Public Involvement in NHS Inquiries

Opportunities for engaging the public have changed over the fifty years since the inquiry into the Ely Hospital, Cardiff. NHS inquiries, and inquiries more widely, tend to be called where events have led to public concern and loss of public confidence. Involvement of the public could therefore be assumed to form a part of restoring that public confidence. This paper explores the mechanisms for public involvement in NHS inquiries over the past fifty years, assessing the roles played by the public. It uses the framework outlined by Geoffrey Howe to examine how members of the public have been involved in four NHS inquiries. Findings suggest that the roles and mechanisms have varied, but that understanding the extent of public involvement is a dimension to assessing each of the potential functions of an NHS inquiry.     

Industrial Relations and Public Sector Reform: The Victorian Case

Few anticipated the radical program of public sector reform introduced by the Kennett government. A commitment to downsizing, markets and privatisation has transformed employment relations in the Victorian public sector. Familiar institutions have disappeared, major employment areas have been restructured, and jurisdiction for much public sector industrial relations has been transferred to the Commonwealth. Despite some industrial unrest, and occasional successes, public sector unions have been unable to fend off this ideological assault on traditional patterns of public sector employment.     

TEACHING PUBLIC ADMINISTRATION: EDUCATION OR TRAINING?*

Abstract: There is an ambivalence in attitudes to public administration as a field of study among both academics and practitioners in Australia. Teachers, researchers, students, public servants seeking training and managers have differing interests and expectations. Disagreements about the field have contributed to the lack of a unified framework of concepts, while the field has fragmented into public administration, public policy and public management, aside from other divisions such as "old" versus "new" public administration. "Education" and "training" have taken diverging paths and academics and practitioners have drifted apart. There needs to be a closer dialogue that can only be based on a generally agreed paradigm for Australian Public Administration as a field of study.     

Public Service and Commercial Broadcasting: Impacts on Politics and Society

This article provides an accessible overview of the growing research literature on the impact of public service and commercial broadcasting and highlights its main implications for policy discussions about the future of public service broadcasting in Western societies. It shows that the populations of countries with public service broad‐ and narrowcasting are better informed about government and politics, are more trusting of other people, have more positive civic attitudes, have greater confidence in democratic institutions and are more likely to engage in democratic politics. Moreover, levels of social trust are higher in countries which have a significant public service element in their media systems, even among individuals who do not habitually watch public TV channels. The article ends with a brief discussion of the implications of this research for the future of public broadcasting in the Western world.     

Oh Ye of Little Faith! A Response to Davis and Wanna

In response to falls in public sector employment and the closure of public management programs in universities, Davis and Wanna (1997) raised the significant question: ‘Does the teaching of public administration have a future?’ A study of the changes in roles, functions and competencies and education needs of ‘new’ public sector managers suggests that universities have a distinctive role in meeting their need for management education.     

Public relations for public affairs

The term ‘public affairs’ has now become a much‐discussed topic in continental Europe's political and economic circles, including Germany and Austria. The problem is that few people really understand just what the term means. Many people have the impression that ‘public affairs’ is another way of describing lobbying. Others perceive it as classic public relations. In Europe many decision makers of the business world lack the specific knowledge of policy making; however, until now just a few such executives have taken advantage of the real opportunities opened up by using the services of professional public affairs consulting. Communications companies in Europe are now offering public affairs consulting as part of their services, with increasing success. The first task to make public affairs better known in Europe therefore must be public relations for public affairs. Copyright © 2001 Henry Stewart Publications     

LET THE MANAGERS GOVERN: MINISTER-BUREAUCRAT RELATIONSHIPS IN NEW SOUTH WALES

Abstract: This article considers the relationships between ministers and chief executives in the New South Wales Liberal-National government. It looks at how ministers have set about taking charge of the public service against the background of the new political and economic realities confronting the state government. Senior ministers have consciously sought to limit their dependence on public servants and they have used a range of strategies to do so. They have remoulded the public service in a new "managerialised" form. Policy-making has been further internalised into ministerial offices and party circles and away from departments. The role of cabinet has been strengthened to impose a new corporate purpose as a counterbalance to traditional departmental interests. New incentive systems, based on contract employment and performance agreements, have been introduced to focus public service loyalties on the goals of the government. Advocates of managerialism, usually career public servants, have been appointed to key positions. Ministerial advisers have been used as countervailing sources of advice and as extensions of ministerial authority. Many ministers themselves have assumed an involved style of ministerial management of departments.     

