A Correspondence analysis of lifestyle health risk behavior of public service employees

The study analyses the health risks to which individual employees of public institutions in Nigeria, particularly tertiary institutions, are exposed as a result of their individual lifestyles. It makes use of the special features of correspondence analysis to examine, comprehensively, the health lifestyle behaviours of the three categories of staff in tertiary institutions in Nigeria. The study finds that academic members of staff are more exposed to risk than the other categories of staff as a result of their lifestyle. It recommends that a special counselling programme be drawn up for this category of staff to sensitise them about the risks associated with particular lifestyle behaviours. To the best of our knowledge, this is the first study in this respect. It is expected that with proper counselling directed at the group that is most at risk, the incidence of sudden deaths can he reduced. In turn, this will help the institutions to work out a smoother succession plan.     

Linking transformational leadership and value congruence among Chinese police force: The mediating role of goal clarity and the moderating role of public service motivation

Although claimed as an important value assimilating factor within public administration, transformational leadership's effect over value congruence receives limited empirical investigation. Furthermore, the underlying mechanism and boundary condition of this effect are underspecified. Drawing from an interactionist perspective whereby value congruence is the joint product of situational influence and individual characteristic, this study investigates the relationship between transformational leadership and value congruence focusing on the mediating role of goal clarity and the moderating role of public service motivation (PSM). The analysis of data collected from a sample of 420 Chinese police officers indicates that goal clarity partially mediates the relationship between transformational leadership and value congruence. In addition, PSM moderates the relationship between goal clarity and value congruence such that the relationship is stronger when PSM is high. Finally, theoretical and practical implications are discussed.     

The public service ethos and the role of the British civil service

The last Conservative administration invested much time and effort in reforming the structure and organisation of the Civil Service. Yet it left untouched the core principles which underpinned Whitehall, often referred to as the public service ethos. In this article, we argue that this ethos has been defended by both conservative and liberal opinion as something fundamentally good. Yet, in reality, the public service ethos is a power/knowledge system which legitimises the rule of a particular elite by presenting public service as a worthy occupation and, thereby, authorising a system of power which is relatively closed and secretive. This accounts for why it has been in the interests of both the last Conservative administration and the present Labour government to ensure the ethos remains intact.     

Performance appraisal in the Maldives public service: challenges and issues

A structured method of evaluating and rewarding the performance of employees in the Maldives public service did not exist before 1996. Personnel decisions, such as employee promotions, were subjective and based merely on the recommendation of the heads of departments. Hence, in 1996, the Government of Maldives introduced a performance appraisal system, based on rewarding employees through the assessment of several factors such as quality of work, job knowledge and performance. The reward came in the form of annual salary increments. In reviewing this system, the article finds that human resource units or divisions within departments now need to be strengthened for the effective implementation of the system; more training has to be provided to public service employees in terms of raising their awareness as to the objectives of the performance appraisal exercise; and the performance appraisal framework needs to be more flexible in differentiating very high performers, at the same time devising a strategy for the improvement of employees who slack in performance. Copyright © 2001 John Wiley & Sons, Ltd.     

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.)     

新公共管理视域下的基本公共服务均等化

基本公共服务均等化是当前的热点问题,也是全面建设小康社会、促进社会协调发展的重要制约因素。本文从新公共管理的视角分析基本公共服务均等化的内在意蕴,剖析当前基本公共服务均等化实现过程中的困点,并在此基础上,对我国基本公共服务均等化实现路径做一些探讨性的研究。     

Demand for masters of public policy in public service

This piece was written to assist those who lead schools of public policy and administration in evaluating their pedagogies and examining their curricula. The perspectives contained in this piece reflect those of the author, who has spent the last 35 years practicing and leading public policy research and analysis in the Congressional Research Service (CRS)—the public policy agency created by the U.S. Congress for its exclusive use. The views expressed here do not necessarily reflect those of CRS or the Congress.     

Politics and public service reform in small states: Malta

Administrative reform is inseparable from political reform, just as administration and politics share overlapping boundaries. This article reviews the goals for reform established in 1989 for the Maltese public service, against the political culture and administrative history of Malta. It argues that a small state's size encourages certain dysfunctional characteristics of the political culture, and aggravates the difficulties inherent in administrative reform. (© 1997 by John Wiley & Sons, Ltd.)     

