Introduction: Human resource development symposium

ABSTRACT

The impacts of information technology (IT) on public administration and the public sector are assessed by analyzing the empirical research reported in more than 1,000 issues of recent research journals (published between 1987 and 2000). These impacts are categorized in terms of four broad taxonomic domains and 22 specific impact categories. Almost half of the 230 specific findings identify changes in the capabilities of public sector units to perform functions and more than one-fourth of the findings involve changes in patterns of interaction among political actors. Relatively few IT-related changes affect the distribution of values or the orientations of political actors. In general, the highest proportions of positive impacts from IT are associated with the efficiency and rationality of behavior by units of public administration. The higher incidences of negative impacts tend to involve the more subjective effects of IT on people, in their roles as private citizens (e.g., privacy) or as public employees (e.g., job satisfaction, discretion). It is striking that there are relatively few grounded, empirical studies of the impacts of IT on public administration in the journals analyzed. About half of the empirical studies focus primarily on local level units of public administration, and most studies employ case-study methodology, with nearly one-half of the studies reporting on non-U.S. sites. The summarized and detailed findings in the article are offered as building blocs for more grounded theory on the impacts of IT on public administration and the public sector.     

Human resource management: The missing link

The complexity of the personnel performance appraisal process prompts the authors to label it the “missing link” in human resource management. Three major purposes or uses of appraisals are identified--motivation, information and development. In addition, four key factors are examined which influence the success of appraisals: (1) the timing of them; (2) the selection of the evaluator; ( 3 ) the variables used for evaluation; and (4) the appraisal technique used. Seven techniques are analyzed and shown to be different in their optimum uses. Addit- ional pitfalls are identified, based upon a thorough literature search, which are categorized into three separate categories: instrumental, evaluator and environmental pitfalls. The problems with the processes and techniques of employee performance appraisals are then examined in the light of the implications they raise for basic societal values such as the merit system, productivity and bureaucratic responsibility. Without drastic revision, the utility of appraisals is subject to challenge. Thus, this important technique of personnel administration threatens to remain the “missing link” in human resource management.     

Teaching public administration,public management and policy analysis: some international comparisons

This article compares the design and content of domestic and foreign programs for teaching public administration and management. At the Master's level, curriculum designers, irrespective of location, emphasize organization theory, personnel, policy analysis, and microeconomics. However, domestic programs place much more emphasis on research methods and budget management. International programs place more emphasis on public law and management information systems. At this time, neither domestic nor international programs report much required training in leadership, bargaining, or institutional design.     

Accounting for human resource development in the public sector

This article evaluates the merits of utilizing human resource accounting (HRA) concepts to account for human resource development (HRD) in the public sector. It describes the development of the economic theory of human capital and the increasing recognition of human resources as human assets of public organizations to be managed and accounted for in a manner similar to capital assets. The development of HRA concepts concerning human resource value and cost is discussed. These HRA concepts are applied to HRD and to current and potential uses in external financial reporting and internal managerial accounting in public organizations. This article concludes that the application of HRA concepts to HRD would have significant benefit for the operational and strategic management of human resources in public organizations. Using HRA information in internal managerial decision making would demonstrate the value gained in excess of costs incurred for such activities. The application of HRA concepts in pubic organizations, whether to internal managerial accounting and decision making or to public sector financial reporting, would heighten the priority of HRD activities by recognizing them as asset building rather than as an expense.     

Towards a public service blend of human resource management and TQM

The objective of this paper is to contemplate changes in personnel system infrastructure required to implement Total Quality Management (TQM) in public organizations (perhaps formal organization in general). By infrastructure we mean systems such as those for the design of work and positions, rewards, performance appraisal, selection, etc. We introduced the subject by summarizing many of the concepts from the quality literature which express philosophy, structural aspects and practices. Even the industrial context in which TQM has flowered has not adapted significantly to implications of TQM philosophy and structure. Instead, traditional personnel management systems prevail with some concern for needed specia1 training, and anguish about negative effects of performance appraisal, some reward systems, and work standards.

