The Effect of More Demanding Public Services Quality Standards on the Organization of Service Providers

ABSTRACT

This research aims to investigate the effects that more demanding quality standards have on the organization of public service providers. A hypothetical research model showing the relationship between the quality of public service and the organization of public service providers was tested through a survey carried out with managers of water companies located in Italy. Results show that the new regulations impact on the organization in terms of resources and the performance management system, while the degree of centralization (i.e., the hierarchy of authority and degree of participation in decision-making) is not significantly related to the more demanding quality standards.     

What a difference a Mayor makes. A case study of the Liverpool Mayoral model

The city region devolution deals have ushered Directly Elected Mayors (DEMs) to the front and centre of the political and governance landscape within English metropolitan regions in the UK. DEMs are invested with high expectations to deliver a range of beneficial urban outcomes. Yet, there is little empirical evidence on the how such Mayoral leadership might act differently to other types of civic leadership to bring about these outcomes. This paper through the deployment of an innovative methodology, a diary analysis, examines how different this leadership model is when compared to its immediate predecessor; the council leader. It finds that the new Mayoral role is less about ‘city management’ and more about ‘city representation’ particularly on the national and international political stage. The paper concludes that this has implications for resourcing this particular leadership model and for the wider research agenda into political and executive leadership of our cities.     

What Causes Unethical Behavior? A Meta‐Analysis to Set an Agenda for Public Administration Research

This article uses meta‐analysis to synthesize 137 experiments in 73 articles on the causes of unethical behavior. Results show that exposure to in‐group members who misbehave or to others who benefit from unethical actions, greed, egocentrism, self‐justification, exposure to incremental dishonesty, loss aversion, challenging performance goals, or time pressure increase unethical behavior. In contrast, monitoring of employees, moral reminders, and individuals’ willingness to maintain a positive self‐view decrease unethical conduct. Findings on the effect of self‐control depletion on unethical behavior are mixed. Results also present subgroup analyses and several measures of study heterogeneity and likelihood of publication bias. The implications are of interest to both scholars and practitioners. The article concludes by discussing which of the factors analyzed should gain prominence in public administration research and uncovering several unexplored causes of unethical behavior.     

Community Consultation in Victorian Local Government: A Case of Mixing Metaphors?

This article draws on a three-year collaborative research project investigating how community consultation is practised by Victorian councils, especially in relation to multiple publics and groups that councils can find 'hard to reach'. Based on an analysis of consultation documents, this article looks at councils' understanding of community consultation and underlying assumptions, the expected outcomes and how this is translated into guidance for practice. The research demonstrates that councils aim to consult to provide a range of outcomes, but there is a lack of clarity about how to choose and use the appropriate combination of consultation tool(s) and public(s) to facilitate these. Councils are also unclear about how the outcomes of consultation feed into existing decision-making processes and the implications of this for democratic legitimacy. This is in part due to the fact that the conceptual tensions around consultation and the democratic process are apparent not so much by virtue of what is said about them, but of what is not said. The article begins by outlining the conceptual and definitional problems associated with consultation using typologies of public participation. We investigate how typologies inform the consultation documents developed by councils and in how far they support practice. We then address the need to involve multiple publics and the vexed issue of who is hard to reach and why they should be consulted.     

Perpetrator programmes for partner violence: A rejoinder to Respect

Purpose. To reply to the comments made by Debbonaire and Todd (2012) in relation to our critique of Respect's Position Statement. Method. We examined their reply in relation to our original article and to the wider research literature. Results. We show that Debbonaire and Todd's reply is largely a series of assertions, for which little or no supporting evidence is offered. Their argument is first that we are misplaced in criticizing their Position Statement, and second that the main points of the statement are defendable. We indicate why our criticisms of the statement still stand. Conclusions. We argue that Respect have not countered our overall criticism of their position that intimate partner violence (IPV) can only be addressed as a gendered issue, that is as a consequence of patriarchal values enacted at the individual level. Instead we advocate a gender‐inclusive approach applying a knowledge base derived from robust empirical research on IPV and more widely from research on human aggression.     

