Public management and organizational performance: The effect of managerial quality

This paper presents the first large study of public management quality and its effect on program performance. Using 5 years of data from more than 1000 Texas school districts, the authors measure quality as the additional salary paid to school superintendents over and above the normal determinants of salary. This measure of managerial quality is positively correlated with 10 of 11 performance indicators covering organizational goals ranging from standardized tests to school attendance. These relationships hold even in the presence of controls for other determinants of program success. The measure has the potential to be used in tests of existing management theories, thus moving the literature beyond case studies to more systematic research involving many subjects. © 2002 by the Association for Public Policy and Analysis and Management.     

Privatizing housing: An assessment of U.K. experience

Abstract

This article describes the way in which the government of the United Kingdom has implemented the policy of privatization with respect to housing since coming to power in 1979. It details the main elements and diversity of the policy; it evaluates the results in terms of tenure change, allocation of housing services, prices, and investment; it examines the emerging problems of affordability and access; and it suggests that there have been considerable benefits from both privatization and deregulation in terms of greater efficiency and responsiveness.

However, it also stresses the extent to which government involvement in housing, although undoubtedly shifting away from direct provision, has reemerged through both income‐related and supply subsidies to other landlords. The article concludes that in the United Kingdom, unlike the United States, the provision of adequate housing for all is still regarded as a government responsibility.     

Local governments' monopoly power and local tax reform: Theory and evidence from the U.K.

Public Choice - The paper briefly reviews recent research that adapts and extends the Tiebout model of residential choice, paying special attention to those studies which utilize Hirschman's...     

Representation and Inclusion in Public Organizations: Evidence from the U.K. Civil Service

Theories of workforce diversity in the public sector assume that organizations that are more representative of the population they serve are more likely to foster an inclusive work climate in which individuals from different sections of society can thrive. The authors examine this assumption by studying whether gender and minority ethnic representativeness are related to perceptions of inclusiveness and the experience of discrimination and bullying within U.K. civil service organizations. Findings suggest that gender representativeness and minority ethnic representativeness are both associated with an inclusive work climate, with each aspect of representativeness positively related to higher perceptions of inclusion and lower levels of discrimination and bullying. The theoretical and practical implications of the findings are discussed.     

Linking strategy and performance: Developments in the New Zealand public sector

In recent decades, many governments have sought to improve their systems of strategic management and priority setting. Few of these attempts have met with unequivocal success. In particular, the systems for “whole-of-government strategizing” have not been well integrated into the ongoing budgetary processes and departmental performance management systems. In 1993—1994, as part of its comprehensive reforms of the public sector, the New Zealand government instituted a new system of strategic management. The new approach—which in part grew out of the National government's attempt to outline its long-term vision in a document titled Path to 2010—involves the ministers specifying a series of medium-term policy goals, referred to as “strategic result areas” (SRAs), and then translating these into more detailed departmental objectives, known as “key result areas” (KRAs). More specific “milestones” are subsequently identified to serve as benchmarks against which the achievement of departmental KRAs can be assessed. This article describes and evaluates this new approach and considers its possible application in other countries.     

Political economy of the U.S. temporary duty suspension program: An empirical note

We examine every TDS Bill introduced by the House of Representatives and approved by the U.S. International Trade Commission in the last six years. The significant relationship between these bills and campaign contributions coupled with the personal characteristics of proponents and sponsors influence the policy outcomes of the U.S. TDS Program.     

Defining the policy-making function in government: An organizational and management approach

Applying what is in effect a roles and missions approach to the management of the office of the chief planner in large scale public operations is at variance with modern public administration theories. However, a definitional approach is advanced here as a needed step in organizing and managing the policy-making process, which in most agencies is in constant flux. Five key functions are defined: Planning, Analysis, Research, Demonstration and Evaluation. A simplified scenario is used to show how these functions and their management interact over several years of policy-making. Activities identified with each function are spaced chronologically and are shown to be mutually reinforcing. The scenario also makes extensive use of the initial earmarking of portions of the Research and Evaluation budgets for coordinated use in response to requirements growing out of the overall policy determination process.     

