Reforming Social Services in Hong Kong: The Role of Contracting and Performance Management in the Non‐Profit Sector

Contracts and performance management, along with the concept of consumerism, have become the fundamental metaphors for New Public Management (NPM) and key changes in the public service. ‘Doing well while doing good’ and finding generally acceptable accountability measures for social services have become the perennial aspirations of planners, service providers and funders. This article examines the contingent factors and rationales behind the quality movement and recontracting exercise in reforming the delivery of personal social service programs in Hong Kong within the framework of New Public Management (NPM). It explains the use of long‐term relational contracts rather than the standard business contracts between the government as funder and non‐profit organisations as service providers. It also deals with the complex relationships among quality issues, quality standards, consumerism, accountability, performance indicators, and performance management.     

The Importance of Role Clarification in Workgroups: Effects on Perceived Role Clarity,Work Satisfaction,and Turnover Rates

This article examines how greater role clarification may be associated with increased work satisfaction and decreased turnover rates in workgroups. These linkages are examined with the use of multivariate analysis of variance and hierarchical regression analysis for data collected during two time periods from multiple sources: personnel records and an organizational survey of 1,699 employees working in 45 geographically distributed offices in a state government agency. Results indicate that offices with a high level of role clarification had significantly higher levels of work satisfaction and lower rates of turnover. Additionally, the effects of role clarification on work satisfaction and turnover behavior were mediated by overall role clarity perceived in these offices. The implications of these findings for effective management of workgroups in government agencies are discussed.     

Effects of Strategic Management Accounting Techniques on Perceived Performance of Businesses

The present study was carried out to examine the compliance of medium and large-size enterprises in Kayseri, Turkey with strategic management accounting techniques （SMAT） and to determine the effects of SMAT on the perceived performance of businesses. The sub-dimensions of SMAT were specified as cost-oriented, customer-oriented, and competitor-oriented techniques. The effects of SMAT and sub-dimension usages on the perceived performance of businesses were investigated by hypotheses. The data gathered from 202 accounting managers in Kayseri were used to test the hypotheses. Results revealed that the participating businesses had a usage intensity of above average for 16 out of 17 SMAT and they had over 50% compliance with 12 of these techniques. Although SMAT and cost, customer and competitor-oriented sub-dimensions had significantly weak impacts on perceived performance, the positive relationships and effects were found to be sufficient to accept the hypotheses.     

Emphasis Framing and the Role of Perceived Knowledge: A Survey Experiment

The relationship between emphasis framing and public opinion has received considerable attention in political science, psychology, and mass communication studies. However, what moderating role perceived knowledge plays in influencing emphasis framing remains unsettled. We explore this relationship using a survey‐experiment embedded within a large‐N, nationally representative survey that allows us to test two specific hypotheses. First, we empirically test whether an emphasis frame influences policy support. Second, we test the moderating effect of perceived knowledge. We test the emphasis framing effects of the name given to a “hot‐button” political issue, while controlling for other survey treatments. Furthermore, we evaluate the degree to which perceived knowledge of the issue moderates the relationship between the emphasis frame and support for hydraulic fracturing. We find support both for the role emphasis framing plays and for perceived knowledge as a moderator.     

Prosocial Values and Performance Management Theory: Linking Perceived Social Impact and Performance Information Use

Performance management techniques are presented as control mechanisms to save money and hold bureaucrats accountable, consistent with negative agency theory assumptions of bureaucrats. We propose an alternative theory of performance management that rests on prosocial values. This theory argues that public servants who see the social impact of their work are more likely to use performance metrics. We operationalize performance information use in terms of purposeful use for internal organizational means, and political use for external legitimation. Those who perceive that their work has a strong social impact are likely to pursue both types of uses, to improve both the effectiveness of their services, and to maintain resources. The data come from a cross‐sectional survey of U.S. public and nonprofit employees.     

