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Meta-Analysis for Public Management and Policy is a groundbreaking book that introduces meta-analysis and includes proven techniques for research in public management and policy. The book provides statistical approaches to meta-analysis most useful for public policy and management and features five examples of original meta-analyses of important questions in public management and policy conducted by the author and his team. These original studies show step-by-step how to conduct a meta-analysis and contribute original research on ...
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.
Calls for performance measures and metrics sound good, but public sector organizations often lack the tools required to assess the organization as a whole and create true change.In order to implement an integrated cycle of assessment, planning, and improvement, government agencies at all levels need a usable framework for organizational assessment that speaks to their unique needs. Organizational Assessment and Improvement in the Public Sector provides that framework, an understanding of assessment itself, and a methodology for assessment focused on the public sector. The book introduces the concept of organizational assessment, its importance, and its significance in public sector organizations. It addresses the organizational theory that underlies assessment, including change management, organizational and individual learning, and organizational development. Building on this, the author focuses on the processes and demonstrates how the communication that results from an assessment process can create a widely accepted case for change. She presents a model grounded in the Malcolm Baldrige National Quality Program criteria but adapted for the culture of government organizations. She also addresses the criteria that form the basis for assessment and implementation and provides examples and best practices. Facing decreasing budgets and an increasing demand for services, government agencies must increase their capabilities, maximize their available fiscal and human resources, and increase their effectiveness and efficiency. They often operate in an atmosphere that prizes effectiveness but measures it in silos assigned to individual programs and a structure that encourages people to do more with less while systematically discouraging efficiency. Stressing the significant and important differences between a business and a government, this book supplies the knowledge and tools necessary to create a culture of assessment in government organizations at all levels.
Most American citizens are quick to criticize federal bureaucracy for its size and inefficiency. They assume it has exceeded the intent of our nation's founders; yet men like James Madison and Alexander Hamilton knew that good public administrators were essential to good government. William Richardson here examines the origins, legitimacy, and limitations of public administration from the perspective of the Founders' thought. He shows that these men—especially the authors of The Federalist—advocated an energetic public administration as an essential component of government and even considered the emergence of a "natural aristocracy" of virtuous civil servants. The Founders would see the fault of today's federal bureaucracy, argues Richardson, not as much in its size as in the character of its members. Richardson relates the Founders' belief that the nation should strive to produce public servants committed to developing character traits, such as wisdom and moderation, that would exemplify the highest ideals of the republic and thus ensure its survival. They anticipated some self-interest on the part of administrators, but believed it would be held in check by public opinion and the political process. To test the success of the Founders' ideal, Richardson examines both the character of administrators and the role of ethics in forming that character. He explores the various plans for educating public leaders throughout American history and looks at how attitudes toward public administration have changed in this century, from Woodrow Wilson's scientific ideal to recent proposals to downsize government. Among other suggestions, Richardson advocates reforming existing institutions by emphasizing character. Democracy, Bureaucracy, and Character is an exercise in legitimizing public administration, offering important insights into the Founders' thoughts that can be applied to today's debate over government bureaucracy. Public administration may be problematic by nature, observes Richardson, but it is crucial to our form of government. Through his analysis we can see that, while bureaucracy and democracy have long had an uneasy relationship, neither can be effective unless we fully assess the place and purpose of character in the American regime.
"This book provides an excellent guide to the current literature on co-production, with especially valuable attention to its management and evaluation. By highlighting the lessons from co-production in the private sector, the authors give very useful and timely new insights into how co-production can contribute to public services and help to improve public value.”— Tony Bovaird, Professor of Public Management and Policy (Emeritus), University of Birmingham, UK ​Coproduction covers the practice in which state actors (for example, government agents) and lay actors (for example, members of the public) work together in any phase of the public service cycle. In the past two decades, the literature of coproduction has grown swiftly, but in a fragmented manner. Thus, this book systematizes the literature on coproduction into a comprehensive framework that tackles activation, management and evaluation, illustrated through empirical examples. It adopts a multi-disciplinary approach, analyzing literature streams such as public administration and policy, public management, business management, and marketing, among others. /div It will be invaluable reading for academics working on coproduction, public management, and business management.
The Palgrave Handbook of the Public Servant examines what it means to be a public servant in today’s world(s) where globalisation and neoliberalism have proliferated the number of actors who contribute to the public purpose sector and created new spaces that public servants now operate in. It considers how different scholarly approaches can contribute to a better understanding of the identities, motivations, values, roles, skills, positions and futures for the public servant, and how scholarly knowledge can be informed by and translated into value for practice. The book combines academic contributions with those from practitioners so that key lessons may be synthesised and translated into the context of the public servant.
Tackling the key topics of reform and modernization, this important new book systematically examines performance in public management systems. The authors present this seminal subject in an informative and accessible manner, tackling some of the most important themes. Performance Management in the Public Sector takes as its point of departure a broad definition of performance to redefine major and basic mechanisms in public administration, both theoretically and in practice. The book: situates performance in some of the current public management debates; discusses the many definitions of ‘performance’ and how it has become one of the contested agendas of public management; examines measurement, incorporation and use of performance information; and explores the challenges and future directions of performance management. A must-read for any student or practitioner of public management, this core text will prove invaluable to anyone wanting to improve their understanding of performance management in the public sector.
This report examines the influence of trust on policy making and explores some of the steps governments can take to strengthen public trust.