新公共服务对新公共管理的批判与超越：——中国服务型政府建设路向分析

服务型政府是对政府职能的重新审视和定位,其实质是贯彻＂以人为本＂理念的制度架构。不仅有新公共管理所关注的如何从组织技术和管理手段等操作层面上改进公共服务效率的问题,更涉及到政府与公民关系的宪政民主主义的重构,涉及到公共行政的理念转变与制度创新。以新公共服务为代表的民主治理理论突破了新公共管理＂管理主义＂思维的窠臼,指出了一条通过政府与社会、公民关系的民主化治理模式的重构,推进公共行政改革,为服务型政府建设指明了正确的改革方向。     

Goats or wolves? Private sector managers in the public sector

Public administration reforms have propagated the use of private sector management skills in the public sector, and an increased openness to managers with a private sector background. This has created a debate between those who think private sector experience improves public institutions by bringing core managerial values such as results orientation, efficiency, or openness to innovation, and those who argue that private sector experience can damage core public sector values, such as impartiality and equity. Despite the abundant anecdotal evidence, broad empirical evidence on the effects of private sector experience on public managers' values remains limited. Using data from a survey among central government top managers in 18 European countries, we show that public managers with private sector experience have, as expected, more core managerial values. Yet, unlike the conventional view, core public values do not suffer.     

Does Agency Autonomy Foster Public Participation?

Allocation of public resources is an area in which considerations of both economic efficiency and democratic legitimacy are likely to be present. Public administrators are often blamed for being too devoted to the norms of bureaucratic ethos, such as efficiency, effectiveness, and top‐down control, and less so to the norms of democratic ethos, such as inclusiveness and bottom‐up decision making. This article examines whether managers in agencies with greater budget autonomy are more likely to include the public when allocating resources. Because participation offers an opportunity for agencies to enhance the legitimacy of their decisions, it is expected that the value of citizen input will increase with the degree of agency autonomy. Using data on the practices of citizen participation in budgeting in two state departments—transportation and environment—this study finds that agencies with a higher degree of autonomy tend to be more open to public comment than agencies with more centralized budget processes.     

Priming citizens to think about public participation initiatives: Does it impact their view of government?

Prior research has shown that public participation initiatives may have positive effects on how participating citizens view government. However, little is known about whether and how priming citizens to think about such initiatives influences the view of government among the larger public. Using a survey experiment, we find that the effect of priming citizens to think of a public participation initiative that includes a small group of citizens on their view of government is conditional on how proximate the service, which the initiative resolves around, is to citizens. Notably, across outcome measures we a find a negative priming effect among those for which the service is not proximate. These results are highly important, as they suggest that among the larger public, public participation initiatives—that involve few citizens—may have mixed results on the view of government, thus questioning the legitimacy of decisions reached by such initiatives.     

From New Public Management to Public Value: Paradigmatic Change and Managerial Implications

Both practitioners and scholars are increasingly interested in the idea of public value as a way of understanding government activity, informing policy‐making and constructing service delivery. In part this represents a response to the concerns about ‘new public management’, but it also provides an interesting way of viewing what public sector organisations and public managers actually do. The purpose of this article is to examine this emerging approach by reviewing new public management and contrasting this with a public value paradigm. This provides the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers.     

Transformational Leadership and Public Service Motivation: Driving Individual and Organizational Performance

Despite growing evidence about prosocial motivations and their effects on employee behavior, how can new public service motivation research translate into more effective management practices—which, so far, regrettably remain underdeveloped? Increasingly, public service motivation studies have moved from understanding what motivates public servants to exploring how public service motives influence performance. Similarly, greater attention is now paid to the practices of transformational leadership. Drawing on concepts from transformational leadership, this essay explores how managers can harness the positive aspects of public service motivation to enhance employee and organizational performance and outlines strategies that can help managers incorporate public service motivation values across management systems.     

