The professional as public servant: the decision-making dilemma

Administrative decision-making is increasingly complicated today by conflicting responsibilities that pressure decision-makers in different directions. Public servants are responsible to the law, Congress, administrative superiors, the agencies in which they serve, and the public. Those public servants who are members of a profession, attempting to apply special expertise and knowledge to the solution of public problems, face a set of even more complex responsibilities, governed as they are by their own professional codes of conduct whose tenets must be melded with the other obligations of governmental decision-makers.

Conscientious governmental officials are likely to base their decisions on their responsibilities to the public, in light of moral and ethical criteria as well as professional standards (where applicable), while recognizing their accountability to their organizational superiors. Civil servants who are members of a profession frequently find themselves making extremely complex decisions for which they must accept the responsibility for the application of their professional ethics in the context of their many other obligations.

The decision-making task of professionals who are also civil servants is often, therefore, an especially difficult and painful one. Cases of deep moral conflict will occur as they try to resolve their conflicting responsibilities.     

Ethics, values and behaviours: comparison of three case studies examining the paucity of leadership in government

Three societies with similar initiatives for public service re-configuration and reform – the UK, Canada and Australia – are examined to highlight the many-faceted issues of public service ethics and the different approaches these governments have taken to re-building public trust and enhancing public service ethics in times of rapid change. These efforts for re-building an ethical public service are scrutinized according to four criteria for effectively leading change. Changes of public service values are also analysed as well as their implications for public servants.
Effectively, applied leadership is identified as the pillar of ethical practice – emphasizing the need for quality leadership development through on-the-job experience. Although legislation and codification are seen as necessary for building an ethical infrastructure that can help employees out of encountered dilemmas, the way forward is seen as nurturing an environment of trust and vigilance in which ethics are promoted through exemplary behaviour of leaders and employees alike.     

TAKING THE ‘HIGH ROAD’: DOES PUBLIC SERVICE MOTIVATION ALTER ETHICAL DECISION MAKING PROCESSES?

Although public administration scholars have long been interested in promoting administrative ethics, recent lapses in judgment by government employees make the study of ethics even more pressing. Yet, we know relatively little about how public values and publicly oriented motives influence the ethical obligations employees reference when confronting organizational problems. We employ Perry's (2000) process model of public service motivation to connect public values, public service motivation, and employees' understanding of their ethical obligations. Using data collected from over 1,400 managers in United States municipal governments, we present findings that suggest that public service motivation appears to be positively correlated with ethical obligations rooted in virtue and integrity, or high road ethics, for less professionalized employees. Further, broader constellations of public values encourage increased application of high road ethics for the same employees, but only to the extent that they foster public service motivation.     

Upholding justice in an unjust world: a practitioner's view of public administration ethics

This article presents the author's approach to profes sional ethics as a practitioner of public adrninistra tion. Public administrators are held to be personally responsible for their actions. Therefore, professional ethical standards are both possible and necessary, not only to prevent: wrongdoing but also to guide and promote right behavior. An ideally just regime is first hypothesized, based on the principles of justice developed in John Rawls's A Theory of Justice. A normative ethical standard of neutral competence is then postulated for agents of such a hypothetical regime- The author then addresses the implications of real-world injustice, and discusses the exceptions to neutral competence which are justifiable when confronted by injustice. The suggested approach establishes a high ethical st-andard, providing justification for not only avoiding wrongdoing, but also for doing right. This approach also provides practical and realistic guidance for et.hica1 decision-making. Both justifiability and applicability are held to be necessary if such an ethical. system is to be followed by public administrators.     

A STRATEGY FOR FORMULATION AND IMPLEMENTATION OF CODES OF ETHICS IN PUBLIC SERVICE ORGANIZATIONS

Codes of ethics in public service organizations are designed to serve three purposes: provide enduring solutions to existing ethical problems, educate the public about the mission of the organization, and foster an ethical climate in the organization. There is no agreement in the literature as to how useful and effective codes are. This paper argues that codes of ethics can be effective with respect to these three goals, only if careful attention is given to the process of internalization of the code's provisions. Internalization is most likely to occur under two interrelated conditions: when members of an organization clarify, articulate, and establish integrated values systems; and when the ethical code is formulated and adopted as a consequence of a participatory democratic process. When members of the organization are able to relate the code's provisions to their personal integrated values systems, a greater compliance and commitment will prevail.     

