发展公有制经济改革和完善国有资产管理体制

公有制是社会主义经济制度的基础,是实现最广大人民根本利益和共同富裕的重要保证.要确保国有经济控制国民经济命脉并对经济发展起主导作用,应从总体上提高国有经济的活力和控制力、竞争力,加强对国有资产的管理,改革完善国有资产管理体制.     

Integrating Behavioral Health Care and Primary Care: Application of a Clinical and Economic Model in Culturally Diverse Communities

Although mental illness treatment protocols exist, the organization and financing of screening and treatment services inhibit access. These challenges are compounded for refugees, immigrants, and other groups vulnerable due to their ethnicity, race, or culture. By creating a system-wide, collaborative, integrated model that recognizes and addresses critical clinical and economic aspects in the delivery of services, high quality, evidence-based care can be made available to groups susceptible to the burdens of mental illness. Clinically and financially aligning primary and specialty care offers a viable alternative for improving access and quality of mental health services to vulnerable populations.     

Intersectoral Police Collaboration: An Exploratory View from the States

Modern policing in the United States is best conceived as a joint undertaking between public and private sectors. Over the last several decades there has been a gradual movement away from monopolistic state provision of police services toward a greater reliance on the private sector for protection and security. While the current activities of public and private police are well chronicled in the research literature, little is actually known about the coordination of policing activities across sectors. The purpose of this article is to describe the range of public-private police partnerships that have developed recently in the United States.     

HRM: Performance Relationship: Need for Further Development?

The last decade of empirical research on the HRM value additions, also known as the “HRM and performance” debate, demonstrates evidence that HRM does matter (Huselid, 1995 Huselid, M. 1995. The impact of human resource management on turnover, productivity and corporate financial performance. Academy of Management Journal, 38(3): 635–672. [Crossref], [Web of Science ®] , [Google Scholar]; Guest et al., 2003 Guest, D.E., Michie, J., Conway, N. and Sheehan, M. 2003. Human resource management and corporate performance in the UK. British Journal of Industrial Relations, 41(2): 291–314. [Crossref], [Web of Science ®] , [Google Scholar]; Wright et al., 2003 Wright, P., Gardner, M. and Moynihan, L. 2003. The impact of HR practices on the performance of business units. Human Resources Management Journal, 13(4): 21–36.  [Google Scholar]; Rehman et al., 2010). Unfortunately, the relationships are often statistically weak and the results ambiguous. This article reviews and attempts to extend the theoretical and methodological issues in this debate. Its aim is to build an agenda for future research in this area. A brief overview of achievements to date is followed by the theoretical and methodological issues related to what constitutes HRM, what is meant by the concept of performance, and the nature of the link between these two. In the final section, it is argued that research designs should start from a multi-dimensional concept of performance, including the perceptions of employees, and build on the premise of HR systems as an enabling device for a whole range of strategic options. This implies a reversal of the strategy-HRM linkage.     

Child Welfare's Iron Cage: Managing Performance in New Zealand's Child Welfare Agency

The purpose of this article is to explain the performance management practice in use within one of New Zealand's public service agencies—Child, Youth and Family Services. These practices are described with reference to New Zealand's formal model of public sector management and the professional social work model understood by the majority of the agency's staff. The article draws on recent research into performance management practices in nine of New Zealand's public service agencies that included Child, Youth and Family Services. This involved a number of semi-structured interviews with managers and staff from the national, regional, and local levels of each agency together with a review of relevant documentation.

It is argued that performance management practices exist on a continuum representing the “rationality of control” which extends from a regulative control model of rules and fixed targets to one that is more reliant on shared understandings, learning, and flexible targets. It is further suggested that the institutional structures underlying this continuum determines the extent to which performance management practices within individual agencies are loosely coupled with those used for purposes of external accountability.

