Implementation Of Public Management Reforms Research Articles

APLIKASI KONSEP MANAGING FOR RESULTS

State government in the United States have enthusiastically embraced the idea of managing for result. This appears to represent the victory for New Public Management policy ideas transferred from New Zealand, the United Kingdom, and Australia. The managing for result doctrine that emerged from these countries called for an increased focus on results but also increased managerial authority to achieve results. In turn, it was claimed, government would enjoy dramatic performance improvement and result-based accountability. This article assess the implementation of public management reform and argues that the managing for results doctrine has benen only partially adopted. State governments selected some of the New Public Management ideas but largely ignored others. In short, state government emphasized strategic planning and performance measurement but were less successful in implementing reforms that would enhance managerial authority, undermining the logic that promised high performance improvements.

APLIKASI KONSEP MANAGING FOR RESULTS

State government in the United States have enthusiastically embraced the idea of managing for result. This appears to represent the victory for New Public Management policy ideas transferred from New Zealand, the United Kingdom, and Australia. The managing for result doctrine that emerged from these countries called for an increased focus on results but also increased managerial authority to achieve results. In turn, it was claimed, government would enjoy dramatic performance improvement and result-based accountability. This article assess the implementation of public management reform and argues that the managing for results doctrine has benen only partially adopted. State governments selected some of the New Public Management ideas but largely ignored others. In short, state government emphasized strategic planning and performance measurement but were less successful in implementing reforms that would enhance managerial authority, undermining the logic that promised high performance improvements.

Lietuvos viešojo valdymo reformų institucinė sandara 2009–2012 m.

His article sets out to explore two aspects reported in the literature: we pursued to fulfill the lack of research in the field of preparation and implementation of Lithuanian public management reform; searching for evidence that reforms are based on unclear public management doctrine. Principal – agent theory was applied to execute the aim of current research. The data collected by carried our eight in-depth semi structured interviews. The research sought to identify the change of opinions during the execution of public management reform. It was found, that preparation and implementation of public management reform depends on three factors: (i) value – based public management reform conception; (ii) existence of strong coordination center form reform execution; (iii) support of political – administration resource. However, the participation of political appointees at the reform process highlighted the conflict in their activity. From one hand the support of political appointees reduce control of performance. Otherwise, there is a threat for implementation of public management reform.

The Influence of Resistance to Change on Public-Sector Reform Implementation: The Case of Italian Municipalities’ Internal Control System

ABSTRACTThe present research tries to contribute to the academic debate on public management reform adoption, focusing on the reasons for the discrepancies between actual and formal changes and using resistance to change as theoretical basis. The study hypothesizes that high levels of individual and organizational resistance to change may be associated to the formal implementation of public management reforms. The research results allow to confirm the hypothesis when large-size municipalities are considered, while when considering medium-size entities a definite evidence of a relation between resistance to change and the formal implementation of the reforms does not emerge.

Can Public Management Contribute to Governance in Developing Countries?

Governance ensures a wide range of desirable values including efficiency, productivity, participation, transparency, and accountability. The wide scope and overambitious demands of governance make it difficult to conceptualize and operationalize. Despite huge investments in time and resources, developing countries seldom succeed in establishing good governance. Based on the experience of Hong Kong, this article argues that many of the desired values of governance can be attained through effective design and the implementation of public management reforms. Public management cannot serve as an alternative for governance, but reforms in this area can help update and adjust institutional structures, processes, and practices in developing countries; they help to ensure the benefits of the desired values of governance without undertaking enormous risks. However, the size of a country and the nature of its political system will influence the degree of success in establishing governance.

Talking the Talk or Walking the Walk? The Leadership of Planned and Emergent Change in a Public Organization

The implementation of public management reform may entail radical change for public sector organizations, as it implies changes in the values of the organization. Although such organizational changes are widespread and prevalent in the public sector, the processes through which such changes take place are largely overlooked in the public management literature. By means of an embedded, comparative case study, the authors analyse both planned and emergent processes of change. Their analysis indicates that changes come about through careful reinterpretation and reframing of organizational commitments, rather than replacement of the old by the new values. Moreover, there are important differences in the leadership activities in planned and emergent processes of organizational change. They highlight the need for an increased understanding of the role of leadership in emergent processes of change. In order to successfully change public organizations, they find that the approach to change and corresponding leadership activities should be congruent with the content of the desired organizational change. Managers must dare to go beyond talking the talk and start walking the walk.

Trials of explicitness in the implementation of public management reform

We study how state practitioners account for the shape and action of the state. We focus on the implementation, from the early 2000s onwards, of a reform of public management in France which called for a revision of the description of the boundaries and achievements of the action of the state. The reform targeted the rules governing the budgetary process and included, along with new accounting methods, new forms of reporting and assessment aimed at identifying the performance of governmental and administrative action. We consider the implementation process as a set of trials of explicitness in which a number of state practitioners struggled to elucidate the meaning of the reform and were confronted with pragmatic interrogations on what the state is and does. We analyze, using archival material, a number of such trials in the domain of national science and research policy, focusing on the development of managerial vocabularies and performance metrics.

