论政府公共服务机制创新

本文在考察分析国外政府公共服务机制变革的主要趋势的基础上,结合我国改革服务机制的进展,分析了我国政府目前公共服务机制存在的问题,并提出了公共服务机制创新的方向.     

Creating a Performance Culture? Performance-based Pay in the Australian Public Service

This article provides a critique of the operation of performance-based pay in the Australian public service from 1992 to 1996 and questions proposals for further experimentation with such managerial initiatives. Performance agreements underpinning performance-based pay were unable to measure adequately the performance of senior officers undertaking policy work. Appraisal reviews of these agreements also failed to increase performance feedback between supervisors and senior officers. The process of rating senior officers by supervisors, and the moderation of those ratings by senior agency management, proved to be inherently subjective and considerably increased the prerogatives of public service managers over senior officers. Linking pay to individual performance undermined teamwork and increased friction between those eligible for performance bonuses and junior officers excluded from the scheme. Yet the emphasis on individual employment relationships did not serve to undermine collective values, in particular workforce commitment to unionism.     

论公共服务型政府的文化创新

政府文化是政府管理的软环境,是政府管理的灵魂。建设公共服务型的政府,积极推进政府文化创新是非常关键的一环。公共服务型政府文化理念具体包括:民主法治、有限责任、公开透明、服务健全、廉洁高效。我们必须用市场经济的观念和方法创新公共服务型政府文化,即:强化“以人为本”的政府服务意识;构建“顾客至上”型的政府行为模式;探索“结果导向”的绩效评估机制。     

Innovation Agents in the Public Sector: Applying Champion and Promotor Theory to Explore Innovation in the Australian Public Service

Innovation is critical to organisational success and is a process steered, and potentially thwarted, by individuals. However, despite the importance of public sector innovation given the complexity of policy issues faced and the sector's specific contextual features, our understanding of innovation processes in government requires expansion. This study, using in‐depth case analyses of three Australian Public Service agencies, focuses on understanding the ‘human component’ of the innovation process by drawing on both innovation champion and promotor theories to explore, through the lens of organisational power, how multiple human agents progress public sector innovations. The results highlight the key, and often tandem, roles of individuals at multiple organisational levels who work to inspire and motivate others to progress an innovation (champions) and those with specific power bases who help overcome organisational barriers to innovation (promotors).     

对公用事业型企业创新的思考

随着我国国内市场与国际市场的进一步接轨,国内市场已基本变化为买方市场,企业创新成为国家全面创新的主体和主角,成为企业生存和发展的核心,公用事业型企业创新的必要性日益凸显.但是,目前我国公用事业型企业创新面临着如下新的矛盾和问题体制性困扰、制度性危机、市场困惑和激励缺失等.突破公用事业型企业创新的瓶颈必须完善投资体制、国有资产管理体制改革,健全市场竞争环境和现代企业制度,加强公共关系协调机制、企业产权制度、核心业务与多产业发展的创新.     

Creating and Sustaining Innovation

Address given to the 'Public Sector Innovation Summit — an International Conference', Grand Hyatt, Singapore, 2002.     

新农村建设中公共服务供给创新

我国开始进入统筹城乡发展,建设社会主义新农村的新阶段。创新农村公共服务体系,加强和改善农村公共服务供给,是建设社会主义新农村的重要内容和基本要求。要转变政府职能、构建公共财政体制、健全农村公共服务供给规制监管制度、逐步建立“政府主导、社会参与”的现代农村公共服务供给体制,扎扎实实推进社会主义新农村建设。     

当前我国政府公共信息服务传输体制创新研究

从体制变迁来看,当代我国政府公共信患服务的传输体制经历了从单通道公共信息传输体制到混合型公共信息传输体制的转变.从具体制度来看,政府公共信息服务的传输体制主要包括公示制度、政府新闻发言人制度、政府统计资料公布制度.当前,我国政府公共信息服务的传输体制尚存在许多问题.为此,有必要对其进行创新.     

Innovation in the Public Sector

Why does the public sector innovate, how should the public sector innovate, and, even more basically, should the public sector innovate? These are some of the questions that these contributions explore and to which they provide some salutary answers. Martin Stewart‐Weeks, an independent consultant working at the intersection of government, innovation, and technology, draws some lessons from his direct experience and advisory work about how the public sector catches the innovation ‘bug’ and turns it into in‐ spired action. From infection to inspiration to implementation, the public sector needs to lower its defences and put itself ‘in harm's way’ to engage with innovators and new ideas. Tim Kastelle, one of Australia's leading innovation scholars and practitioners, sets out some practical ways that the public sector can extend and entrench its innovation practice. These include managing innovation as a process, shifting the risk equation, and experimenting.     

Consultants and the Public Service

Governments, as well as the community at large, need disinterested analysis and advice. It is important that governments are advised on the options for and against intervention in what some perceive as wrongs, and the potential and likely costs as well as the benefits to the whole community of such interventions. When the Royal Commission on Australian Government Administration (RCAGA) was set up, most of this advice came from 'official sources': principally the Commonwealth Public Service, supplemented by official bodies such as the Tariff Board and the Bureau of Agricultural Economics. RCAGA was concerned about the narrowness of Australian policy discourse (especially in relation to economic policy), and explored several avenues for widening it. Ironically, these possibilities did not include what has turned out to be a very significant alternative to official sources: the use of outside consultants. This paper reviews the growing use of consultants in government, starting from the concerns of RCAGA, and exploring the institutionalisation of 'outside' advice, and the impact of this on the capacity of the public service to advise.     

协商民主与公共价值的创造

公共价值管理聚焦在如何创造积极和公众所期望的经济社会后果,是与网络化治理相适应的一种公共行政管理模式。公共价值管理与协商民主具有内在的一致性,协商民主为建构公共价值、处理公共价值冲突、增强公共价值合法性和避免公共价值失灵提供了新的路径。在生成公共价值的过程中,协商民主推动治理网络的良性运转,促进公共管理者、专家和公众角色的转变,可以有效地化解公共行动在寻求持续性支持方面所面临的诸多困境,并且激发资源、汲取资源以增强公共价值生成的操作化能力。     

Defining Asia Capabilities for Australia's Public Service

Twenty‐three years ago, questions posed in this journal asked whether and how the Australian public service was prepared to engage effectively in Asia. More recent meta‐analyses of public policy scholarship suggest that Western policy scholars and administrators continue to pay limited attention to Asian policymaking, despite the rise of Asia in the 21st century. This article contributes a research‐derived Asia capabilities framework for Australia's public service, distilled from a qualitative study with public administration leaders at Commonwealth, state, and local government levels. It taps scholarly literature in ‘cultural intelligence’, global leadership competencies, and training to provide a robust conceptual underpinning for the framework. The framework defines the knowledge, skills, capabilities, and experiences vital for Australia's public service to engage effectively with the region in a rapidly changing policy environment.