Performance Management in the Public Sector: Does It Decrease or Increase Innovation and Performance?

An important discussion in the performance management literature is how performance contingent incentives affect goal attainment. Incentivizing management tools are typically implemented to improve performance, but due to motivation crowding they may decrease innovation and performance. This article focuses on public research institutions and uses both existing performance studies of publications and two new innovation studies of patents to investigate effects of both financial incentives and sanctions within and between universities. Our findings indicate that public managers can create an environment supportive of innovation and performance through the use of performance management tools, but that this is no automatic link.     

Representative Bureaucracy in the Public Service? A Critical Analysis of the Challenges Confronting Women in the Civil Service of Ghana

In the public administration literature, the debate concerning the representation of minorities in the public bureaucracy continues to attract attention. The idea is that passive representation may lead to active representation with the later helping to develop policies and programs that will benefit minorities. Consequently, a number of governments have been implementing policies to enhance the involvement of minorities in public services. The Ghana government has not been left out in this endeavor. Since 1957, it has continued to institute measures to ensure a fair gender representation in the bureaucracy. This notwithstanding, the upper echelons of the bureaucracy continue to be dominated by males despite the over representation of women at the lower levels. What are the challenges confronting women in the public sector that make it difficult to achieve active representation? In this article, we examine the challenges confronting women to achieve active representation from a representative bureaucracy perspective.     

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.     

What's the Problem in Public Sector Workforce Recruitment? A Multi-Sector Comparative Analysis of Managerial Perceptions

Public sector workforce recruitment is problematic, but the nature of that problem is not clearly defined. Workforce recruitment is essentially a matching problem that requires managers to recruit desired employees in available labor pools. This research asks whether sectoral differences and competition for labor affect whether public managers frame the major problem of workforce recruitment as the size, qualifications, or work ethic of the labor pool. Using survey data from about 2,300 managers from two US states, problem attributions are modeled using multinomial logit. The findings suggest that the public and nonprofit sectors find it more problematic to recruit qualified employees than the private sector, but public and nonprofit agencies hold a comparative advantage over the private sector in recruiting employees with sufficient work ethic. Therefore, public and nonprofit managers should emphasize retention and training to leverage their comparative advantage in recruiting employees with work ethic while addressing a comparative disadvantage in recruiting qualified employees.     

Is Economic Growth Increasing Disparities? A Multidimensional Analysis of Poverty in the Lao PDR between 2003 and 2013

The Asian story of miraculous growth and poverty reduction has reinforced mainstream views of development that equate high and sustained economic growth with progress in human wellbeing. But understanding development only in terms of economic growth is not sufficient. This paper offers a different perspective on possible effects of Laos’s transition from a subsistence-oriented economy to a market-oriented economy. We used a multidimensional poverty approach with panel data for the years between 2003 and 2013. Findings suggest that benefits were not equally distributed: 50 per cent of people moved in and out of poverty, and the other half was either non-poor (37%) or always poor (13%).     

Proud to Be a Public Servant? An Analysis of the Work-Related Determinants of Professional Pride among Dutch Public Servants

ABSTRACT

A proud public servant is defined as someone who works honorably, conscientiously, and with dedication. Although professional pride has several positive effects on the performances of public servants, it is not instantly apparent which instruments help to stimulate pride. This study combines the Job Demands-Resources model and the High Performance Work Practices taxonomy to analyze the determinants of pride. The analysis of a large dataset of Dutch public servants shows that their professional pride can barely be influenced by High-Performance Work Practices but is in particular determined by the work environment and personal experiences related to the work.     

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.     

What Works and Why? Lessons from Public Management Reform in Malaysia

This article examines the Malaysian experience with public management reform to verify arguments about various reform models. Drawing on empirical data, it investigates reforms that have worked and those that have had limited impacts on public service improvements. It identifies critical success factors that determine reform outcomes and concludes that for reforms to succeed a combined top–down and bottom–up approach is crucial. It argues that while diagnostic and problem-oriented reforms have a better chance of being successful, the value of best-practice reforms should not be discounted. The cumulative impact of such reforms can be significant, as the Malaysian case demonstrates.     

Health care reform in britain and the united- states: Public or market-led? a review

The organization of health care in the US and Britain is based on different historical, ideological and political assumptions. This paper draws on those assumptions to describe the current health care crisis and proposed reforms. Central to the discussion is an analysis of the forms of public and market-led provision of health care in operation, particularly in relation to the role of the state and their implications for access, cost, and quality.     

Public Intellectuals and Think Tanks: A Free Market in Ideas?

The paper critically evaluates the thesis of the interchangeability between the think-tank public intellectual and the academic public intellectual. It suggests that this thesis, while endorsing the rise of the think-tank public intellectual, pronounces the salience of the intellectual-social critic and undermines the authority of academic public intellectuals. It is argued that the think-tank expert doubling as the public intellectuals could limit the political relevance of the academic public intellectual and that the think-tank expert’s monopolization of the public forum could present a threat to the quality of public debates. While recognizing that there are many contradictions inherent in the role of intellectual and that there are now numerous factors that hinder the abilities of academics to act as public intellectuals, the paper emphasizes public academic intellectuals’ contribution to the dynamics of public opinion and the quality of democratic standards. In today’s context, with the omnipresent of media, the new conditions of knowledge production, the neo-liberal ethos and the social prominence of think-tank experts, the sources of the academic public intellectual authority are in a continuous need for reinvestment.     

