Reemployment Services in the Netherlands: A Comparative Study of Bureaucratic, Market, and Network Forms of Organization

Progress in New Public Management research requires careful comparison of different organizational approaches to public tasks, preferably within a single political and institutional setting. This paper presents a study of three approaches to reemployment services, a recent development in the Netherlands. How do bureaucratic, networked, and market‐based forms of organization function with regard to the new public aim of second‐tier reemployment in the Netherlands? It appears that there is no simple dependence between performance and instrumental or organizational features. Even in the setting of a single welfare state, intricate interactions exist between performance, stakeholder interests, and institutional conditions. Given the importance of these interactions, New Public Management research would benefit by shifting focus away from organizational performance toward a “politics of institutional structuring.”     

当代西方公共管理前沿理论述评

公共管理作为一门综合性的学科,其前沿理论五花八门,但其中比较宏观和有持续影响力的当属20世纪年70代末和80年代初兴起、到现在还在继续的长达二十多年的政府改革思潮.这一思潮的主要理论基础是20世纪60年代出现的公共选择学派.新公共管理、新公共行政/服务以及治理等前沿理论都与公共选择理论有着密切的关系,是公共选择理论的发展或是在批判公共选择学派的过程中形成的理论.这几个理论相关又不尽相同,与西方思想界都有着十分深厚的渊源,反映着不同思想阵营和不同理论之间的博弈,并没有达到能够相互替代的程度.它们的风行在中国的公共管理学界也引起了层层涟漪和概念上的混淆.从西方公共管理改革实践的历史背景出发,重点就这四大理论的特点、渊源和理论效度进行综述和评论,并讨论了它们对中国公共管理发展的启示.     

Missing pieces in each other's puzzles: Integrating the new public management and the new political economy

Although New Political Economy ideas have sometimes accompanied New Public Management ideas in programs of bureaucratic reform (especially outside the United States), the two schools of thought have remained separate. I argue that the problems of bureaucracy are largely political problems. Therefore, bureaucratic reform must be viewed in tandem with political reform. New Public Management can learn from New Political Economy's emphasis on the incentives of self-interested politicians, and New Political Economy can learn from New Public Management's normative approach and focus on citizens. I use an “exit and voice” framework to discuss and evaluate alternative approaches to reform.     

Reforming Social Services in Hong Kong: The Role of Contracting and Performance Management in the Non‐Profit Sector

Contracts and performance management, along with the concept of consumerism, have become the fundamental metaphors for New Public Management (NPM) and key changes in the public service. ‘Doing well while doing good’ and finding generally acceptable accountability measures for social services have become the perennial aspirations of planners, service providers and funders. This article examines the contingent factors and rationales behind the quality movement and recontracting exercise in reforming the delivery of personal social service programs in Hong Kong within the framework of New Public Management (NPM). It explains the use of long‐term relational contracts rather than the standard business contracts between the government as funder and non‐profit organisations as service providers. It also deals with the complex relationships among quality issues, quality standards, consumerism, accountability, performance indicators, and performance management.     

Administrative Justice in the Wake of I,Daniel Blake

This article argues that Ken Loach's film, I, Daniel Blake, invites deep reflection on the relationship between the individual and the state, and, more particularly, on the role of administrative justice in restoring a re‐imagined sense of citizenship. Drawing on earlier debates from the 1950s, as well as on more recent advocacy of the ‘connected society’, the article proposes that to meet such an ambition, administrative justice must be recognised as an overarching set of principles and values, rooted in a framework of human rights and with a reinvigorated public‐sector ombud‐institution at its centre. In this way, administrative justice might serve as an effective and restorative counterweight to more legalistic options for responding to public grievance, whether the result of routine encounters with the state or of a major breakdown in trust, such as that occasioned by ‘Grenfell Tower’.     

Public Value Governance: Moving Beyond Traditional Public Administration and the New Public Management

A new public administration movement is emerging to move beyond traditional public administration and New Public Management. The new movement is a response to the challenges of a networked, multisector, no‐one‐wholly‐in‐charge world and to the shortcomings of previous public administration approaches. In the new approach, values beyond efficiency and effectiveness—and especially democratic values—are prominent. Government has a special role to play as a guarantor of public values, but citizens as well as businesses and nonprofit organizations are also important as active public problem solvers. The article highlights value‐related issues in the new approach and presents an agenda for research and action to be pursued if the new approach is to fulfill its promise.     

From conditions of equality to demands of justice: equal freedom,motivation and justification in Hobbes,Rousseau and Rawls

Equal freedom is the common starting point for most contractual theories of justice from Hobbes and Rousseau to Rawls. But while equal freedom defines a common starting point for these theories, this does not result in a general consensus on the conception of justice. On the contrary, different ways of conceptualizing the contractual starting point leads to different conceptions of the demands of justice. To fully understand the relationship between equal freedom and justice we therefore first need to explicate how and why the initial condition of equality is transformed into demands of justice. In this paper we discuss how this transformation takes place in the theories of Hobbes, Rousseau and Rawls, with particular emphasis on the vexed relationship between motivation and justification.     

