Results-Based Management (RBM) is an organizational management system characterized by a goal-oriented approach. Its global application first came with the 2005 Paris Declaration on Aid Effectiveness. RBM is a results-centered approach to Project Management, that emphasizes delivering results rather than managing inputs and activities. The current study investigates the impact of RBM on increasing transparency and accountability. With all development initiatives transparent and accountable, RBM enhances stakeholders’ ability to participate and understand where an organization or business stands in relation to its development objectives. This literature review integrates the findings of various studies (e.g., major multilateral organizations, bilateral donors, development banks, and international Non-Governmental Organizations) to evaluate RBM's relationship to building accountability and trust. The assessment relies on the theoretical cornerstones and principles of the RBM philosophy. It integrates them with New Public Management (NPM) to examine how the elements of RBM construct an openness and accountability culture. It demonstrates that, by adopting RBM, donors’ trust is increased through evidence of strategic planning, effectiveness, and impact of RBM. However, the review also identifies persistent technical, political, and/or institutional capacity barriers to the successful implementation of RBM. For subsequent projects to effectively contribute to the development of transparent and accountable governance arrangements, efforts must focus on improving the RBM through: adaptive management; improvement in capacity building at the institutional, administrative, and governance levels of RBM; and the creation of incentives that give incentives to focus on sustainable and meaningful outcomes and enhanced accountability, rather than just quick wins and “low-hanging fruit.”

In the context of a rapidly changing, uncertain, and unpredictable global economy, the demands on state economic management in Vietnam are not only to maintain macroeconomic stability but also to enhance the capacity for governance, forecasting, and policy adaptation. Modern governance models such as New Public Management (NPM), New Public Management (NPG), Good Governance (GGM), and results-based governance, evidence-based governance, and digital governance have been applied by many countries to improve the efficiency of economic management and the quality of public policy. This article analyzes the applicability of modern governance models in state economic management in Vietnam, linking it to current economic policy implementation practices, and proposes several policy implications to improve the efficiency of economic management and administration in the coming period.

Abstract The ongoing debate between New Public Management (NPM) and post‐New Public Management (post‐NPM) represents a central tension in contemporary public administration, yet its implications for personnel management remain insufficiently explored. NPM reforms, with their focus on efficiency, performance measurement, and market‐oriented mechanisms, have been criticised for fragmenting organisations and neglecting the human dimension of governance. In contrast, post‐NPM emphasises trust, collaboration, employee empowerment, and public value creation. This article critically analyses personnel management through the lens of post‐NPM, arguing that it redefines employee roles, reshapes motivation, and repositions human resources as a core element of governance capacity. Drawing on recent theoretical and empirical studies, the paper advances three key contributions: (1) it conceptualises four evolving dimensions of personnel management—employee roles, professional development, well‐being, and leadership—within post‐NPM frameworks; (2) it integrates insights from public service motivation, networked governance, and collaborative governance theories to illuminate attitudinal and institutional dynamics; and (3) it outlines practical strategies and future research directions addressing challenges such as digital transformation, work–life balance, and sustaining motivation in complex governance settings. Ultimately, the article calls for a shift beyond managerialism toward a more human‐centred, trust‐based, and sustainable model of personnel management in the public sector. Points for practitioners Transitioning from New Public Management to post‐NPM requires reorienting personnel management toward collaboration, trust, and employee empowerment rather than rigid managerial control. Evidence shows that participatory decision‐making and decentralised personnel structures enhance employee engagement, job satisfaction, and accountability in public organisations. Empowering employees and leveraging their professional expertise supports innovation and improves the responsiveness and quality of public service delivery. Integrating democratic values into personnel management practices strengthens institutional legitimacy and fosters a sustained commitment to public service among employees.