The Globalization of Nationalism and the Future of the Nation?CState

The state is a specific form of government, distinguished from others by its impersonal character and the recognition on the part of the office holders that they represent the will of the people. This form of government is an implication of nationalism. Thus, every state is a nation?Cstate. Since nationalism is the cultural framework of modernity in all its expressions, every state is also a modern state. The future of the nation?Cstate depends on the future of nationalism. The recent globalization of nationalism into the formidable civilizations of South-East Asia has opened a new era for the latter. Therefore, the future of the nation?Cstate at present looks brighter than ever.     

Is Bigger Really Better? A Comparative Analysis of Municipal Mergers in Australian and Japanese Local Government

While structural reform by means of municipal mergers has been employed in many different countries, council consolidation has been especially marked in Australian and Japanese local government. This suggests that much can be learned by examining amalgamation through the analytical prism of comparative analysis. In this article, we investigate structural reform through municipal amalgamation in Australian and Japanese local government by examining the aims of amalgamation, the methods employed by public policy makers and the outcomes which were achieved. From this comparative analysis, we attempt to draw some broader lessons for local government policy making aimed at local government reform.     

New Public Management and Democratic Participation: Complementary or Competing Reforms? A South African Study

Abstract

Administrative and participatory reforms are common in developing countries, often introduced together and expected to complement each other. Some observers question whether the reforms do complement each other, however, specifically suggesting that the two types reflect different relational and governance patterns. Based on such thought, a “differential relationship influence hypothesis” is presented and tested, investigating whether new public management (NPM) reforms complement or compete with democratic‐participatory reforms. Econometric analysis of survey data shows that South African municipalities adopt NPM reforms more readily when influenced by top–down intergovernmental relationships but adopt participatory reforms more readily when faced with bottom–up civic influences. This evidence supports the hypothesis and indicates that administrative and participatory reforms may not complement each other. The study also indicates a common administrative culture effect on both types of reform adoption—differential relational influences can be tempered by experimental and change‐minded administrators in local governments.     

Public Perceptions of Privatization in Ethiopia: A Case for Public Good or Private Gain?

Ethiopia is one of the many countries in sub-Saharan Africa attempting to privatize various state-owned enterprises since 1994. This study examined public perceptions about Ethiopia's privatization policy and procedures. Results support the concerns over the public's inability to know about, be involved in and comment upon public policies affecting Ethiopia's future. Findings also support the literature that a privatization policy is effective only when institutional and technical capacities for proper implementation are in place. Further, findings raise questions about the efficacy of privatization in a national context where interests may be misrepresented.     

Who Suffers the Penalty?: A Panel Data Analysis of Earnings Gaps in Vietnam

In spite of its predominant economic weight in developing countries, little is known about the informal sector earnings structure compared to that of the formal sector. Taking advantage of the rich VHLSS dataset in Vietnam, in particular its three wave panel data (2002, 2004, 2006), we assess the magnitude of various formal–informal earnings gaps while addressing heterogeneity at three different levels: the worker, the job (wage employment vs. self-employment) and the earnings distribution. We estimate fixed effects and quantile regressions to control for unobserved individual characteristics. Our results suggest that the informal sector earnings gap highly depends on the workers’ job status and on their relative position in the earnings distribution. Penalties may in some cases turn into premiums. By comparing our results with studies in other developing countries, we draw conclusions highlighting Vietnam’s labour market specificity.     

Therefore,Is Bureaucracy Dead? Making a Case for Complementarity of Paradigms in Public Administrative Thinking and Discourse

Public Administration has gone through conceptual development to inject renaissance and public value creation. The literature provides a battleground of ideas between bureaucracy, new public management and post NPM with the latter ones chastising bureaucracy. The new developments should be seen as perfecting and correcting some of the extremes of bureaucracy but cannot replace it entirely. Owing to the broad nature of the public sector coupled with complex goals, agencies and mandates; this paper argues for a synergistic relationship and harmonization of the principles espoused by each paradigm; because each may be applicable in specific context, sector and periods.     

Soviet Legacies,New Public Management and Bureaucratic Entrepreneurship in the Georgian Protection Police. Agencifying the Police?

The article studies agencification and commercialisation within the Georgian police, specifically the Protection Police Department as the successor organisation of the old extra-departmental guards. Despite ostensibly having been scheduled for privatisation from 2004, this unit was instead expanded and strengthened. Given the centrality of police reform in establishing the Saakashvili government's reformist credentials, this represents a critical case testing the limits of top-down neoliberal reform within the very institution that was seen as its centrepiece. It also shows how neo-managerialist forms of organisation—in particular the public law agency—are used to camouflage what remains, essentially, Soviet-style organisation.     

Government Mapping of the Third Sector: A Government Innovation for Regulation and Coordination? Perspectives From the Third Sector

This article examines the policy tool of a registry of civil society organizations in a regulatory transparency framework. A registry serves as a government ‘mapping’ tool by collecting data on civil society and nonprofit organizations. Do government efforts to map the third sector hinder or foster nonprofit organizations’ capacity and their coordination? The balance between regulation and the strengthening of nonprofit organizations’ capacity and the coordination of goods and services through government innovations like the registries—i.e., third sector mappings—might indeed have the potential to foster a more effective and efficient third sector.