改革开放以来的中国公共行政学

改革开放以后,中国公共行政学得以恢复与重建,并逐渐确立了其应有的学科地位,从而获得了更大的发展空间,取得了辉煌的成就:高等院校公共行政学科学院化,建立了完整的专业教育体系,专业性学术组织蓬勃发展,创办了一批专业学术期刊,积极开展国际学术交流;研究领域不断拓展,研究范式不断转换,研究方法不断改进,话语体系不断构建等。公共行政学的发展在推动我国行政体制改革、构建服务型政府、转变政府职能、培育公共精神、提升政府治理能力等方面都起到了重要作用,但在没有形成完备的本土化理论体系、研究方法的结构性失衡、公共行政的合法性危机等方面,仍面临较大的挑战。不过,全面深化改革的进一步推进、国家治理体系与治理能力现代化水平的逐步提高、互联网与大数据技术的广泛应用,也为公共行政学的发展创造了巨大的发展机遇。未来中国公共行政学的发展要立足现实,及时回应和满足社会变革的需要,创新公共行政学的研究范式与方法,构建具有中国特色的公共行政学话语体系和本土化的公共行政学理论。     

Caucuses in Collaborative Governance: Modeling the Effects of Structure,Power, and Problem Complexity

ABSTRACT

This article explores societal culture as an antecedent of public service motivation. Culture can be a major factor in developing an institution-based theory of public service motivation. In the field of organization theory, culture is considered a fundamental factor for explaining organization behavior. But our review of the literature reveals that culture has not been fully integrated into public service motivation theory or carefully investigated in this research stream. This study starts to fill this gap in the literature by using institutionalism and social-identity theory to predict how the sub-national Germanic and Latin cultures of Switzerland, which are measured through the mother tongues of public employees and the regional locations of public offices, affect their levels of public service motivation. Our analysis centers on two large data sets of federal and municipal employees, and produces evidence that culture has a consistent impact on public service motivation. The results show that Swiss German public employees have a significantly higher level of public service motivation on the whole, while Swiss French public employees have a significantly lower level overall. Implications for theory development and future research are discussed.     

A Prescription Rejected: Market Solutions to Problems of Public Sector Governance

The New Public Management includes the idea of incorporating market mechanisms in public sector governance. In the Danish case, market reforms have scarcely been used; private sector supplies of public services have not increased during the last decade. The lack of success of market reform in Denmark is explained by the strong institutions of traditional public sector governance operating at the micro-level. Formal and informal hierarchy and formal and informal corporatism hold a strong grip on public sector governance. The very decentralized structure of the Danish public sector decreases the importance of central government in terms of reform strategies. Strong interests and institutional constraints keep reforms in the Danish public sector within a hierarchical mode of governance.     

论公共政策议程建立过程中媒体的影响

由于媒体具有覆盖面广、信息容量大和传播迅速的特点,一个社会问题一旦经过媒体的放大很快就能形成强大的社会舆论,因而就能对政府政策议程的建立产生很大的影响。但是,媒体对于公共政策议程建立的影响力也受到自身存在的某些问题的制约。在公共政策议程建立过程中要协调和处理好媒体与政府、公众三者之间关系。     

The New Enclosures: London,New York City,Philadelphia, and the Transformation of Public Space

ABSTRACT

In recent years, social movements have taken to the streets to protest various forms of economic and racial injustice. However, these attempts to exploit the political opportunities public spaces afford have been compromised by the increasingly private nature of “public” spaces. What has changed is the rise of privately owned public spaces (POPS), areas that appear to be public, but in fact are owned by corporations that prohibit a range of activities, including political protest. This article argues such restrictions of public space are not limited to POPS. Rather, they are just one expression of a far more pervasive phenomenon, novel variations on centuries-old practices by which common or public land has been enclosed. I suggest that four forms of enclosure -for profit, of behavior, of community, and of the public realm- degrade the status of public institutions and insulate private interests from counter-mobilization by groups pursuing egalitarian ends.     

Politicization,Bureaucratic Legalism,and Innovative Attitudes in the Public Sector

Previous studies have identified institutional, organizational, and individual factors that promote innovation in public organizations. Yet they have overlooked how the type of public administration—and the type of administrators—is associated with innovative attitudes. Using two large, unique comparative data sets on public bureaucracies and public managers, this article examines how bureaucratic politicization and legalistic features are associated with senior public managers’ attitudes toward innovation in 19 European countries. Results of multilevel analysis indicate that the bureaucratic politicization of an administration and the law background of public managers matter. Public managers working in politicized administrations and those whose education includes a law degree exhibit lower pro-innovation attitudes (i.e., receptiveness to new ideas and creative solutions and change orientation).     

Revisiting the Motivational Bases of Public Service: Twenty Years of Research and an Agenda for the Future

How has research regarding public service motivation evolved since James L. Perry and Lois Recascino Wise published their essay “The Motivational Bases of Public Service” 20 years ago? The authors assess subsequent studies in public administration and in social and behavioral sciences as well as evolving definitions of public service motivation. What have we learned about public service motivation during the last two decades? What gaps in our understanding and knowledge have appeared with respect to the three propositions offered by Perry and Wise? This essay charts new directions for public service motivation scholarship to help clarify current research questions, advance comparative research, and enhance our overall understanding of individuals’ public service motives.     

