The impact of state governance structures on management and performance of public organizations: A study of higher education institutions

Legislative statutes are passed by political majorities which support structures that insulate the implementing agency from its political opponents over time. Political actors also respond to different constituencies. Depending on the broad or narrow base of these constituencies, actors favor different kinds of governance structures. We apply this theoretical framework to the question of whether the state governance structures of boards of higher education affect the way university managers allocate resources, develop sources of revenue, and promote research and undergraduate education. Over the past two decades state governments have given considerable attention to state governance issues, resulting in many universities operating in a more regulated setting today. This paper develops a classification of higher education structures and shows the effects of differences in these structures on university management and performance using a data set that covers the period from 1987 to 1998. The analysis suggests that, for most of the measures, productivity and resources are higher at universities with a statewide board that is more decentralized and has fewer regulatory powers. © 2004 by the Association for Public Policy Analysis and Management.     

Voting on public spending: Differences between public employees,transfer recipients,and private workers

Politicians who support higher public spending in the hope of gaining the support of transfer recipients, such as the aged, the unemployed, and those on welfare, have no reason to believe that the strategy will succeed; according to the evidence reviewed here, transfer recipients do not vote much differently on such issues from other voters. State and local employees have shown a clear preference for higher public spending, but their numbers are limited and the relative strength of their preference weak, so that their impact on voting outcomes has been only marginal.     

The relationships between public and private pension schemes: an introductory overview

Only recently have social insurance and private pensions, collectively, come to be thought of in terms of a total social security benefit package. The economic problems brought on by the 1974 oil crisis initially triggered consideration of a common, integrated role for the two systems. The second oil crisis reinforced the relative expansion in private pension programs, as a supplement to social security. Before these events, private and public pension programs interacted in only a limited number of ways, confined to relatively few countries. These interactions were largely confined to collective bargaining, whereby private pensions were gradually extended to nearly all employees in France and Sweden; mandating, or legally requiring private supplementation of social security, debated in several countries in the early 1970's, but postponed by the 1974 oil crisis; and contracting out, or covering a part of the social security benefit under a private plan, as in the United Kingdom. Overall, the tradition of private pensions was not very strong or broadbased. The current debate centers on which public/private pension mix is desirable from the point of view of an old-age income-maintenance program. A new element is the rising support for a "third pillar"--individual tax-encouraged savings--not only as a supplement, but as an alternative to social insurance.     

Teacher recruitment and retention in public and private schools

Private school salaries are substantially below those in public school systems. Nonetheless, private school heads are as satisfied as public school principals with the quality of their new teachers and substantially more satisfied with their experienced instructors. This difference remains after controlling for school and community characteristics and for the principal's tenure and educational priorities. In addition, appraisals of experienced and new teachers suggest that private schools are more successful in retaining the best of their new teachers and in developing the teaching skills of their faculties. Apparent reasons include greater flexibility in structuring pay, more supervision and mentoring of new teachers, and freedom to dismiss teachers for poor performance. These findings suggest that improvement in the quality of public school performance will require the use of accountability tools such as pay-for-performance and dismissal.     

私权与公权之冲突及地方政府责任

随着中国公民权利意识的提高,私权与公权的冲突事件不断出现,迫切要求政府在制度上作出回应.本文认为,在私权与公权的冲突中,地方政府有不可推卸的责任,应该有所为有所不为:通过积极的作为即提供完善的法律制度,使公民权利得以保障并提供权利救济的路径;通过消极的不作为即约束政府权力,给市场的不同利益主体留出自由竞争的空间.并建议改革地方官员考核制度,将对冲突事件的应对能力纳入政绩考核范围,以激励地方政府的制度创新.     