Paradoxes of public-sector managerialism,old public management and public service bargains

This chapter considers three paradoxes or apparent contradictions in contemporary public management reform–paradoxes of globalization or internationalization, malade imaginaire (or successful failure) paradoxes, and paradoxes of half-hearted managerialism. It suggests that these three paradoxes can be explained by a comparative historical institutionalism linked to a motive-and-opportunity analysis of what makes some public service systems more susceptible to reform than others. It further argues that such explanations can be usefully linked together by exploring public service reform from the perspective of ‘public service bargains’ or PSBs (that is, explicit or implicit bargains between public servants and other actors in the society). Accordingly, it seeks to account for the three paradoxes of public management reform by looking at the effect of different PSB starting-points on reform experience, and at the way politician calculations over institutional arrangements could account for PSB shifts in some circumstances but not others.     

The specificity of public service reform

Despite universal recognition of the decline of public services and the need for reforms, considerable divergence of views exists on the strategy and sequencing of reform for individual countries according to their capacities and level of development. This article reflects on the general contours of public service reform, emphasising past experience, the need to be pragmatic rather than idealistic, the mudding of the waters by the New Public Management movement, the complications of structural adjustment programmes of international financial institutions and the damage resulting from the imposition of universal solutions unfitted and unsuitable to local circumstances. Reform needs political and bureaucratic champions, careful preparation, patience and necessary investment, and capacity to neutralise opposition. Ultimately, one has to allow for a shifting combination of history, culture, politics, economics, sociology, ideology and values in each country. This analysis is applied to the possibility of reforming the public service of India, the second most populous country in the world, and the lessons to be gleaned for developing and implementing the strategy. The article then concludes with an outline of some universal problems facing public service reformers all around the globe such as corruption, the future role of government, shape of the civil service, reversing its erosion and addressing issues of fragmentation, compensation and diversity. Copyright © 2004 John Wiley & Sons, Ltd.     

A model of decision making and the public service professional

This article offers a reformulation of the concept of professionalism as it applies to public sector decision making. After critically evaluating existing work, we present a role theoretic model of public sector decision making that provides a precise conceptual and operational meaning to the term professionalism. We then evaluate the model's applicability to public sector actors, using city managers as an example. Finally, we discuss some of the public policy implications of increasing public service professionalization.     

Productivity growth and funding of public service broadcasting

In this paper we demonstrate how standard techniques for measuring productivity growth can be applied to the broadcasting sector to provide a benchmark for reasonable efficiency savings which public finance officials might expect public service broadcasting (PSB) to achieve. Using establishment level data from the UK, we produce estimates of productivity growth amongst commercial broadcasters between 1999 and 2003, which provide some evidence that improvements to PSB can reasonably be expected to be funded by efficiency savings rather than solely by increases in public funding.     

Managing the impersonal in a personalized public service

What happens when an apparently personalized small public service enters the information highway? How does it integrate the new frame of mind implied in the impersonal, open approach to information? The practical implications of implementing information technology as a means to use information strategically in the Maltese public service, with its apparently paradoxical administrative style, prompted the pilot study in early 2000 upon which this article is based. Using a simplified empirical approach, the study tested the hypothesis that small scale could affect the way leaders deal with the impersonal, such as information resource management. Although limited in scope, the results of the study support a qualified conclusion that small scale, through its link with personalization and associated informal mechanisms, does affect the way top managers in the public service deal with the impersonal, at least in the short and medium term. To what extent it does so, or the space for change, are subjects for further research. The article concludes with suggestions for further investigation into this topic, both in its narrow and wider applications. Copyright © 2002 John Wiley & Sons, Ltd.     

Private and public choices in public education: An investigation of trustee effects

The paper applies the concepts of the horizon problem, agency costs, monitoring, and special interest incentives to trustee management of public schools and higher education. We examine whether South Carolina's 1984 Education Improvement Act, a major restructuring of educational organization and spending in South Carolina, is related to the ratio of pupils in private versus public schools. We employ 30 years of county level data in South Carolina, and we uncover several things. There is no statistically credible relation between public school expenditures per pupil and the private school/public school enrollment ratio. However, we do find that the directed changes in rules, organizational structure, and incentives mandated by the 1984 Educational Improvement Act are associated with a reduction in the relative number of children attending private school. We interpret this to mean that the features of the law requiring better accountability and the like were perceived by parents to make for better education while the increased money spent was only a transfer to teachers or some other groups; we find that organization matters more than money.