Because the government context is bound to present difficulties and pitfalls we summarized another body of literature, that of the reasons why the idea probably won't work in government.

Ultimately, we get to the point of the essay: a discussion of contemplated types of personnel system changes that ought to support organizations operating in a quality mode. Changes are considered under the subjects of: work design, recruitment and selection, performance appraisal, training, compensation and labor-management relations. We conclude with a. brief case study on the Pacer Share Project.     

Moral integrity,organizational management,and public education

Today, three independently originated interests are led by their implications to converge upon needed reform of public education. One of these interests arises from the shift by employers from the “command and control” model of management to a model of managers as facilitators. Another arises from the demand for “more integrity” in business, public administration, and the professions, in response to repeated exposures of corruption over the past decade. The third is the autonomous interest of education in preserving and supporting, rather than extinguishing, the innate motivation to learn that is evident in infants and young children.

At a time when proposals for educational reform are coming from many quarters but differ widely on principles and aims, my argument is that the three national interests that are identified above can be shown to converge upon the direction educational reform should take. That direction is away from education as “jug to mug” knowledge transference (the educational equivalent of “command and control” management), and into participatory education in which the spontaneous interests of students have an important role in shaping the curriculum, and the initiatives of students are utilized in the conduct of their classrooms and their schools. Only in this way can schooling serve to develop the autonomous initiatives of individuals that are required alike by facilitative management, by the educational goal of lifelong learning, and for the acquisition by persons of the cardinal moral virtues whose backbone we term integrity.     

Urban development in czecho-slovakia: some background conditions for local level public administration

Concepts and skills from the Public Administration field are in strong demand by local governments in Slovakia and in the Czech Republic. After forty years in which local level initiatives in government and in business were squelched, there now exist extensive opportunities. After discussing the extent of past centralization, population trends and local public spending by city sizes are defined for the Czech Republic. A comparative analysis of a single Czech city with a German city of similar size points out some special limitations in land use employment and tax base facing local public policy makes. In conclusion, the need for attention to institution-building and for local area information as part of technical assistance efforts is discussed.     

Minimum wage effects across the private and public sectors in Brazil

Most of the available evidence on the effect of minimum wages concerns the private sector of developed countries. In this paper, we examine minimum wage effects in both private and public sectors for a key developing country. We use monthly data from a Brazilian household survey from 1982 to 2000. We find a strong compression effect in the wage distribution for both the private and public sectors. However, we find no evidence of adverse employment effects in either sector at the aggregate level or for vulnerable groups such as teenagers, women and the low educated. Hence, minimum wage policies in Brazil appear to be a potentially viable anti-poverty instrument.     

Coevolution of policy sectors: A comparative analysis of healthcare and public health

This article analyses the institutional coevolution of policy sectors – in other words, the mutual influence and adaptation of the institutional connection between related policy areas. The article proposes a two‐dimensional analytical space ranging from separation to unity on one axis and from superiority/subaltern to equality on the other. The article argues that the overall governance framework behind the coevolving sectors affects the institutional relationship between the sectors. In its empirical part, the article focuses on the healthcare and public health sectors. Based on a comparative historical examination of three countries with different healthcare systems – Australia, Germany, and the United States – the article shows that healthcare and public health coevolve differently depending on the type of national healthcare system. Further research can transfer the concepts introduced in this article to the analysis of other policy challenges, such as immigration or environmental protection.     