The changing politics of lobbying: private sector organizations in Mexico

This article analyzes how the relations between Mexico's private sector, particularly that of business power groups and interest groups, and the political elite changed as a result of processes of neo-liberalization and democratization from the early 1980s through the presidency of Vicente Fox (2000–2006). The analysis provides several insights into Mexico's developing interest group system during these years and particularly that of business interests. On the one hand, the changes increased political pluralism, the number of groups operating, and their lobbying options and helped move Mexico toward liberal democracy. On the other hand, with its major resources and political connections, big business was able to maintain, in fact enhance, its political status, whereas small business was less politically successful. Moreover, many old political practices used by big business to influence government persist as well as skepticism among the public regarding democratic institutions. As a consequence, this article argues that despite the new developments in political advocacy, the continuation of traditional political practices presents obstacles to the development of interest group activity resulting in a plutocratic element to Mexico's emerging democracy. Copyright © 2013 John Wiley & Sons, Ltd.     

The determinants of the choice between public and private production of a publicly funded service

The public choice literature contains little formal analysis of the bureaucratic choice of production modes — public or private — of publicly funded services. An important question to be addressed is why some governmental bodies choose to provide a publicly funded service with publicly owned and operated production units whereas other governmental bodies contract with private firms to provide the same publicly funded service. This paper is the first formal attempt to remedy this gap in the literature. We develop a theoretical explanation of the government decision maker's choice between public and private production modes based on utility maximizing behavior. We then examine empirically this choice employing logit analysis. The empirical results, which include several tests for robustness, confirm our theoretical explanation. The results are significant and suggest that non-monetary constraints are an important factor affecting this choice of production modes and that monetary constraints are less influential.     

Peer effects in private and public schools across countries

Many argue that the composition of a school or classroom‐that is, the characteristics of the students themselves‐affect the educational attainment of an individual student. This influence of the students in a classroom is often referred to as a peer effect. There have been few systematic studies that empirically examine the peer effect in the educational process. In this research, we examine the peer effect with a unique data set that includes individual student achievement scores and comprehensive characteristics of the students' families, teachers, other school characteristics, and peers for five countries. The data allow an examination of peer effects in both private and public schools in all countries. Our analysis indicates that peer effects are a significant determinant of educational achievement; the effects of peers appear to be greater for low‐ability students than for high‐ability students. The finding is robust across countries but not robust across school type. © 2000 by the Association for Public Policy Analysis and Management.     

Deteriorating public and private sector relations in Central America

The Central American countries are divided by profound political differences. Yet surprising similarities exist in the changing relations between the public and private sectors. Throughout the region, public and private sectors lock into a vicious circle. The inability of the state to provide order and social harmony creates disincentives for the private sector to invest or even to continue existing levels of production. The government responds by increasing its responsibilities at the expense of the private sector. In doing so it assumes risks the private sector refuses, but further alienates the private sector nonetheless.     

Managing organizations in the third world: A case study of management control in a Bangladeshi jute mill

This article reports on a study of the operation of management control systems in a large nationalized jute mill of Bangladesh. The study seeks to describe how ‘control’ operated in practice and to explain why the systems of control worked in these ways. Investigations revealed a number of significant factors. First, the organization operated in both competitive and regulated environments; it had little authority over its operational activities and, head office and the sponsoring ministry were prominent in organizational planning and control. Second, the accounting system in the mill was mainly a response to external legitimacy (e.g. stewardship and tax matters). Third, although budgeting was perceived as part of the formal structure of control, it was not a dominant mode of control in the organization; the budgeting system was created to comply with head office and state requirements. Fourthly, the mill managers used a variety of social/informal control and mechanisms to cope with the complexity and uncertainty around the mill's operations. This study reinforces the conclusions of other research claiming that the wider social, economic, political and institutional contexts govern the ways management control operates in an organization.     

Popular mobilization and disaster management in Cuba

Cuba has effectively implemented a system of popular mobilization and education to prepare people for such natural disasters as hurricanes. Compliance with evacuation orders is impressive. Top priority is attached to saving lives. The country's acclaimed programme accounts for the limited toll of Hurricane Michelle in November 2001, which was the most powerful storm since 1944. Five Cubans died in the storm, which wreaked havoc in Jamaica, Honduras, and Nicaragua. This article reviews recent Cuban experience in disaster preparedness, which was achieved despite material scarcity. Since the prestigious Intergovernmental Panel on Climate Change warns of increased susceptibility to disasters in future, Cuba's record deserves wide attention. Copyright © 2002 John Wiley & Sons, Ltd.