Show Who the Money? Teacher Sorting Patterns and Performance Pay across U.S. School Districts

Pay for performance (PFP) remains one of the most controversial policy debates in the New Public Management reform era. Skepticism about PFP in the public sector is often grounded in theories of public service motivation that suggest a misalignment between PFP's focus on extrinsic market‐based pay incentives and intrinsically motivated government workers. Frequently missing from this analysis, however, is any consideration for whether PFP leads to positive “sorting” effects on the composition of a government agency's workforce through attraction, selection, and attrition processes. Using data from two waves of the Schools and Staffing Survey, the authors examine whether PFP influences the sorting patterns of K–12 public schoolteachers across U.S. school districts. Findings show that, on average, school districts that adopted PFP secured new teacher hires who had graduated from colleges and universities with average SAT scores that were about 30 points higher than the new teacher cohorts hired by districts that did not adopt PFP.     

Intergenerational Justice and the Non-reciprocity Problem

Many of us share a strong intuitive sense that acts or policies that gravely threaten future people's well-being violate the requirements of justice. This intuition has proven problematic for theories that found justice on reciprocity because future people are viewed as powerless to reciprocate our actions towards them. The non-reciprocity problem appears to deliver a decisive blow to reciprocity-based theories of justice. I wish to dispute this view. I point to two well-known facts about human existence – generations overlap continuously and the old depend upon the young – to show that future generations are not asymmetrically vulnerable to our actions, and therefore that justice as reciprocity is not vulnerable to the non-reciprocity problem.     

Recovering the Craft of Public Administration

Public sector reform has rarely dropped off the political agenda of Western governments, yet the old craft skills of traditional public administration remain of paramount importance. The pendulum has swung too far toward the new and the fashionable reforms associated with New Public Management and the New Public Governance. It needs to swing back toward bureaucracy and the traditional skills of bureaucrats as part of the repertoire of governing. This article discusses the skills of counseling, stewardship, practical wisdom, probity, judgment, diplomacy, and political nous. Although these skills are of wide relevance, the article focuses on their relevance in Australia, Britain, Canada, and New Zealand. It concludes that the next bout of reforms needs to recover the traditional craft skills. It is not a question of traditional skills versus the new skills of New Public Management or New Public Governance; it is a question of what works, of what skills fit in a particular context.     

The New Public Service Revisited

The New Public Service describes a set of norms and practices that emphasize democracy and citizenship as the basis for public administration theory and practice. This article revisits some of the core arguments of the New Public Service and examines how they have been practiced and studied over the past 15 years. The authors conclude that neither the principles of the New Public Service nor those of the New Public Management have become a dominant paradigm, but the New Public Service, and ideas and practices consistent with its ideals, have become increasingly evident in public administration scholarship and practice.     

Evaluating Administrative Modernization in German Local Governments: Success or Failure of the “New Steering Model”?

This article evaluates the results and impacts of administrative modernization in Germany after more than 10 years of New Public Management experience, concentrating on the most advanced level of public sector reform: local authorities. Drawing on a broad empirical basis, the authors pursue the following questions: Do “Weber‐ ian” administrative structures and processes continue to characterize the German public sector, or have the reforms left behind lasting traces of a managerial administration? Are local authorities performing better today, and if so, can this be attributed to the New Public Management modernization? The presented results show that no paradigm shift from the “Weberian” bureaucracy to New Public Management has occurred so far. Performance improvements notwithstanding, the new mix of steering instruments causes numerous unintended consequences, causing “Weberian” administration to reemerge.     

Collaborative Innovation,New Technologies,and Work Redesign

Stakeholders agree on the need to promote innovation in work organization in public services. This article deploys the concept of collaborative innovation to discuss employees' and managers' experiences of a major technology‐driven work redesign project within National Health Service pharmacy services in Scotland. The authors draw on extant literature on New Public Management (NPM) and collaborative approaches to innovation to frame more than 40 in‐depth interviews with managers and employees. They find that key components of collaborative innovation—related to joint problem‐solving, interdisciplinary working, and mutual learning—were important to the success of the redesign project and had positive impacts on job quality for some employees. The authors argue that researchers and policy makers should look beyond NPM‐driven models that have dominated some areas of the public innovation literature to consider the potential added value of collaborative innovation to improving both work and service delivery in the public sector.     