Organizational form and performance: An empirical investigation of nonprofit and for‐profit job‐training service providers

While research on the distinctions between for‐profit and nonprofit organizations and their changing service sector shares is vast, there is comparatively little empirical evidence on the consequences of their differing attributes for social program outcomes. This article presents research on publicly subsidized for‐profit and nonprofit job‐training service providers, namely whether organizational form influences client enrollment, service delivery activities, or performance, as measured in terms of participant outcomes. The findings show that nonprofit providers were not more likely to serve more disadvantaged clients and that neither for‐profit nor nonprofit service providers were consistently more effective in increasing participants' earn‐ings and employment rates. When performance incentives were included in service providers' contracts, contractors of all forms performed significantly better across all participant outcomes examined. © 2000 by the Association for Public Policy and Management.     

The U.K. overseas development administration and non-departmental public bodies in the field of educational aid

The educational aid programme sponsored by the U.K. Overseas Development Administration has been conducted using organizations in which substantial changes have been made in the last ten years. This article analyses the changes in the structure of non-departmental agencies and in the relations between the Overseas Development Administration and the agencies, and considers the rationale for these. It draws attention to the contrast between the formal independence of these non-departmental bodies and continuing departmental control, and to the limitations of non-departmental bodies as a means of securing advice and co-operation. The article points to the difficulties in organizational terms of marrying the aim of providing a framework for co-operating with the recipients of aid, and for securing advice, co-operation and support in its administration from bodies outside central government in the U.K., while preserving ministerial responsibility.     

Administrative (de)centralization,performance equity,and outcome achievement in rural contexts: An empirical study of U.S. child welfare systems

Whether public services are better delivered through centralized or decentralized administrative systems is one of the most enduring debates in public administration. This article contributes to the debate with a study of program outcome achievement in U.S. child welfare services. We examine whether centralized state‐administered or decentralized county‐administered systems are more successful at realizing desired outcomes, which exhibit greater performance equity, and which are more successful at securing program outcomes in rural settings. Using a coarsened exact matching approach to quasi‐experimental research, we find that centralized child welfare systems exhibit greater success at achieving desired outcomes—in both rural contexts and overall. No discernible difference is found in centralized and decentralized systems' performance equity; outcome disparities exist under both structures. The study thus lends credence to centralization arguments, but at the same time cautions that centralized administration is not a structural panacea.     

An empirical analysis of viewer demand for U.S. programming and the effect of Canadian broadcasting regulations

Using viewer share and rating points for the Toronto/Hamilton television market, we estimate the demand for U.S. programs retransmitted in Canada and test several hypotheses on the effect of domestic content regulation, program type, simulcasting regulations, network affiliation, and other broadcasting variables on audience size. These estimates have general implications for the current trade debate over the cultural industries. More specifically, our results provide support for some U.S. rights holders arguing for greater compensation for the retransmission of programs in Canada, and they raise questions about the publicly stated rationale of domestic content quotas generating net social benefits. These results can generalize to the many European Union and English-speaking countries using similar domestic content quotas.     

新农村建设中政府公共服务能力的限制因素及其对策

社会主义新农村建设是一个系统工程,仅靠市场机制的自发调节是无法完成的。政府必须承担起相应的责任,然而,政府责任不在于直接参与市场竞争,而在于提供公共服务。政府公共服务能力直接影响一个国家公共服务的总体水平。因此,政府必须强化农村公共服务职能,提升公共服务能力,提高公共服务水平。     

People: hearts and minds Towards rebirth of the public service ethic

No country will escape the enormous forces that are now buffeting the public sector worldwide. The massive changes underway are affecting people—public servants and citizens alike—and not just bottom lines. Standard approaches to dealing with change may unwittingly overlook the fact that Public Services are first and foremost “people systems”. The article provides a timely reminder that players in public organizations—senior officials, middle managers and front-line workers—experience change differently given their distinct perspectives and levels of authority. While responses to change may vary considerably within organizations, a common humanity is what ultimately unites people. As a result, governments that choose to ignore rather than acknowledge the human side of change may experience needless difficulty in bringing about the successful renewal of the public sector. (© 1997 by John Wiley & Sons, Ltd.)