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The performance of public services is a matter of concern in many countries. Issues of public service efficiency, cost, and effectiveness have moved to the forefront of political debate. This book applies the latest thinking from Management and Organization Studies to public organizations to examine how the public sector can perform better.
Are public servants self-interested, or motivated by a sense of duty and commitment far above what we would expect given their often modest compensation and frequent public criticism? This book looks at research on this and related questions in assessing the current state of our scientific knowledge.
The BBC: the mouthpiece of the Establishment? The BBC is one of the most important institutions in Britain; it is also one of the most misunderstood. Despite its claim to be independent and impartial, and the constant accusations of a liberal bias, the BBC has always sided with the elite. As Tom Mills demonstrates, we are only getting the news that the Establishment wants aired in public. Throughout its existence, the BBC has been in thrall to those in power. This was true in 1926 when it stood against the workers during the General Strike, and since then the Corporation has continued to mute the voices of those who oppose the status quo: miners in 1984; anti-war protesters in 2003; those who offer alternatives to austerity economics since 2008. From the outset much of its activity has been scrutinised by the secret services at the invitation of those in charge. Since the 1990s the BBC has been integrated into the market, while its independence from government and big business has been steadily eroded. The BBC is an important and timely examination of a crucial public institution that is constantly under threat.
This revised edition, like the original, concerns the problems of harmonizing effective governmental administration with the requirements of a democracy. It features a new chapter on the impact of management and theories of management upon public personnel administration, including discussion of the Model Public Personnel Law of 1940, the Watergate scandals and President Carter's personnel reforms of 1978
The performance of governments around the globe is constantly in the spotlight, whether as a celebration or indictment of their activities. Providing evidence on strategies to improve the performance of public agencies is therefore essential to the practice of public management. Originally published in 2006, this important contribution to the debate explores issues of measurement, research methodology, and management influences on performance. It focuses on three key questions: what approaches should be adopted to measure the performance of public agencies? What aspects of management influence the performance of public agencies? As the world globalizes, what are the key international issues in performance measurement and management? In examining these questions, the contributors debate both methodological and technical issues regarding the measurement of performance in public organizations, and provide empirical analyses of the determinants of performance. The book concludes with groundbreaking work on the international dimensions of these issues.
"During the last three decades, social and behavioral scientists have intensively studied the motivating power of public service. The research focuses on varied concepts-public service motivation, altruism, and prosocial motivation and behavior. This research has produced a critical mass of new knowledge for transforming the motivation of public employees, civil service policies and management practices. The book is the first to look systematically across the different streams of other-oriented motivation research. It is also the first to synthesize research across applied questions that public organizations and their leaders confront, including: recruiting and selecting staff who will ethically and competently pursue public service; designing public work to leverage its meaningfulness; creating work environments that support intrinsically-motivated, prosocial behavior; compensating and rewarding employees to energize and sustain public service; socializing employees for public service missions and values; and leading employees for causes great than themselves"--
Few developments have had broader consequences for the public sector than the introduction of the Internet and digital technology. In this book, Darrell West discusses how new technology is altering governmental performance, the political process, and democracy itself by improving government responsiveness and increasing information available to citizens. Using multiple methods--case studies, content analysis of over 17,000 government Web sites, public and bureaucrat opinion survey data, an e-mail responsiveness test, budget data, and aggregate analysis--the author presents the most comprehensive study of electronic government ever undertaken. Among other topics, he looks at how much change has taken place in the public sector, what determines the speed and breadth of e-government adoption, and what the consequences of digital technology are for the public sector. Written in a clear and analytical manner, this book outlines the variety of factors that have restricted the ability of policy makers to make effective use of new technology. Although digital government offers the potential for revolutionary change, social, political, and economic forces constrain the scope of transformation and prevent government officials from realizing the full benefits of interactive technology.
This book evaluates public service motivation (PSM) within the milieu of a broader conceptual and theoretical landscape beyond public management with a primary focus in management and the social sciences. As the literature around public management has evolved, scholars have suggested that PSM can direct applicants toward public service-oriented careers, and once hired, many have posited that PSM is linked to psychological outcomes and behavioral activity within public service-oriented organizations. Although some scholars have attempted to characterize and study PSM in relation to concepts outside of public management, the vast majority of scholarship has been grounded specifically in the public management literature. This is true when characterizing PSM as a factor that relates to career choice as well as a predictor of motivated states once one occupies a role within an organization. Given its continued vigor and its legitimacy, it could be argued that in recent decades, PSM has indeed become one of the most prominent concepts in public management. This book will be of interest to researchers and students in the fields of public management and public administration, as well as to policy makers and public service managers. The chapters in this book were originally published in Public Management Review.
Bringing together over fifty leading global experts, this Research Handbook provides a state-of-the-art overview of research findings regarding Human Resource Management (HRM) in the public sector. Original chapters provide useful insights from two different disciplines: public administration and HRM. They illustrate that the public context of organisations matters and discuss research findings detailing how this plays out in practice.