公共管理的理论源流与变革

通过“新公共管理运动”而从传统公共行政理论范式中分化出来的“公共管理”，体现了一种新的理论范式整合。传统的公共行政，以韦伯的官僚制来破解庇护主义，以政治／行政分开来化解政党分肥，以官制度来建构行政组织的基本规范，以泰勒主义来保证效率行政的主导地位。这种行政改进逐渐变成公共行政中的教条主义。结果，官僚制成了官僚主义的代名词，政治／行政两分成了“两张皮”，官制度变成了族主义，效率主导变成了缺乏效果的效率。求解这些疑难导致了传统公共行政范式向“新公共管理”范式的转移。而突出公共性、现代性和综合性的公共管理的理论建构，就是以公共行政为底色而对新公共管理或管理主义、政策分析以及20世纪80年代兴起的公共治理理论的一次理论整合。     

Public Service Motivation Research: Lessons for Practice

Public service motivation research has proliferated in parallel with concerns about how to improve the performance of public service personnel. However, scholarship does not always inform management and leadership. This article purposefully reviews public service motivation research since 2008 to determine the extent to which researchers have identified lessons for practice. The results of the investigation support several lessons—among them using public service motivation as a selection tool, facilitating public service motivation through cooperation in the workplace, conveying the significance of the job, and building leadership based on public service values. These results are important because they offer evidence that the field is coalescing around tactics that managers and leaders can use to address enduring concerns about employee motivation in the public sector. They also prompt us to articulate ideas that can guide a tighter integration of research and practice moving forward.     

Co‐production: Option or Obligation?

Co‐production is an idea being discussed in the international public management literature but less so in New Zealand and Australia. Co‐production rejects the idea of service delivery to passive users, proposing instead they be treated as active participants in the production of outcomes. As partners in delivery, users bring resources, skills and capabilities to their interactions with providers. Co‐production requires providers to share power and negotiate the interaction. There are strong managerial reasons for adopting co‐production to improve effectiveness and efficiency. But the political reasons for adopting co‐production are even stronger because of trends of many decades towards greater citizen participation. These reasons oblige public managers in Australasia to adopt co‐production in many fields of policy as part of the future.     

Past and Future Directions of the APS: Some Personal Reflections

Reform of the public service has not been just some management fad, nor is it even driven by purely management considerations. Fundamentally, public service reform, both in the last decade and in the future, is being driven by basic changes in our society, economy and technology, which in turn influence what the public expects from government.
The reforms of the last decade or so have concentrated on changing the management framework and culture. Future reforms are likely to impact more heavily on the responsibilities of the APS and what it actually does. However, the underlying rationale will continue to be to ensure the delivery of services which respond more effectively to the needs of the community.     

Recurrent cost and performance comparisons within public administration: A method of generating efficiency-promoting competition

Economists (e.g., Niskanen) usually advocate increased competition in order to increase efficiency within public administration. To bring about competition that promotes efficiency, it is not necessary to oblige the public body (e.g., central government authority, municipal administration) to compete with other producers concerning who is to provide the public service. Such competition can also be generated with the aid of continuous productivity and efficiency comparisons between public bodies which provide similar services.     

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.     

公共服务均等化“善治”取向下的理性选择

公共服务均等化问题是公共管理改革和实践的重要命题。诞生于西方社会的治理理论及其“善治”理念，已成为当今国际社会公认的公共管理研究语境和改革实践的普遍诉求。目前，中国城乡之间、地区之间公共服务的不均等化状态引发了众多社会矛盾，严重偏离了公共管理的善治取向。本文基于不同于公共财政范畴善治框架，以公平和效率为尺度，研究公共服务均等化策略的合理性，认为公共服务均等化有利于实现善治理念的公平取向和效率取向，达到公平和效率的高度统一，中国政府应该从理念和制度两个层面加强公共服务均等化建设。     

The influence of management on the cost of fire protection

An important and unresolved issue central to the study of government performance is how the actions of managers and the nature of organizations affect the cost of public services. This paper presents an empirical analysis of fire departments that estimates the influence of managerial choices on per capita spending within a simultaneous public production system. It does so by refining a theoretical cost model from the field of public management to include fundamental dimensions of government organizations and administration. Two‐stage least squares regression analysis is then employed to examine the fire protection case. The results of the analysis substantiate the intuition that managerial practices and decisions influence the cost of a public service. They show that the cost of fire protection depends significantly on the outcomes of a department's fire prevention and suppression activities, some key aspects of a department's management practices, the configuration of its workforce and equipment, its legal structure, and factors in its external environment. © 2004 by the Association for Public Policy Analysis and Management.     