The article highlights the tension that exists in an organization that encompasses the substantive logic of “a values-based profession” (Ronnau, 2001 Ronnau, J. P. 2001. “Values and ethics for family-centered practice”. In Balancing family-centered services and child well-being: Exploring issues in policy, practice theory, and research, Edited by: Walton, E., Sandau-Beckler, P. and Mannes, M. 34–54. New York: Columbia University Press.  [Google Scholar]) but which is bound by the formal, instrumental rationality implicit in its system of external accountability that, it has been claimed, “reduces a complex reality to something simplistic and one dimensional” (Tilbury, 2004 Tilbury, C. 2004. The influence of performance measurement on child welfare policy and practice. British Journal of Social Work, 34: 225–241. [Crossref], [Web of Science ®] , [Google Scholar]). It, therefore, argues that the formal model of performance measurement and management of the public service should encompass the broader information and rationality used by managers within public service agencies.     

Business Process Re-Engineering and Balanced Scorecard in Swedish Public Sector Organizations: Solutions for Problems or Problems for Solutions?

This article analyzes and discusses the adoption and implementation of Business Process Re‐Engineering (BPR) at a hospital and Balanced Scorecard (BSC) at a local government. At the hospital, BPR was adopted as a solution to problems, but became de-coupled from operations, and later used for legitimacy reasons. At the local government, without having identified clear problems, BSC was adopted as an attractive solution but became coupled, rather than de-coupled, to operations. Our study shows that de-coupling does not follow the path proposed by neo-institutional theory, and that legitimacy from popular management concepts can be obtained both by coupling and by de-coupling the concepts from operations.     

Knowledge Management and Open Innovation in United Kingdom Local Authorities

The article examines the performance of UK local authorities in relation to knowledge management and open innovation. Data were acquired using a mail survey of non-metropolitan local authorities in England and Wales. The results indicate that certain factors influence the effectiveness of the knowledge management process. Authorities engaged in open innovation have developed more effective knowledge management processes. Hence, of instead of implementing a strategy solely based upon cutting services and reducing staffing levels, local authorities seeking to survive in the face of government spending cuts might also consider the benefit from optimizing the effectiveness of their knowledge management processes and participation in open innovation.     

Expectations from Administrative Reforms: An Attempt to Implement the Balanced Scorecard in a Public Sector Organization

The aim of this case study is to explore what actors in a Swedish municipality expect from a new administrative reform (i.e., an attempt to implement the Balanced Scorecard). The findings show that the expectations on changes are highest among the politicians, moderate among the administrators, and lowest among the operative employees. The differences can be explained by the way the reform is anticipated to favor or disfavor the actors, who in turn are influenced by the actors' past experiences. Most of the expressed expectations concern expectations of the outcome of the administrative reform, but some concern expectations on the reform itself.     

Assessing the Performance of a Court System: A Comprehensive Performance Measures Approach

Many court systems suffer from long lead times, poor service quality, and low throughput. In many cases improvements are continuously introduced through various managerial and professional methods. This article proposes a set of measures to assess the effectiveness of court systems. This set of performance measures includes response-time, throughput, and work-in-process. While court systems generate a multitude of statistical data it is difficult to apply them across individual courts.

The article tailors well established generic performance measures to the specific court arena. The individual measures are aggregated into a single figure that assesses the court's performance along the time axis and relative to comparable court systems.

The proposed measure of performance and the aggregate score were validated with real life figures from the Israeli court system.     

Public Sector Reforms: New Public Management without Marketization? The Danish Case

Is it possible to imagine New Public Management without marketization? In Denmark the present liberal-conservative Government has, throughout its 10 years in power, designed and implemented more than 15 major management reforms in the public sector. Although most of the reforms are rhetorically firmly rooted in neo-liberal ideologies they have, in practice, promoted tools and mechanisms of the “traditional,” or Old, Public Management. Based on an empirical study of the reforms, we suggest that the notion of “pragmatic” New Public Management is introduced to enhance the current understanding of New Public Management in the Western industrialized societies.