PUBLIC MANAGEMENT OR PUBLIC ADMINISTRATION?

Abstract: The debate over managerialism has been the most controversial issue in Australian public administration journals in recent years. Although most articles have been critical, there have been responses in favour of the changes by senior public servants. One unfortunate consequence of this debate has been the appearance of a gap between academic public administration and public service practice.
This paper argues that, from several angles, the work now carried out by public services is management rather than administration. It argues that managerialism is a long-overdue reform to a model which has outlived its usefulness. The traditional model of public administration was an irrelevance for many years; it was never efficient or effective and deserved to be replaced. However, public management does not necessarily mean the widespread and uncritical adoption of practices from the private sector. What it should mean is that a distinctive public management needs to be developed. This should take account of the differences between the sectors, but still recognise that the work being done by public servants is now managerial rather than administrative.     

Government Communication Effectiveness and Satisfaction with Police Performance: A Large‐Scale Survey Study

For the last two decades, performance management theories and practices have focused on outcome‐oriented management but have paid little attention to the role of public communication. Using multiple large data sets from Kansas City, Missouri, for 2009–14, this research suggests that the perceived effectiveness of public communication has a more substantial impact on public satisfaction with police protection and crime prevention than neighborhood crime rates and broken windows factors and that perceived effectiveness moderates the negative impact of crime rates. After controlling for residents’ demographic characteristics, the authors find that the perceived effectiveness of communication is associated with public satisfaction with the content and quality of the city website and the government television channel. The implications for public safety management and police–citizen relations as well as directions for future research on public communication strategies and public performance management are presented.     

公共部门创造市场化公共价值的实证研究——基于公民为先的善治理念视角

随着公共事务复杂度与数量的急剧增加，公民意识的觉醒与NGO组织的涌现，公共价值的内涵已发生时间序列的变化，公共部门对社会声誉及公信力的获得已由自然继承转变为争夺，一系列市场化因素迫使公共部门面临需求差异化与供给多元化的双重压力。公共部门管理中，公民为先的善治理念的整体缺失，导致公共部门对公民需求、环境变化不敏感，这是与公共部门“创造公共价值”的本意想违背的。因而市场化公共价值创造，公共关系管理和公信力建设成为公共部门营销的崭新课题。文章构建公共部门的市场化公共价值构念，即公民消费公共产品从而获得的消费者价值，应用结构方程模式（SEM）实证分析，说明公共部门在竞争性公共产品市场中，为实现公共价值创造的核心职能，应当顺应公民社会需要，秉持公民为先理念，通过“政府再造”，提升公共服务品质，积极拓展社会享誉度及公信力。     

The Role of Organizations in Fostering Public Service Motivation

In seeking to explain the antecedents of public service motivation, James Perry focuses on the formative role of sociohistorical context. This study tests Perry's theory and examines the role that organizational factors play in shaping public service motivation, based on responses from a national survey of state government health and human service managers. The findings support the role of sociohistorical context, showing that public service motivation is strongly and positively related to level of education and membership in professional organizations. The results also underscore the significant influence of organizational institutions, indicating that red tape and length of organizational membership are negatively related to public service motivation, whereas hierarchical authority and reform efforts have a positive relationship. Therefore, public organizations have both an opportunity and a responsibility to create an environment that allows employees to feel they are contributing to the public good.     

对传统公共物品理论的破与立——兼论后公共物品时代的政府职能定位理论

对于公共物品的界定,西方学者见仁见智,而国内学者大多以消费上的非竞争性和非排他性作为公共物品的充分条件和必要条件。本文否定了物品(包括服务)存在消费上的非竞争性和非排他性,进而否定了以物品的客观属性来界定公共物品的传统公共物品理论,主张以需求溢出理论作为后公共物品时代的政府职能定位理论。     

The effects of new public management on the quality of public services

Have New Public Management (NPM) reforms in public organizations improved the quality, efficiency and effectiveness of the delivery of public policies? NPM reforms, understood as a style of organizing public services towards the efficiency and efficacy of outputs, have been controversial. They have been accused of importing practices and norms from the private sector that could collide with core public values, such as impartiality or equity. Yet, with few exceptions, we lack systematic empirical tests of the actual effects that NPM reforms have had on the delivery of public services. In this introductory article, we summarize a special issue devoted to cover this gap. And, overall, we find that neither the catastrophic nor the balsamic effects of NPM reforms are confirmed, but the success (or failure) depends on the administrative, political and policy context those reforms take place.