ABSTRACT The focus in this article is on the study, not the practice, of Public Administration; that is, on British academics and their descriptions and explanations of how British government administration works. ‘Presentism’ refers to a bias toward current events and values—interpreting the past through a modern lens—and as an excessive focus on the present, neglecting historical context or future consequences. The article counters this bias by identifying the main intellectual stands of the postwar period, arguing that every narrative is ‘interbedded’ and each continues to influence the evolution of the discipline. The main narratives between 1945 and 2000 are described: Traditional Public Administration (TPA), New Public Management (NPM), and New Public Governance (NPG). For the 2000s to date, a plurality of approaches is identified that contend for our attention: New Public Service (NPS), Digital Era Governance (DEG), and Behavioural Public Administration (BPA). Finally, a new approach is recommended and explained: ‘Interpretive Public Governance’. In conclusion, Public Administration scholars need to: Set our own research agenda. Interrogate our own traditions and not focus exclusively on the present day. Celebrate the plurality of our field, not look for the Holy Grail of an agreed disciplinary core, and explore the interdisciplinary opportunities for yet more diversity. Develop the radical research agenda of Interpretive Public Governance, which uses ethnographic methods to study the knaves practicing court politics.

The article provides a comprehensive comparative analysis of modern approaches to remuneration and financial incentives for heads of infrastructure services in the leading economies of the European Union (Germany, France, and Italy) and the United States. The study explores the transformation of material support systems in the public sector following the 2008 financial crisis, which led to the implementation of New Public Management (NPM) principles. The key features of Performance-Related Pay (PRP) systems based on Key Performance Indicators (KPIs) are identified. It is established that the compensation structure for infrastructure agency heads consists of a fixed component (base salary, allowances) and a variable component (bonuses), the share of which varies according to the national governance model: from the conservative German model (12%) to the progressive French model (19.4%). A typology of KPIs for the infrastructure sector is formulated, covering financial, operational, social, and ESG metrics. Particular attention is paid to the US experience, specifically the Senior Executive Service (SES) system introduced by the Civil Service Reform Act (CSRA). The study analyzes the “Merit System Principles,” broadband pay mechanisms, and the role of Performance Review Boards (PRBs) in ensuring transparency in the bonus allocation process. Bonus calculations are modeled based on performance ratings, demonstrating the high level of accountability and flexibility of the American model. The author concludes that the transition from a purely salary-based model to result-oriented systems is a universal trend; however, its effectiveness is limited by political risks, the complexity of monetizing the social benefits of infrastructure, and the potential “tunnel effect.” The findings highlight the feasi

This study examined the relationship between Performance Management Systems (PMS) and service delivery in Nigeria’s public sector, focusing on the Federal Civil Service Commission (FCSC), Abuja. The research was guided by three objectives: to assess the extent of PMS implementation, to determine the relationship between performance appraisal practices and employee productivity, and to examine the influence of PMS on the quality and efficiency of service delivery. The study adopted a descriptive survey design anchored on the New Public Management (NPM) Theory (Hood, 1991), which emphasizes performance-based accountability and result-oriented public administration. The population comprised 456 officers across six functional departments, including Recruitment and Appointment, Promotion, Discipline, and Records (Federal Civil Service Commission, 2025). Using Cochran’s formula for small populations, a sample of 210 respondents (46%) was selected. Data were analyzed using SPSS and STATA, employing descriptive statistics (means, frequencies, and percentages) to summarize responses on implementation, productivity, and service delivery indicators, while inferential statistics (Pearson correlation and regression analysis) tested the hypothesized relationships. Findings revealed that PMS implementation was moderate (𝑥̄ = 3.73, SD = 1.05) but significantly correlated with organizational effectiveness (r = 0.586, p < 0.01). Performance appraisal practices showed a strong positive relationship with employee productivity (r = 0.642, p < 0.01), while PMS had a significant influence on service delivery efficiency (r = 0.671, β = 0.685, p < 0.01). The study concludes that strengthening PMS through digital monitoring, transparent appraisals, and capacity development will improve accountability, employee motivation, and service delivery outcomes in the Nigerian public sector.

