The Government Agenda in Parliamentary Democracies

Lawmaking is a challenge for coalition governments because it inherently demands cooperation and compromise by parties with divergent policy goals. The jurisdictional system of cabinet government exacerbates the problem by providing parties the means to undermine the coalition bargain in the pursuit of their own policy interests. In this article, I explore whether arrangements that allow partners to police one another induce compromise on one of the most important decisions taken by a government—the organization of the policy agenda. In an analysis of original data on the timing and policy content of over 800 government bills from four European democracies, I show that coalition governments pursue a largely "accommodative" agenda. Policy initiatives dealing with issues that are more attractive to all partners in the coalition are likely to be given priority on the agenda, while those dealing with relatively unattractive issues are likely to be postponed .     

Do Managers Face a Performance Trade-Off? Correlations Between Production and Process Performance

The existence of multiple goals in public organizations inevitably raises the concern that managers face performance trade-offs. In particular, scholars have expressed the fear that public managers, in order to secure high production performance, are forced to sacrifice performance on goals like equity, accountability, and procedural justice. However, our knowledge of whether such trade-offs exist is scarce. Using an administrative 10-year panel data set of Danish public schools and principals, this article analyzes trade-offs between production performance (measured by student performance and student pass rate) and process performance (measured by equity, accountability, and procedural justice). Results show no evidence of trade-offs. In contrast, principals who succeed in raising student performance generally also succeed in securing high pass rates, high equity, high accountability, and high procedural justice. These results suggest that managers who are able to secure high performance on one dimension of performance will likely also be high-performing on other performance dimensions.     

Does Public Service Motivation Lead to Budget Maximization? Evidence from an Experiment

ABSTRACT

One of the most enduring theories in public management is Niskanen's model of the budget-maximizing bureaucrat. While popular, the image of bureaucrats relentlessly advocating for larger budgets has been frequently attacked. A chief criticism is that the assumption of self-interest does not align with budget maximization, since bureaucrats have little direct way to benefit from larger budgets. A more plausible assumption that offers a stronger causal logic for maximization behavior is that bureaucrats are motivated to help others. If they believe that spending on public goods is beneficial to society, public employees may be likely to advocate for larger budgets. Using vignette-experiment methodology, this article finds that individuals with higher levels of public service motivation do not advocate for significantly higher budgets. The results undercut an alternative theoretical means to support Niskanen's original theory, thereby further undermining the budget maximization model.

[Supplementary material is available for this article. Go to the publisher's online edition of International Public Management Journal for the following free supplemental resource: Survey Text with Vignettes.]     

Educational Vouchers: The Case for Public Choice Reconsidered

Parental choice and operational efficiency are the key features proponents use to promote the desirability of educational voucher programs. The argument is that educational vouchers increase competition among schools by allowing parents the freedom to choose which schools their children attend. In turn, competition improves the performance of individual schools. This article argues that, as currently put forth, the case for vouchers minimizes the special position of public schools with respect to their equity goals. Equity, arguably, has been one of the most significant tenets of public education policy in the last half-century. Moreover, vouchers have significant hidden costs that could compromise any efficiency.     

Linking Budgets to Activity: A Test of the Effect of Output‐Purchase Budgeting

Activity‐based budgeting is designed to strengthen the link between activity and budgets. If budgets automatically follow fluctuations in demand, uncertainty is reduced for agencies and politicians can focus more on long‐term decisions. Activity‐based budgeting is likely to fail unless activity can be defined and measured with reasonable accuracy. An equally fundamental condition is the credibility of the budgeting rules. This article provides an empirical test of the effect of output‐purchase budgeting based on data over time from public and private schools. Potentially disturbing variables are held constant, allowing for analysis of the interplay of budgeting systems and credible commitment. Output‐purchase budgeting does indeed strengthen the link between activity and budgets, provided that politicians are able to credibly commit themselves to the rules.     

Education Reform and Accountability Issues in an Intergovernmental Context

Since the early 1980s, widespread expressions of concern aboutpublic education in the United States have been accompaniedby various proposals for improving public school performance.This article develops a conceptual framework for analyzing educationreform and accountability issues in an intergovernmental context.The writers then identify and discuss common themes in fiveprominent education reform efforts in the United States: (1)the promulgation of specific goals and requirements for publicschools; (2) the introduction of open-enrollment plans; (3)the establishment of charter schools; (4) the encouragementof private contracting for the delivery of school services;and (5) the development of public and private voucher programs.While diverse, each of these efforts involves a deliberate attemptto change the accountability mechanisms in the delivery of education,and all have been affected by intergovernmental politics.     

Human Rights,Public Budgets,and Epistemic Challenges

Ideally, governing institutions would be designed so that they would produce and implement with certainty ‘human rights-compatible budgets’, i.e. budgets that adequately reflect the obligations enshrined in human rights. However, there are various reasons why a government may ultimately fail to produce such budgets. This article focuses on under-examined challenges for budgeting for human rights: epistemically oriented challenges. More specifically, the article engages in ‘horizon scanning’, and it maps key underlying factors that can be conducive to epistemically oriented challenges to produce and implement human rights-compatible budgets. In addition, the article considers the road ahead from the perspective of institutional design.     