Diversity in one dimension alongside greater similarity in others: evidence from FP7 cooperative research teams

Although diversity between team members may bring benefits of new perspectives, nevertheless, what holds a team together is some degree of similarity. We theorise that diversity in one dimension is traded off against diversity in another. Our analysis of collaborative research teams that received FP7 funding presents robust results that indicators of diversity in several dimensions—diversity of organizational form (universities, firms, etc.), diversity in nationality, and inequality in project funding share—are negatively correlated with each other.     

Codes of conduct and practical recommendations as tools for self-regulation and soft regulation in EU public affairs

During the 2000s–2010s, EU Commission and Parliament and European interest groups advanced a specific model of regulation. It combines, on one side, lobbyists self-regulation—the codes of conduct for EU lobbying professionals' associations, such as SEAP and EPACA—with institutional nonbinding or “soft” regulation on the other side—the EU Transparency Register framework for registered interest groups, its code of conduct, the related system of checks, alerts, and complaints about interest groups misconduct put forward by the EU Joint Transparency Register Secretariat, the list of Dos and Don'ts by the EU Ombudsman. This paper examines the peculiar lobbying self-regulation and soft regulation tools and practices, as implemented within the EU model: SEAP and EPACA codes of conduct, EU Transparency Register, EU Interest Groups Code of Conduct, Commissioners and MPs codes of conduct, the procedures of the EU Joint Transparency Register Secretariat, and the Ombudsman list of Dos and Don'ts, underlining their growing impact on interest groups registration to the EU Transparency Register. This EU innovative regulatory model-based on a peculiar mix of self-regulation and institutional, incentive-based, soft regulation-stands as a concrete alternative to the traditional North American top-down binding regulatory pattern. The EU model is based on a participatory, cooperative, and pragmatic dialogue between European policy makers and interest groups. Clarifying the concept, the nature, and the functions of this model, while underlining its peculiarity is the purpose of this paper.     

Domestic violence and child participation: contemporary challenges for the 1980 hague child abduction convention

ABSTRACT

This article addresses two contemporary challenges for the 1980 Hague Child Abduction Convention: (i) domestic violence and (ii) child participation. It also outlines three components of a global socio-legal policy and research initiative undertaken to address these issues and, where relevant, their intersection. The published literature on these topics, including the children’s objections exception, is explored, as are the ways in which these challenges are addressed within some of the 101 Contracting States to the Convention and through the Guide to Good Practice on Article 13(1)(b) of the Convention. Regard is paid to the data provided by the statistical analysis of applications made under the Convention in 2015 by Lowe and Stephens, and the changes which will occur once the Recast of The European Brussels 11a Regulation comes into operation. The likely impact for 1980 Hague Convention abduction proceedings of the UK having left the European Union at 23.00 GMT on 31 January 2020 is contemplated. Other current international initiatives are discussed, including the development of a child-friendly version of the Convention through The International Association of Child Law Researchers. Training is a key to changing attitudes and upskilling family justice professionals to ensure the Convention operates in a fully child-centric way. This will maintain and strengthen the Convention by keeping it ‘fit for purpose’.     

Public Sector ‘Modernisation’: Examining the Impact of a Change Agenda on Local Government Employees in England

Can public sector reform change service performance for the better? This is a hotly contested debate that carries significant theoretical and practical importance. In England, as in many countries, modernisation was at the heart of local government reform and represented an interpretation of New Public Management into a policy framework. This paper examines the role of the modernisation change agenda in England and what this has subsequently meant for ‘service improvement’. Drawing on both document analyses and qualitative interviews with local government employees, we find that while modernisation sought to establish continuous improvement, unintended consequences of modernisation have led to Staff Reductions, Skill Deficiencies, and Loss of a Competent Middle Core in local government, as well as performance outcomes creating an environment for Commissioning, Service Reduction, and Self‐Policing. Implications for the lasting roles and behaviours of public managers affected by this national change agenda are discussed, and conclusions for theory and practice are drawn.