Pitfalls of Contracting for Policy Advice: Preparing Performance Budgeting Reform in Estonia

The goal of this article is to analyze the challenges involved in contracting for policy advice with the example of performance budgeting reform in Estonia in 2009–2011. The Estonian Ministry of Finance has sought to prepare a major change in the budgeting system by outsourcing the analytical preparation of different aspects of the reform to various private sector organizations. The case study seeks to identify the challenges and pitfalls involved in contracting for policy and management advice in the area of a major public sector reform. The Estonian experience shows that such a reform strategy can run into serious problems, including fragmented and inconsistent reform plan, limited learning, and high transaction costs. The contractualization of reform preparation has constrained deliberations on the planned changes to the strategic planning and budgeting system among the stakeholders and undermined the democratic legitimacy of the reform.     

Contracting Revisited: Determinants and Consequences of Contracting Out for Public Education Services

The determinants and consequences of contracting are examined in more than 1,000 Texas school districts for 1997–2008. The results largely replicate prior research by O'Toole and Meier, showing that contracting is negatively related to spending on school districts’ core instructional functions and that the relationship between contracting and bureaucracy is reciprocal. The present findings, based on data from a longer period, indicate that contracting is positively related to school district performance. This article also finds support for an extended model of contracting determinants involving two environmental shocks: negative budget shocks and enrollment shocks.     

The Effects of Administrative Professionals on Contracting Out

An often-debated subject in the public administration literature concerns why some units contract out more than others. The present article decomposes the influence of public employees on municipal contracting as different types of employees have different skills and incentives and must be treated accordingly. First, the analysis shows that the apparent negative relationship between public employees in general and municipal contracting is partly reflecting the fact that the number of public employees is endogenous to contracting. Second, we suggest that administrative professionals and not bureaucrats in general have a positive impact on contracting. This is because administrative professional skills are vital for carrying out a tender and because contracting is essentially a part of administrative professionals' bureau-shaping interests. Finally, we find support for two often-discussed claims in the literature, namely, the influence of prosperity and ideology.     

The Differential Effects of Actual and Perceived Polarization

Political Behavior - Recent work on the nature of mass polarization has revealed that individuals perceive more polarization than actually exists, meaning they assume that out-party members are...     

Managerial Ambivalence and Electronic Civic Engagement: The Role of Public Manager Beliefs and Perceived Needs

This article addresses an important yet often neglected component of electronic civic engagement efforts: managerial ambivalence about public participation. We examine how managers’ beliefs about public participation and their perceived needs for participation in agency decision making work together to shape electronic engagement efforts. Based on observational data collected in 2010 and 2014 and data from a 2014 survey of managers in 500 U.S. municipal governments, we find that managerial beliefs about participation and their perceived needs for participation are two valid and separate constructs. There is a positive relationship between managerial beliefs and electronic engagement. Perceived needs for participation interact with managers’ beliefs to affect electronic civic engagement. A high level of perceived needs for participation reinforces the effect of managerial beliefs on electronic engagement efforts, but a low level does not offset the effect of managerial beliefs on electronic engagement.     

Advising Australian Federal Governments: Assessing the Evolving Capacity and Role of the Australian Public Service

Internationally, there have been persistent complaints that the policy capacity of governments has declined. This critique is widely accepted, including in Australia, but for the most part, such claims are assertions, made without reference to empirical evidence and data. This introduction to the Special Issue examining the Policy Advisory Capacity of the Australian Public Service considers these assertions and proposes an approach and methodology to test the discourse of declining policy capacity in Australian federal government. It introduces six case studies from across the spectrum of the Commonwealth government's responsibilities. The Special Issue concludes with an article by Evert Lindquist and Anne Tiernan assessing the ability of the APS to support decision‐making through its policy advising functions and its preparedness to meet the challenges of 21st century governance.     

Perceived Organizational Red Tape and Organizational Performance in Public Services

The claim that perceived organizational red tape hampers public services has become a central theme in public administration research. Surprisingly, however, few scholars have empirically examined the impact of perceived red tape on organizational performance. This article empirically analyzes how perceived organizational red tape among managers and frontline staff relates to objectively measured performance. The data consist of survey responses from teachers and principals at Danish upper secondary schools combined with grade‐level administrative performance data. Based on theories of red tape and motivation crowding, the authors hypothesize that perceived organizational red tape reduces performance within such organizations. The empirical result is a small negative relationship between staff perception of red tape and performance and no relationship between manager‐perceived red tape and performance.     