Falling into the justice gap? Between duties of social and global justice

The literature on cosmopolitan justice has yet to address what principles to adopt when duties of global justice and duties of social justice are in conflict. In this paper, I address David Miller’s contention that some may fall into the justice gap since we need to prioritize duties of social justice in cases of conflict. I argue that Miller’s analysis depends on three stipulations: the incommensurability of the values underlying duties of social justice and those of global justice; the need to justify duties of justice to their holders; and the need to consider the necessary institutions to realize and implement justice obligations. I argue against the incommensurability clause by showing that both conceptions of justice pursue moral equality as the underlying and commensurate value. Instead, I propose that the currencies of justice we employ in the two contexts of justice are different. Discussing the justifiability clause I agree with the stipulation that we have to justify decisions that affect the realization of justice to those who have to carry the burden of realizing them. This implies, however, that we may have to accept that some prioritize duties of global justice over duties of social justice. If this is the case, it seems as though the state has little recourse to prioritize duties of social justice. Finally, discussing Miller’s institutional clause I ask why the justice relevant institutions can only be those of the state. It is plausible to say that in our current world, institutions of humanitarian aid are effective means to satisfy duties of global justice.     

Inequities in enforcement? Environmental justice and government performance

This paper examines whether state governments perform systematically less environmental enforcement of facilities in communities with higher minority and low‐income populations. Although this is an important claim made by environmental justice advocates, it has received little attention in the scholarly literature. Specifically, I analyze state regulatory enforcement of three U.S. pollution control laws—the Clean Air Act, the Clean Water Act, and the Resource Conservation and Recovery Act—over the period 1985–2000. To test for disparities in enforcement, I estimate a series of count models and find strong evidence across each of the three environmental laws that states perform less enforcement in poor counties, but little evidence of race‐based inequities. © 2009 by the Association for Public Policy Analysis and Management.     

Book Reviews

Books reviewed: L. R. Jones and Gmenn C. Bixler, Mission Financing to Realign National Defence Donald Axclrod, Shadow Government: The Hidden World of Public Authorities - And How They Control Over $1 Trillion of Your Money Fred Thompson and L.R. Jones, Reinventing the Pentagon: How the New Public Management Can Bring Institutional Renewal Anthony Downs, New Visions for Metropolitan America     

Book Reviews

Books reviewed in this article: Owen Hughes, Public Management and Administration: An Introduction Byong‐man Ahn, John Halligan and Stephen Wilks (eds.), Reforming Public and Corporate Governance: Management and the Market in Australia, Britain and Korea Fred Argy, Where to From Here? Australian Egalitarianism Under Threat Richard Woolcott,The Hot Seat: Reflections on Diplomacy from Stalin's Death to the Bali Bombings Bent Flyvbjerg, Rationality and Power Bent Flyvbjerg, Making Social Science Matter Denis Murphy, Roger Joyce, Margaret Cribb and Rae Wear (eds.), The Premiers of Queensland Ciaran O'Faircheallaigh, A New Approach to Policy Evaluation: Mining and Indigenous People Michael Pusey, The Experience of Middle Australia. The Dark Side of Economic Reform     

Justice,Charity, and Disaster Relief: What,If Anything,Is Owed to Haiti,Japan, and New Zealand?

Whenever fellow humans suffer due to natural catastrophes, we have a duty to help them. This duty is not only acknowledged in moral theory but also expressed in ordinary people's reactions to phenomena such as tsunamis, hurricanes, and earthquakes. Despite being widely acknowledged, this duty is also widely disputed: some believe it is a matter of justice, others a matter of charity. Although central to debates in international political theory, the distinction between justice and charity is hardly ever systematically drawn. To fill this gap in the literature, I consider three accounts of this distinction— the “agent‐based,” the “recipient‐based,” and the “mixed” view—and argue that they are all unsatisfactory. I then offer a fourth alternative, the “autonomy” view, which successfully overcomes the difficulties affecting its rivals. I conclude by considering the implications of this view for the moral grounds of disaster relief in earthquake‐stricken Haiti, New Zealand, and Japan.     

The New Public Service: Serving Rather than Steering

The New Public Management has championed a vision of public managers as the entrepreneurs of a new, leaner, and increasingly privatized government, emulating not only the practices but also the values of business. Proponents of the New Public Management have developed their arguments largely through contrasts with the old public administration. In this comparison, the New Public Management will, of course, always win. We argue here that the better contrast is with what we call the "New Public Service," a movement built on work in democratic citizenship, community and civil society, and organizational humanism and discourse theory. We suggest seven principles of the New Public Service, most notably that the primary role of the public servant is to help citizens articulate and meet their shared interests rather than to attempt to control or steer society.     

新公共管理：反思、批判与超越——兼评新公共服务理论

通过采用企业化政府的理念,新公共管理提高了效率,但也导致了公共性、公平、责任、价值诉求等公共管理价值的缺失.通过对新公共管理的反思和批判以及对新公共服务的理论基础、原则和内容的介绍,说明新公共服务在理论基础、价值选择、政府责任、公民精神方面不仅可以弥补和纠正新公共管理的偏颇,并可以替代新公共管理成为公共管理的发展趋势.