Political functions of impunity in the war on terror: Evidence from Afghanistan

The prevalence and persistence of impunity for human rights violations in the war on terror have attracted significant interest from scholars and practitioners. Insufficient attention, however, has been paid to the ways in which impunity might be shaping key objectives and practices of the war on terror and enabling or constraining their pursuit in war zones. Drawing on insights from security cultures theory and analysis of empirical evidence from Afghanistan, this article demonstrates how impunity serves as a mechanism for reproduction and diffusion of the security culture of the war on terror and for cooption and subversion of central components of another security culture: the liberal peace. The argument is elaborated by investigating the functions of impunity in generating the kind of politics that justify an endless war and facilitate the pursuit of its shifting goals and methods. The article suggests that the role of impunity in shaping global security pathways might be more significant than previously understood and highlights the potential of security cultures theory to help explain human rights outcomes in counterterrorism and peace operations.     

The Expansion of “Private” Schools in England,Sweden and Eastern Germany: A Comparative Perspective on Policy Development,Regulation, Policy Goals and Ideas

In a diverse range of European countries, there has been an increase in the proportion of pupils attending schools owned by private bodies but funded by the state. This article compares the policy development and governance of private government-dependent schools in three countries/regions: England, Sweden and Berlin/Brandenburg in Eastern Germany. It is found that the regulatory frameworks vary and are associated with specific policy goals and ideas, with apparently similar ideas having different meanings. It is also found that the growth of private government-dependent schools is related to policy goals, differing institutional configurations and political parties.     

Private exit,public exit,and achievement in secondary education

Perceptions of declining academic achievement have motivated a number of governments worldwide to introduce greater school choices to parents in the hope of fostering competition and thus arrest the apparent decline in educational achievement. Exit provides dissatisfied citizens with a decisive mechanism to signal their views regarding the quality of public education institutions. Private exit – abandoning the public education system entirely – is well established in most countries; however, public exit – moving to a separate system of selective high-quality public schools – is an alternative that exists in only a few jurisdictions. We employ a comprehensive 6-year panel of data on socio-educational advantage and academic achievement for an education system which offers both private and public exit choice. In so doing, we show how different exit options affect choices and outcomes for various categories of schools.     

Public Subsidies for Private Schooling: A Comparative Analysis of Argentina and Chile

Argentina and Chile have long-standing policies that award public subsidies to private schools. This article compares the academic outcomes of seventh- and eighth-graders in public and private schools in each country. Three types of private schools are analyzed: Catholic schools that are subsidized by the government, nonreligious schools that are subsidized, and private schools that receive no subsidies. Ultimately, the analyses suggest a mixed portrait of private school effectiveness, in which Catholic schools have the most consistent links to achievement. Nonreligious subsidized schools in Chile, often operated by for-profit corporations, produce outcomes no different from public schools.     

Performance Management Routines That Work? An Early Assessment of the GPRA Modernization Act

The Government Performance and Results Act (GPRA) of 1993 provided a well‐studied framework for U.S. federal performance management initiatives. In the aftermath of the update of GPRA in 2010 with the GPRA Modernization Act, the authors offer the first systematic scholarly assessment of the new legislation. Managerial use of performance data was an explicit goal of the Modernization Act, an objective that eluded prior federal reforms. The Modernization Act established a new series of performance routines to encourage performance information use. The analysis shows that as federal managers experience those routines, they are more likely to report using performance data to make decisions. Specifically, routines centered on the pursuit of cross‐agency priority goals, the prioritization of a small number of agency goals, and data‐driven reviews are all associated with higher rates of performance information use. The authors also find that managers in better‐run data‐driven reviews report greater use of performance data.     

How Organizational Identity Affects Hospital Performance: Comparing Predictive Power of Mission Statements and Sector Affiliation

Abstract

Organizational identity is an important concept in organizational theory, as it can contextualize the behavior of organizations and members. The literature presents divergent perspectives on organizational identity: some studies have characterized organizational identity as constrained by institutional forces, whereas others have contended it is socially constructed by organizational members. Studies have largely focused on the former perspective, measuring organizational identity by sector affiliation; the latter approach has rarely been empirically tested. Therefore, in addition to sector affiliation, this article proposes a different approach to operationalizing organizational identity by examining hospitals’ mission statements. The study also examines which of these dual forces have more predictive power regarding organizational performance. Together with hospitals’ sector affiliation, we test how the presence and frequency of mission statement language regarding access, cost, quality, or unique organizational values affect hospitals’ various performance metrics. Regression analyses with 172 acute hospitals in Florida reveal significant relationships between types of mission statement content, sectors, and performance indicators.     