Outsourcing Public Service Delivery: Management Responses in Noncompetitive Markets

Capturing the benefits of competition is a key argument for outsourcing public services, yet public service markets often lack sufficient competition. The authors use survey and interview data from U.S. local governments to explore the responses of public managers to noncompetitive markets. This research indicates that competition is weak in most local government markets (fewer than two alternative providers on average across 67 services measured), and that the relationship between competition and contracting choice varies by service type. Public managers respond to suboptimal market competition by intervening with strategies designed to create, sustain, and enhance provider markets. In monopoly service markets, managers are more likely to use intergovernmental contracting, while for‐profit contracting is more common in more competitive service markets. The strategies that public managers employ to build and sustain competition for contracts often require tangible investments of administrative resources that add to the transaction costs of contracting in noncompetitive markets.     

公共管理:社会治理中的一场革命(下)

五、公共管理是一种职业活动 人的职业活动,以及在职业活动中生成的特殊的社会关系,来自于社会生活和社会生产不同领域的分离.在人类社会的早期,社会生产和生活不同领域的分离是以分工的形式出现的,主要是由于社会生产活动的分化造成了职业活动的专门化.到了晚近,职业活动已经不限于生产领域,而是扩大到了生产领域之外的许多领域,几乎遍及社会生产和生活的绝大部分领域.人们在职业活动方面的区别,也不再仅限于活动意义上的"分工",而是职业活动主体意义上的"分群".社会生产的领域有分化、重组、融合的双向运动趋势,而社会生活领域则更多地表现为领域分离的单向运动.     

THE MYTH OF PRIVATE SECTOR SUPERIORITY IN PERSONNEL ADMINISTRATION

This article addresses the assumption that private sector management is more efficient than public sector management. It identifies the ways in which public and private sector personnel management are alike, and the ways in which they are different. The differences help the reader understand the reasons for the myth o f private sector superiority. This essay argues that, given the purposes of government employment which have littlet do with management efficiency, and which even militate against it, the criterionof efficiency is misplaced in the evaluation of the effectiveness of public administration. Using a variety of behavioral and motivational measures, it is demonstrable that workers in the public sector are not less likely to seek opportunities for personal fulfillmerit in their jobs than workers in the private sector. The lazy and indolent stereotype does not hold up.     

生态脆弱区环境资源管理的制度与政策创新

生态脆弱区环境资源管理是区域可持续发展研究中的重大问题,是政府转变职能、进行宏观调控与管理的重要领域。环境资源具有公共物品的属性,只有通过政府的干预才能提高其效率。基于对生态脆弱区基本属性与环境特征以及环境资源公共物品属性的分析,从公众参与、绿色GDP、生态购买、配套政策、政府组织等几个主要方面论述了生态脆弱区环境资源管理的制度与政策创新。     

Administrative reform in a changing political environment: The case of Hong Kong

Since 1989, the Hong Kong government has implemented a programme of public sector reform that is based on the principles of ‘new public management’. The reforms initially focused mainly on financial management reform, including delegating responsibilities for resource allocation; re-defining the roles of the central resource branches; setting up trading funds in departments that provide services directly to the public; and instilling a new corporate culture of service throughout the government. Some progress has been made in implementing the reforms. In 1993, the government realized that further civil service reform was necessary to support the reforms. The government proposed to delegate more authority to department heads on personnel matters; give managers more freedom to manage personnel; and simplify personnel regulations and procedures. These ‘new public management’-type reforms are usually associated with stable, relatively unchanging environments. In Hong Kong, however, the reforms have been proposed and carried out in an environment of considerable political turbulence which has both facilitated and hindered their implementation. Because of the declining legitimacy of the colonial government, British authorities may not have the political capacity to implement the reforms. Opposition from both department heads and civil service unions to aspects of the reforms has already emerged.     

From Crisis to Opportunity: Human Resource Challenges for the Public Sector in the Twenty-First Century

A great deal of attention has been focused on the human capital crisis in the public sector since the mid-1990s. Experts and practitioners give many reasons why the current crisis emerged. This article examines the important factors that led to the crisis, what is being done about them through presidential agendas, legislators, oversight agencies, professional societies, and public policy think tanks. Concerns are many in terms of a large number of upcoming retirements, early retirements, unplanned downsizing, difficulty in attracting new generations to public service, and the changing nature of public service. However, the human resource crisis also presents an opportunity to fundamentally change those features of public sector human resource management practices that have become outdated for contemporary organizations and position government agencies for the twenty-first century by meaningfully reforming the civil service. This transformation would require public sector organizations to take a more strategic view of human resource management and to give greater policy attention to human capital issues.