La gestion des hommes dans l'administration territoriale de l'Etat : entre bricolage gestionnaire et travail sur le sens

L’article étudie la manière dont les responsables départementaux de services de l’État adaptent leurs ressources humaines au moment où la RGPP réforme profondément l’administration territoriale de l’État. Les dispositifs mis en place pour faire évoluer le suivi budgétaire et la gestion des personnels ne suffisent pas à provoquer les mouvements de main d’œuvre attendus. Les responsables doivent par conséquent optimiser les ressources existantes et faire évoluer les métiers de ces fonctionnaires, en travaillant notamment sur les questions du « sens de l’action » afin d’emporter leur adhésion. L’enquête révèle combien ce travail d’encadrement s’ajuste différemment selon l’objet de l’action administrative et selon le territoire de son exercice, avec des formes d’innovations locales qui distinguent ce travail de celui des cadres du privé.

Lifting the veil of Maya

PurposeThe purpose of this paper is to build a working definition of public administration's management capacity (PA‐MANCAP) aiming at empirically testing the existence and size of an implementation gap in public management reforms in Italy.Design/methodology/approachA confirmatory factor analysis is developed to assess the validity of the proposed operational measure. Data are taken from a survey administered on 204 local governments in Italy.FindingsThe validity of the measure is assessed for all the attributes that conceptualize PA‐MANCAP except for the information and communication technology dimension. Findings from a survey of 102 major Italian municipalities indicate a situation with areas of light and shadow with regard to the implementation of public management reforms in Italy.Originality/valueThe paper presents a valuable insight for both academics and practitioners in order to benchmark the managerial capacity of various local governments and to develop additional quantitative research into the determinants of the implementation gap of public management reforms in Italy and abroad.

Public management reform in Italy: explaining the implementation gap

PurposeThe aim of this paper is to outline the sets of factors influential on the implementation of public management reform in the politico‐administrative context of Italy.Design/methodology/approachProvides a combination of different research designs, multiple case studies on regional governments.FindingsSome broad sets of factors affecting implementation of public management reform have been identified They include: characteristics of the administrative tradition and features of the politico‐administrative context; the design of the reform package and the coalition of interests sustaining the reform; behavioural triggers; and the building over the time of management capacity at the level of individual public sector organisations.Research limitations/implicationsResearch limitations include the availability of empirical evidence given the width of the phenomenon under investigation, as well as the broader caveats that apply to researching vast and complex problems like those concerning management reforms at nation‐wide level. Some implications for the development of a broader comparative research agenda on countries in the Napoleonic administrative tradition are proposed.Originality/valueProvides an interpretation of the dynamics of the process of implementation of public management reforms in Italy by combining a plurality of theoretical sources.

Public management reform in Portugal: successes and failures

PurposeThe purpose of the paper is to address the question of the influence of the administrative tradition and the politico‐administrative context on the formulation and implementation of public management reform in Portugal.Design/methodology/approachThe paper is based on empirical evidence collected from various sources. It reflects the personal experience of the author, who was personally involved in the reform process, and is also the result of a wide‐ranging review of literature on public administration and public management reform in Portugal and other European countries.FindingsThe paper identifies different phases of reform, and acknowledges the existence of a recurrent problem with public expenditure and increasing public employment. It concludes that there has been no lack of great reforms, and suggests a different approach – one that does not require special speeches or special doctrine, but is based on discreet work by politicians and managers seeking to fulfil the traditional values of the public service.Research limitations/implicationsMainly due to a lack of both studies and evaluation practices – make it difficult to assess the actual impact of the different waves of reforms. However, administration has managed to cope with the process of change while maintaining a key orientation towards the citizen and society.Originality/valueThe value of the paper is that it is the first time the whole cycle of reforms, from 1974 until 2007, has been covered and also related to the politico‐administrative tradition. It contains summarised but complete information and suggests a new approach based on the ethical values of the public service.

Introduction: the reform of public management in France, Greece, Italy, Portugal and Spain

Purpose – This paper aims to outline the contents of the special issue on public management reform in countries in the Napoleonic administrative tradition, discussing alternative explanatory frameworks, and proposing paths for future research.Design/methodology/approach – This article provides reviews of the papers in the special issue.Findings – Some broad sets of factor affecting implementation of public management reform in Napoleonic countries are outlined, schematised in a specific table, and discussed in the light of potential alternative frameworks, like cultural analysis.Research limitations/implications – Research limitations include the availability of empirical evidence given the width of the phenomenon under investigation (public management reform in five countries). Implications for the development of a broader comparative research agenda on countries in the Napoleonic administrative tradition (and others) are proposed.Originality/value – The special issue, of which this paper provides an ove...

Managing for Results in State Government: Evaluating a Decade of Reform

State governments in the United States have enthusiastically embraced the idea of managing for results. This appears to represent a victory for New Public Management policy ideas transferred from New Zealand, the United Kingdom, and Australia. The managing for results doctrine that emerged from these countries called for an increased focus on results but also increased managerial authority to achieve results. In return, it was claimed, governments would enjoy dramatic performance improvement and results-based accountability. This article assesses the implementation of public management reform in the United States and argues that the managing for results doctrine has been only partially adopted. State governments selected some of the New Public Management ideas but largely ignored others. In short, state governments emphasized strategic planning and performance measurement but were less successful in implementing reforms that would enhance managerial authority, undermining the logic that promised high performance improvements.