Complex Contracting: Management Challenges and Solutions

Governments at all levels buy mission‐critical goods and services whose attributes and performance requirements are hard to define and produce. Many governments—and the public managers who lead them—lack experience and knowledge about how to contract for complex products. The contract management counsel provided to public managers is thin. Missing is a conceptual managerial framework to guide purchasing the complex products that are often so critical to public organizations' core missions. Drawing on perspectives from across the social sciences, the framework presented in this article provides guidance on how managers can harness the upsides of complex contracting while avoiding its pitfalls. The framework helps identify conditions that increase the likelihood of positive outcomes for the purchasing government and the vendor—the win‐win. To illustrate the framework, the article provides examples of successful and failed acquisitions for complex products such as transportation projects, social service systems, and information technology systems.     

Enforcement or Ethical Capacity: Considering the Role of State Ethics Commissions at the Millennium

Looking back on the twentieth century, the American public has witnessed numerous incidents of unethical behavior by a variety of federal, state, and local government officials. Ongoing cases of political and bureaucratic corruption raise questions about what governments are doing to prevent these "ethical lapses." Most state governments have comprehensive ethics laws and ethics commissions to enforce these laws. Very few studies have examined the role of ethics commissions in state government. This article stems from research conducted during 1997–98 involving more than 60 anonymous interviews with ethics officials and stakeholders in Connecticut, Florida, and New York. This analysis reveals that ethics commissions are instruments and symbols, policemen and consultants, politicians and neutral technicians, and interpreters of and prisoners to the ethics laws. The article concludes with 10 recommendations to improve ethics enforcement and the ethics-building capacity of state governments as society enters the next millennium.     

The Mediating Effect of Trust in Supervisors in the Relationship between Constructive Performance Feedback and Perceived Fairness of Performance Appraisal

Abstract

This research addressed two main research questions: (1) Is constructive performance feedback positively related to perceived fairness of performance appraisal? (2) Does trust in supervisors mediate the relationship between constructive performance feedback and the perception of a performance appraisal as being fair? Using the 2018 Federal Employee Viewpoint Survey dataset, we employed the structural equation model to analyze the relationship. Findings revealed that constructive performance feedback and trust in supervisors were positively and significantly associated with perceived fairness of performance appraisal. Further, trust in supervisors partially mediated the relationship between constructive performance feedback and perceived fairness of performance appraisal.     

Contracting Out and Public Values: A Symposium

The three papers that constitute this symposium were first commissioned for a workshop entitled Citizenship and Contractualism held in October 2000. The theme of that workshop centred on the contractualisation of the relationship between service deliverers and their clients. 1 They have been published elsewhere in a special issue of Law in Context, March 2001, co‐edited by Terry Carney, Gaby Ramia and Anna Yeatman.
These three papers did not fit that theme. They are concerned more with the general use of contracting out as a tool of contemporary governance. I have used the title contracting out and public values because all three of these papers raise fundamental questions about the implications of contracting out for public values.     

Capacity,Leadership, and Organizational Performance: Testing the Black Box Model of Public Management

According to recent “black box” models of public management, managerial capacity is a critical component for achieving service delivery improvement. In particular, black box models assume that the impact of management systems is maximized through integration with effective leadership. This assumption is tested by analyzing the effects of managerial capacity and organizational leadership on the performance of English local governments, while controlling for a range of other variables, including organizational size, resources, external constraints, and past performance. Empirical results show that capacity possesses a positive statistical association with local government performance and that leadership can enhance the impact of effective management systems.     

Situational Contracting: Building Reciprocity between Rights and Obligations

Individualism, cultural pluralism, and pressures from globalization are putting a strain on matching demand and supply of public services. Citizens want tailor‐made solutions, professionals in delivery systems need degrees of freedom to customize supply, and complexity brings along information asymmetries and strategic behavior. All this calls for a new look at interactive governance. This article develops a mode of situational contracting that reveals preference at the level of the individual actor, generates trust in mutual adjustment, and creates scope for customization and innovation in public management. It sets out a strategy, presents results of an early application in the Netherlands, and suggests further applications.