is unacceptable. Secondly, at the absence of a political theory which redefines the relationship between the political system and socio-economic system and thus the mission of the public service, many civil servants lack commitment to the public service and therefore the norm of medicority is reinforced. And thirdly, the government has reformulated its metapolicy in a way that system overloading is likely, thus making Citizen insubordination probable. It is conclusded that the future of Hong Kong is bleak and that remedial actions are awaiting: the first task is the quest for a new set of political ideology and public philosohgy; the next is reformulation of a new metapolicy, followed by forceful pulbic sector management reform.     

Performance Regimes—The Institutional Context of Performance Policies

Performance measurement, targeting, reporting and managing of public services has spread across jurisdictions in recent years. The most usual stance adopted by governments in developing performance policies has been shaped by principal-agent theory and a hierarchy of principal-agent relationships from core executive to service delivery. Such notions have been challenged from several directions, both in theory and empirically. Writers on accountability and those analyzing the “audit explosion” and the growth of “regulation inside government” have pointed to the way in which multiple actors and accountabilities have grown. Drawing on these and other sources this article develops a “performance regimes” perspective that offers a heuristic analytical framework of the main groups of institutional actors who can (but do not always) attempt to shape or steer the performance of service delivery agencies. The aim is to create a framework that can be applied comparatively to study changes in total performance regimes over time and between jurisdictions and sectors.     

FROM RED TAPE TO WHICH PERFORMANCE RESULTS? EXPLORING THE RELATIONSHIP BETWEEN RED TAPE AND VARIOUS DIMENSIONS OF PERFORMANCE IN HEALTHCARE WORK UNITS

Decades of research on red tape have still to provide final answers as to whether red tape reduces performance. This may be due to not distinguishing the different dimensions that public service performance consists of. Shifting the focus to rules and their characteristics, this study analyses how the degree of compliance burden and lack of functionality of rules relates to overall and dimensional public performance. Building upon the argument that red tape reduces resources and motivation and by doing so influences performance, hypotheses are put forward regarding the relationship to performance. Using red tape reports from employees in 49 work units and performance rated by the supervisor, this study shows that performance is at its lowest when the rules have a high compliance burden and lack functionality. Moreover, the dimensional analyses show that compliance burden may be most detrimental for output, whereas lack of functionality reduces responsiveness and democratic outcomes.     

Competition and Contracting in the Transition from CCT to Best Value: Towards a More Reflexive Regulation?

Following publication of the government’s proposals for a statutory framework of Best Value, and the introduction of regulations increasing the flexibility of CCT pending its abolition, this paper examines the relationship between the compulsory regime and its likely successor. First, the paper suggests that the Best Value frame-work is likely to impose a range of regulatory, monitoring and enforcement constraints similar in effect to the formal requirements that operate under CCT. Continuity with Conservative policy will be reinforced practically through transitional arrangements for the gradual abolition of CCT and the phased introduction of its replacement. Second, the paper argues that contracting is likely to continue to have a significant role under the new regime as the natural adjunct to the voluntary competitive processes that will be the preferred management tools for securing improvements in service performance. Open tendering and public-private sector partnership arrangements, both of which imply contractual governance, are given explicit priority in the consultation document over benchmarking, performance indicators and other comparative public management mechanisms. Third, the paper argues that local authorities are likely to want to retain and develop contracting arrangements that potentially permit a degree of control over service provision that might not be available were more radical service-providing alternatives to be adopted, involving the complete transfer of functions outside the public sector and/or their vesting in independent companies. Finally, the paper assesses the transition from CCT to Best Value from the theoretical perspective of responsive and reflexive regulation. Following a brief account of the reflexive failures of CCT, the paper argues that, although the Best Value framework is characterized by inherently reflexive processes involving self-review, consultation and standard-setting, its relative success is likely to depend ultimately both on the tightness with which legislation is drafted and on the manner of its practical interpretation, implementation and enforcement.     

Forget “Blind Leading the Seeing” – Improving Public Service Management

The aim of this research is to identify the most effective public service management approaches for outsourced services. Our focus is on the phases of transition and service management post provider selection. To reach this aim, comparative case studies across sectors were conducted. The studied cases indicate that managing an outsourced service should not be a separate area of public management research nor practice, but rather a part of service management. Best practices in (outsourced) public service management are provided. Management focus on transition phase after provider selection, performance measurement, and evaluation will bring efficiency to public sector service production.     

ON THE PERFORMANCE OF COMPETITIVELY TENDERED, PUBLIC SECTOR CLEANING CONTRACTS

Quantitative analysis of competitive tendering and contracting typically focuses on their effect on the cost of providing public sector services. In this article we turn to the systematic factors that appear to influence the performance of cleaning contracts. This is defined as compliance with contract specification, public perception of service quality and other qualitative measures of service characteristics as observed by the contracting authority. Our analysis attempts to isolate particular features of contract design, monitoring and enforcement that influence performance positively or negatively. Econometric results based on a sample of public sector cleaning contracts suggest that contractor selection procedures and contract enforcement mechanisms have the greatest influence on performance.     

Myths,Measures and Modernisation: A Comparison of Local Authority Performance in England and Wales

Local Authority performance in Wales is widely perceived as inferior to that in England. We analyse statistical evidence on current levels of performance and rates of improvement in the two local government systems, and find few significant differences between English and Welsh councils. Adverse judgements on Welsh local government seem to reflect perceptions of their management processes and methods of service provision rather than their substantive achievements. This may in turn be symptomatic of UK central government's assumption that public service improvement cannot be achieved unless organisations follow the specific model of ‘managerial modernisation it is currently promoting.