Decentralization in Tanzania: An assessment of local government discretion and accountability

A large part of the decentralization literature is fragmented along political, fiscal, or administrative lines. In this article we employ a diagnostic framework to draw these dimensions together in a coherent manner to focus on analyzing local government discretion and accountability in Tanzania. Tanzania seems to have a deconcentrated local government system with central appointees having large powers at the local level. Centrally‐funded mandates—such as constructing secondary schools—dominate local government plans and budgets. Central control over administrative functions has ensured that administrative decentralization is yet to occur. In the fiscal sphere, progress has been made in transparency and harmonization of transfers in the last 5 years but local governments still have some way to go in raising own revenues, being less reliant on transfers, and ensuring downward accountability. Copyright © 2010 John Wiley & Sons, Ltd.     

Performance-Based Government Models: Building A Track Record

Governments across the country have embarked on performance-based government efforts. Typical goals of these efforts are to clarify the mission and priority objectives of government with an emphasis on the expected results, to develop mechanisms for monitoring and reporting the achievement of those objectives, and to use this information to make decisions about government activities, including making government more accountable Although many governments have reported success in establishing their performance-based programs, we found ourselves wondering whether any of these programs are showing signs that they can be sustained over time. Are performance-based reports or budgets being used by managers and policy makers? Are the performance programs maintained after implementation? If so, what are the factors critical to success? To answer these questions, we reviewed performance-based government efforts in progress throughout the country with a focus on the initiatives of five states.1 This discussion begins by describing the efforts in those five states: the stated need, the approach, and the results to date. We then discuss the elements of success and the lessons learned from these performance-based government pioneers.     

A Mixed Relationship: Bureaucracy and School Performance

We argue the negative relationship between school bureaucracy and school performance that is commonly reported in the bureaucracy and educational policy literature is theoretically and empirically incomplete. Like most public agencies operating in complex task environments, we suggest that schools have to make trade-offs between the multiple outputs they are expected to produce. Bureaucracy plays an important role in determining the nature of these trade-offs: one that is more multidimensional than it is portrayed in the existing literature. We find bureaucracy's relationship with school performance depends on how performance is measured. It is negatively associated with test scores but positively associated with other performance measures such as attendance and dropout rates. This is consistent with an economies-of-scope perspective of bureaucracy, which emphasizes bureaucracy's role in managing the trade-offs inherent in pursuing multiple goals.     

Individual Ambidexterity and Performance in the Public Sector: A Multilevel Analysis

In this study, we examine individual ambidexterity (i.e., individuals’ balanced pursuit of exploitative and explorative activities) in a public management context. In particular, we combine survey data from junior scholars and secondary data from the Center for Higher Education to investigate the role of individual ambidexterity in an academic context. We conduct multilevel analyses and find that individual ambidexterity is positively related to research performance, indicating that individual ambidexterity positively influences individual performance in the public sector. In addition, we observe a negative relationship between the supervisory ratio and research performance, indicating that having a lower number of employees supervised by a single person leads to lower performance in the public sector.     

New Institutionalism: Distilling some 'Hard Core' Propositions in the Works of Williamson and March and Olsen

The efflorescence of work on new institutionalism has encouraged scholars to build bridges between various schools of thought. Such cross-fertilisation enlivens the debate but runs the risk of erecting bridges on shaky foundations. My article seeks to minimise this risk by going back to basics. It narrows the field of inquiry to the economic and the sociological institutionalist tradition represented by Williamson on one side, and the collaborative work of March and Olsen on the other. It explores and assesses their contribution on three interrelated issues fundamental to any analysis of political institutions: the goals attributed to institutions, the theory of action and the commitment to methodological individualism versus methodological holism. I conclude by noting that in the transition from the old to the new institutionalism – as represented in the works of these authors – the role of power conflicts, negotiations and bargaining between individuals seems to have lost its central position.     

Personnel Management Reform in the Philippines: The Strategy of Professionalization

The strategy of professionalization which is a multi-pronged system aimed at efficient, effective, and responsive delivery of government services is the current thrust of the Civil Service Commission (CSC). As such, a package of personnel reform measures is instituted by the Commission which includes the pursuit of merit, competence and performance; development and institutionalization of positive attitudes, ethical conduct and behavior; motivation through an integrated system of rewards and punishments; continuing human resource development; and the encouragement of public sector unionism. Relevant issues on the professionalization thrust have been raised: (1) since the strategy of professionalization rests more on administrative controls, will the effort bring about increased bureaucratization and routinization instead (or the issue of professionalization vs. bureaucratization)? (2) are the policies coming from diverse sources like the CSC, Department of Budget and Management, Office of the President, and Congress — to mention a few — fully coordinated so as to produce convergent rather than divergent results? (3) is the government really sincere on the issue of public sector unionism since it denies the unions their basic rights to strike and bargain collectively for better pay and working conditions? There is a need to assess further the current efforts toward professionalization to find out if the Commission is really moving toward its avowed goals of deregulation, decentralization and managerial and professional discretion rather than becoming more routinized or bureaucratic.