Ethics in organizations: a perspective on reciprocation

Some scholars have assigned the responsibility for ethical conduct in the public sector to individual administrators. Supporters of this perspective contend that individuals are able to introduce ethics into the administrative process by assuming personal responsibility for ethical action. The inference is that organizations cannot be expected to assume responsibility for ethical conduct.

Conversely the contention that individual ethics are inadequate in organizations is posed as a counter argument. Supporters of this contention argue that individual integrity does not mean that organizations will act ethically. They argue that organizational ethics are independent of individual ethics. Hence, they are treated as separate entities that do not compliment each other.

An argument that organizations and individuals engage in complimentary actions which lead to ethical conduct is largely absent in the literature. I argue that there is a reciprocal relationship between individuals and organizations. Thus, individual and organizational ethics are not separate but interactive entities     

Exploring agency as a basis for ethical theory in American public administration

This articale argues that agency, the normative theory associated with the “acting for” relationship in society, has had a profound, but often unrecognized affect on ethics in public administration. Accordingly, it seeks to provide a brief review of agency theory as it applies to contemporary American public adminis- tration. The review provides an overview of agency theory, gives an example of how deeply it influences American public administration, shows how it facilitates ethical action in administration and reviews some of the major obstacles to employing agency theory in the modern American administrative state.     

Professional leadership in local government

Local public service professionals are experts who temper their use of expertise with public service ethics. Public service ethics differ from the ethical codes of most professions in that they stress external accountability. Ethical codes of private sector professions create a sense of responsibility to the profession and help undergird professional autonomy. Public service ethics emphasize public responsibility and help create public accountability. City and county managers show how public service ethics can help make experts accountable to the public.     

‘Them’ and ‘us’: demonising politicians by moral double standards

The distance between politicians and those they are supposed to represent is substantial. Almost invariably, it is politicians themselves who are made to shoulder the responsibility for this ‘gap’, their actions being demonised. This paper assesses some ‘ordinary’ ethical lapses that politicians are often accused of: lying, breaking promises and being self-serving. It is argued that the public tend to apply double standards when it comes to the moral expectations that they have of their representatives, inasmuch as they far more readily accept ethically dubious actions when they apply to other social and public roles. The moral singularity of the political sphere is called into question, with the effect of helping to narrow the gap between the two categories, and encourage more empathy on the part of the public.     

Character ethics and the transformation of governance

A focus on character ethics has the power to transform public adminstration, and transform governance as we know it. Virtue demands of us many things that professionalism, efficiency, effectiveness, and ordinary bureaucratic practices do not. It requires that we be perceptive and discerning, and that we have a predisposition to make judgments and act with courage. Focusing on character ethics would transform governance because a public service characterized by virtue and the attending fundamental respect for the dignity and worth of others, would not deny the public their rightful role in self-governance. A virtuous public servant will be an enabling and empowering force in our institutions of governance, helping reinvigorate civic virtue among both public administrators and the general citizenry. But if an ethic of character is to take hold in public administration, we need to design organizational environments and management practices more conducive to the development of virtuous habits. Fortunately such changes are also likely to foster productivity, creativity, and effectiveness.     

The future of professionalization and professionalism in public administration: Advancements,barriers, and prospects

This article examines the advancements, barriers, and prospects of the field of public administration as it seeks professionalism through professionalization. Overall, this essay delves into six broad areas of advancement and an equal number of obstacles. The milestones focus on the criteria of a profession and public administration's fulfillment of those standards, far-reaching credentialization, the expanding entry of women and minorities, the development of performance criteria, intergovernmental networking, and an expansion of associations. The impediments to the further evolution of the field toward professional development include the continuing value conflicts over the ultimate purposes of the field; the persistent politicization of the federal workforce; the inability of public servants to affect the uses of privatization; the erosion of national, state, and local governmental human-resource capacity; the confusion over the teaching of ethics and the promulgation of operational codes; and the prevalence of authoritarian administration without significant democratic inroads. The respective enumerations were not intended to suggest an exact symmetry between accomplishments and obstacles in the field--only that progress and deficiencies are prominent and substantial. Nor were these considered lists intended as exhaustive.