Government contracting and procurement: a critical process for both the public and private sectors

The costs and benefits of government purchases of goods and services from businesses are examined from the perspective of both public and private sector officials. Generally, governments see more benefits than costs, often because of fiscal stress. Businesses, especially newer, smaller firms are more likely to see more costs than benefits. The article concludes with ten projections for changes in public procurement systems by the year 2000. These are: (1) expansion of current vendor pools; (2) intergovernmental adoption of standardized forms and procedures for getting and staying on government vendor lists; (3) mainstreaming of purchasing into the government financial management decision-making loop; (4) more rigorous training requirements for government purchasing personnel; (5) greater use of public-private task forces to reform procurement policies and practices; (6) greater use of surveys inside and outside government to identify specific problem areas and structure reforms; (7) expansion of the auditing and contract monitoring section of purchasing departments; (8) extension of bidding/contract monitoring and evaluation requirements and procedures to subcontractors of prime government contractors; (9) greater efforts to include quality dimensions in cost estimates; and (10) more tension and litigation over “protectionism” in public procurement.     

Ethical implications of the new managerialism: conflicting loyalties: normative pluralism in modern public administration one australian perspective

As public resources are not unlimited, choices have to be made between various community goals and the extent of their fulfilment. There is no necessary conflict between managing and attempting to allocate public resources amongst competing and sometimes conflicting goals in a more efficient, effective, economic and accountable manner on the one hand and contributing to society's overall wider goals on the other. Attention is drawn, however, to the need to deal in a balanced way with the requirements of equity, probity, fairness, impartiality, ethical considerations, public accountability, the public interest, and the exercise of public trust as well as, for example, deficiencies in data. A sound ethical basis is essential for workable and good administration.     

Information systems and organizational development: Meeting the demands of information resource management in the twenty-first century

The central thesis of this article is that organizations in the twenty-first century will pursue the full benefits of information system technology by moving beyond a narrow focus on the technological dimensions to consider attendant managerial and policy issues. The challenges to establishing and implementing a coherent philosophy to guide information resource management are novel and difficult, but not unyielding. The application of organizational development techniques holds great potential to surmount these obstacles and may provide organizations with significant advantages from developments in computing technology in the twenty-first century. Evidence suggests that leading edge organizations are turning toward an integrated approach to Information Resource Management.

The benefits that advances in computer and information system technology offer to organizations in the twenty-first century seem indisputable, but whether organizations will actually achieve them, however, seems very much in question. The thesis of this article is that if organizations of the future are to garner full benefits from dramatic improvements in computing technology, they must develop a coherent philosophy for Information Resource Management (IRM). While the foundation for this philosophy rests on a strategy for integrating useful changes in computing technology into organizations, IRM must also encompass managerial and policy components. Yet, the field has been dominated by technological concerns, with only limited attention devoted to the other key dimensions.

In this article we propose a tripartite approach to information system adoption and implementation focusing on the technical, managerial, and policy dimensions. For Information System (IS) advantages to be fully realized, organizations must find ways to balance the demands of each of these components. Though these challenges should not be minimized, the article concludes that proven techniques from the field of organizational development can be brought to bear to deal with them constructively. Organizations that do so will very likely be rewarded with the substantial benefits that changes in computing and information system technology promise for the twenty-first century.     

Information resource management in Florida: A primer

This article presents a brief history of the development of information resource management (IRM) in Florida. The principal organizations involved in IRM oversight described in this article guide the management of critical information technologies such as computers and telecommunications equipment. Entering the next century, state agencies must maintain their leadership given the current projected growth in the state's population and service demand. Effective IRM key to their continued success.     

Purpose and practice in public administration education: The place of substantive public policy areas

Public administration's early identification with the concept of a strong executive has resulted in an emphasis on staff functions in its graduate education programs. In the practicing world, staff functions are viewed as tools employed in the actual practice of public administrators, namely the delivery of substantive public services. Although public administration is characterized as an applied field, it does not focus its theory building and educative efforts on that which practicing public administrators actually do. The field necessarily imports other disciplines, but it does not provide the unique focus that would justify this borrowing; its current research agenda and training curricula are available in other disciplines. Public administration graduate students should concentrate in individual substantive policy areas, and the field should focus on optimizing organizational arrangments for delivering societal knowledge as public services. Interorganizational theory can provide the common theoretical framework necessary to mitigate the centrifugal effects of a variety of “administrations” within the field. The approach developed by J. Kenneth Benson is outlined; it provides a unique theoretical niche for public administration, yields a framework for comparative analysis, and defines the field's relationship to political science.     