The central theme of this article is that, paradoxically, the prospects of this profession are encouraging because of the growing public need for its services despite persistent, widespread unpopularity. This research concludes that public administrators face an ambivalent future in which their emerging profession continues to prosper and expand amidst increasing alienation and frustration from the public whom they serve. This irony may not be alleviated until there is a socially and politically agreed-upon agenda for public servants to execute. If such a consensus is ever forged, then public administrators may become popular as well as professionally effective.     

T. H. GREEN AND THE ETHICS OF SENIOR OFFICIALS IN BRITISH CENTRAL GOVERNMENT

This article is an attempt to move away from microeconomics in the study of administration and to concentrate on British administrative ethics from a philosophical perspective. Thus, ethics is used here not in the sense of the ethics of managers dealing with accounts but as the ‘science’ of ranking moral values. The intention of the article is to examine how political theory can be used to help illustrate the dilemmas of public servants working in a climate which is distinctly hostile to disinterested ideals. The ideas of T. H. Green, the English Idealist philosopher who contributed so much to our understanding of public service, form the basis of the theoretical discussion, and the work of senior officials in Whitehall is the material used for illustrative purposes. Where do the loyalties of civil servants lie? What are their duties and responsibilities to ministers? To whom, for what, and how are civil servants accountable?     

A psychological perspective on moral reasoning,processes of decision-making,and moral resistance

ABSTRACT

This article presents a psychological approach on the development of social and moral judgments that has relevance for the topics of public justification and world politics. In contrast with approaches assuming that morality is primarily determined by emotions and non-rational, the research discussed shows that moral development involves the construction of thinking about welfare, justice, and rights. In parallel with judgments in the moral domain, individuals construct judgments about conventions in the social system and areas of personal jurisdiction. Research documents that moral and social decisions involve processes of coordination, or weighing and balancing, moral and non-moral considerations and goals, as well as different moral goals. Processes of coordination are also involved in decisions about cultural practices that include social inequalities and relationships between those in dominant and subordinate positions in social hierarchies. Judgments about the fairness of practices entailing inequalities produce social opposition and moral resistance.     

Character ethics and public administration

Character ethics addresses the conditions, values, and ideas that give shape to our ways of life - to our character as a people. It has formed an integral part of political life and thought throughout history. It has, however, fallen to neglect during much of this century. We ignore it at our peril. A growing communitarian movement has renewed attention to character or “virtue” ethics in recent years, much of it focused on local, grassroots initiatives. This essay introduces the reader to some basic aspects of character ethics, and then presents an argument for its relevance to public administration. The argument focuses on the application of character ethics to organizational-economic arrangements and conditions which form a great part of the public administration's responsibilities. The organizational economy constitutes a vital foundation for shaping civic character. Since public administration influences the organizational economy, our ethical responsibilities should include continually examining practices in this arena for their general effects on our habits and dispositions as a people.

Is there no virtue among us? If there be not, we are in a wretched situation. No theoretical checks, no form of government, can render us secure. To suppose that any form of government will secure liberty or happiness without any virtue in the people is a chimerical idea.

James Madison⁽¹⁾     

An Evaluation Framework for Budget Reforms: A Guide for Assessing Public Budget Systems and Selecting Budget Process Reforms

While new tax proposals are evaluated with reference to formal evaluation criteria, no such standards exist for evaluating budget proposals. We propose an analytic framework to assess budgets across a series of dimensions, including whether it instills aggregate fiscal discipline, facilitates strategic prioritization of expenditures, and encourages effective and efficient use of budgeted resources, offering fiscal stability. The process also may be transparent, timely, and support public awareness and participation. We use this framework to evaluate the US budget, considering both areas of systematic inefficiency, while reviewing the history of budget reforms. We examine recent, frequently offered proposals that target specific budget process goals, considering how each affects all the budgeting goals, including interactions. We consider how a potential reform, aimed at addressing the failure to accomplish one normative goal, may impacts other goals, sometimes to the point of undermining overall progress.     

Creating Public Sector Pedestals and Examining Falls from Grace: Examining ICMA Ethical Sanctions

The International City and County Management Association, (ICMA), ensures that members who engage in misconduct are identified and sanctioned. Dozens of public sanctions have been issued over the past 20 years, and this paper considers the substance of these penalties. The article identifies the processes used to ensure compliance with its code of ethics. We report the types of ethical violations ICMA has discovered through these processes. A more systematic way of recording what is occurring is necessary if strategies are to be devised to help current and upcoming public administrators avoid similar violations. Finally, we ask public administrators who have been sanctioned by ICMA to explain how and why the ethics violations occurred and the impact of the public censure on their personal lives and careers.     

“A partnership in virtue among all citizens”:(1) the public service and the civic humanist tradition

It is argued that the Founders’ intentions are most correctly interpreted through the virtue-centered paradigm of civic humanism, with its attendant “ethics of character.” Such an interpretation has major implications for the civic obligations of public servants. Among them are obligations to encourage civic autonomy; to govern by persuasion; to transcend the corruptions of power; and to become civic exemplars. Because these vital civic responsibilities have been neglected in recent years, it is argued that public administration should take the lead in promoting them as standards of good government.

The future of fin de siecle America is not bright, as each day brings us closer to some geopolitical, economic, or environmental disaster that will pitch us into the garrison state.

Because of the legacy of Ronald Reagan, a banal self-seeking and “moral thoughtlessness, “⁽²⁾ we trail dispiritedly after leaders who have neither vision nor courage and who care only for the pomp, circumstance, and financial possibilities of their offices. Lost in the scramble for preferment and self-aggrandizement are the Founding values and the society they were to create.

A few call for a return to the ideals of the Founding, but who are to be the reformers? One area with real possibilities is public administration, for two reasons. First, it still respects the vestiges of the political philosophy of its tradition and, hence, does not automatically reject suggestions from moral philosophy as impractical. Second, many who joined the public service did so because of some sense, perhaps inchoate, of wanting to serve the “public interest.” We can build from this foundation.

In this spirit, then, what are the moral obligations of the public service? While public servants owe their organizations both efficient performance and compliance with the law, they also owe a great deal more because they are “public” employees. Publicness carries higher obligations than those entailed by private employment. To be of the public service is to accept moral obligations, bespoken in the oath of office, the basis of public accountability. At the base, the primary obligation is to know and to believe in the Founding values.

Second, public servants are obligated to embody those values intentionally in all their actions, whether with superiors, colleagues, subordinates, or the general public. Third is the obligation to secure the Founding values for the citizens of the Republic. The fourth obligation is that all are able to speak and write well in defense of the Founding values. These obligations are nonnegotiable.

The source of the problems of contemporary America is our collective loss of belief in and application of the Founding values. By loss, I do not mean to imply that we disbelieve, but rather that we are—following Hannah Arendt— “thoughtless” concerning them. They have become cliches, rather than the guiding principles for all individual and organizational actions. Even those who defend the Founding values are reluctant to deal with the difficult problems of belief, but knowledge of the Founding values must precede belief in them, and knowledge must be interpreted within a paradigm, of which there are at least two to which we may turn.     

MPA as management education

The central theme of this article is that we have not adequately addressed the question of teaching management. The academic community has done a better job of preparing persons for technical/professional positions in personnel, budgeting and policy analysis. This failure to address the problem of teaching management leaves students (particularly mid-career students) without a foundation for understanding their role as managers. Given that so many MPA students aspire to be managers, it is time we faced this failure and sought means to correct it.

The article suggests a framework to understand and promote public management education. The central argument is to direct management education toward those factors which reflect the public values which underlie the concept of governance. Toward that end public management education must reflect three elements:

1) the political and ethical foundations of publicness,

2) the examination of the practice of management in public organizations, and

3) the skills needed to accomplish the task of management.

An MPA program should reflect all three of these elements if it is to provide an adequate management education. Nevertheless, it must also be recognized that career-long learning is the ultimate goal. Further, management education is but one task of an MPA program. The development of technical competencies in the other aspects of government, such as in budgeting and policy analysis are similarly important goals for MPA programs. A curriculum that accommodates both the management skills and technical competencies needs of students should be our goal.