Partnerships in public management: rural enterprise alliances

This paper addresses public management implications of a certain form of network: the rural enterprise alliance, a formal nonmetropolitan partnership among producers, distributors, labor unions, employer associations, credit institutions, and government agencies. Six alliances are examined as examples of “postmodern” public organizing, as it fits into emergent “bottom up” approaches to economic development. Organizing locally for global competition is bringing on more decentralized, flexible, yet comprehensive public management approaches, emphasizing demand programming, self-management, incentives and information, leverage and engagement, and de-differentiated structuring. Public managers must increasingly deal with challenges like those related to the emergence of alliances.     

Change dynamics and public management: Challenges and opportunities

With the growth of contemporary technology, communications, and transportation, infused with television, computers, and the information highway, all of us are quickly becoming aware of the linked consequences of change. As traditional boundaries are collapsing around us, there is a growing sensitivity to the need for change, along with the belief that we need to plan for it. As such, strategic planning, competitive positioning, and innovative management systems that involve longer-term perspectives, critical trade-offs, and opportunity-driven forecasting are being fashioned here in the United States, and around the world. To grasp the initiative to shape an organizational context that will ensure a competitive, vibrant, healthy, fiscally rigorous and humane decision making environment for the public sector is the analytical foundation on which this symposium is anchored. Public managers have no option but to respond to American and global events, and the accompanying cultural, economic and political developments with courage, innovations, and strategic perspectives. It is clear that a paradigmatic crisis is occurring in American society and in public administration. Therefore, the harbingers of new paradigms are being created and crafted, which provide “hard” methods of inquiry, “real” cases of success; sound “fiscal” measures of performance; and “clearer” professional/leadership redefinitions of responsibility.     

The ideology of professionalism in public administration: implications for education

One of the most influential themes in contemporary public administration is the focus on professionalism. As Dwight Waldo has argued, public administration should act as if it were a profession even if there is hardly any chance of becoming one. This article will explore the pedagogical implications of the ideology of professionalism on education, and how it has impacted the intellectual development of the field. It will be argued that the intellectual baggage of professionalism poses critical challenges to the meaning and substantive purpose of public administration.     

Institutionalising ethics in the queensland public sector: Discussion of research into ethics education for public officials

This paper presents a case for a comprehensive approach to the institutionalisation of ethics in public sector organisational contexts. It argues that education and training have a central role in such strategies. The setting for this discussion is the State of Queensland, Australia, which is currently implementing a public sector ethics program. In particular, the author reports and analyses research conducted in the State of Queensland, Australia, in the latter half of 1993. The research explored the expectations of Queensland public sector managers as to the nature of ethics education programs. Analysis of the research supports the view that, with some reservations, public sector managers indicate significant support for the institutionalisation of public sector ethics in an educational framework.     

Local and regional public management reforms in Switzerland

Public management reforms at the local (community) and regional (canton) level in Switzerland almost all embrace elements of the new public management. In addition, in Switzerland, the merging of small communities as well as new developments such as electronic government are becoming apparent. The new public management model has been adapted for Swiss needs according to the perception of decision makers on problems that require solution in a Swiss context. NPM has developed, therefore, into rather different models in practice, aimed at the solution of these diverse problems. Foreign examples, such as the Dutch Tilburg Model and the German Neues Steuerungsmodell , played a major role at the start of this process, but have continuously lost their influence as actual models to be emulated. The most outstanding peculiarities of the Swiss reforms are an early and subsequent outcome focus together with the strong influence of direct democracy.     

The difficulty with ethics education in public administration

This article suggests that ethics education has not become a regular part of the public administration curriculum for two reasons: (1) the issue has been misperceived as a pedagogical problem, and, more importantly, (2) the field has developed three competing paradigms for moral conduct-do what is right, do good, and do no harm. The origins of each paradigm and the implications for the teaching of ethics in public administration are discussed.