This research examines the connection between the public sector reform component and public sector efficiency through Vietnam’s administrative reform movement (2015-2023). Drawing on the theoretical principles of New Public Management (NPM), the study explores whether the structural reform components; downsizing the civil service, merging administrative units, digitization, and expenditure on training, can lead to observable improvements in the effectiveness of public administration. To evaluate the relationship between structural reform processes and public administration effectiveness, this study employs a multiple linear regression analysis with data from the World Bank's Worldwide Governance Indicators (WGI), Vietnam's e-Government Development Index, and national reform reports. The study's results demonstrate that civil service downsizing and administrative unit merging are positively related to government effectiveness as stated by WGI. The study also shows that the process of digitization is both an independent driver of effectiveness and has the capacity to mediate a larger impact of the observed relationship between civil service downsizing and effectiveness. The expenditure on training demonstrated marginal significance in a positive direction; which demonstrates the importance of investing in human capital over the longer term. The study's analysis suggests that the implementation of multi-dimensional reform mechanisms, particularly those combining structural processes and digitization, are notable drivers of effectiveness in transitional and developing economies. Finally, Vietnam provides real-world evidence for public sector leaders seeking to modernize public administration in an era of fiscal management and political centralization.

ABSTRACT Government initiatives to adopt the International Baccalaureate (IB) in public secondary schools signal an intensifying process of both internationalisation and privatisation within Latin American education systems. This article examines how bureaucratic and centralised education systems, shaped by New Public Management (NPM) and New Public Governance (NPG) agendas, incorporate an international programme as a strategy to improve educational outcomes and/or democratise access to high-quality education. Using a global comparative approach and actor-network theory, we analyse how the IB is translated and embedded into national structures and curricula in Buenos Aires, Costa Rica, and Ecuador. Based on documentary analysis and 72 interviews with governmental officials, IBO representatives, IB association members, and school staff, the study traces the construction of national IB networks and shows how their strength or fragility shapes the integration of the Diploma Programme in public schools. The findings demonstrate that the pathways of IB incorporation vary according to each country’s socio-political context and prevailing modes of governance: a bureaucratic-professional and anti-neoliberal mode in Buenos Aires, a post-bureaucratic NGO-ising mode in Costa Rica, and a post-bureaucratic evaluative mode in Ecuador.

The Nigerian public sector has long been characterized by weak governance structures, poor accountability mechanisms, and ineffective service delivery systems. Despite numerous reform initiatives aimed at addressing inefficiencies, corruption, and weak institutional capacity, service delivery outcomes remain poor, undermining Nigeria’s sustainable development aspirations. This paper critically examines the nexus between governance, accountability, and public sector reforms in Nigeria, highlighting how institutional weaknesses have continued to constrain developmental outcomes. Adopting a qualitative research design complemented with secondary data sources, the study engages empirical literature, theoretical frameworks, and policy analysis to interrogate the persistent service delivery gaps within Nigeria’s public institutions. The findings reveal that reforms in Nigeria have largely been policy-driven but weakly implemented, often undermined by corruption, political interference, lack of continuity, and inadequate monitoring mechanisms. Furthermore, the study identifies gaps in transparency, leadership accountability, and institutional synergy as major bottlenecks limiting reform effectiveness. Drawing on theoretical perspectives such as public choice theory, new public management (NPM), and institutional theory, the paper situates Nigeria’s reform trajectory within broader global governance debates. The study concludes that without embedding accountability, citizen participation, and technology-driven governance in Nigeria’s public sector, reform efforts will remain cosmetic and unsustainable. It recommends the strengthening of anti-corruption institutions, depoliticization of the bureaucracy, digital transformation of public service processes, and enhanced civil society oversight. These reforms are imperative if Nigeria is to reposition its governance architecture for inclusive growth and sustainable development.

This article develops a comprehensive theoretical framework for analyzing the role of English in the institutional communication of local authorities. As globalization and digitalization reshape the landscape of public administration, local governments increasingly operate in multilingual environments where English serves as a pivotal lingua franca for international cooperation, citizen services, and digital governance. Despite the growing prevalence of English in local administration, existing theoretical models often fragment the analysis, isolating linguistic features from broader governance structures. This paper addresses this gap by synthesizing three distinct yet complementary theoretical perspectives: Institutional Discourse Theory, English for Specific Purposes (ESP), and Governance Communication.By integrating Critical Discourse Analysis (CDA) to examine power relations, ESP genre analysis to understand professional communicative needs, and New Public Management (NPM) theories to contextualize administrative reforms, we propose a multi-layered conceptual model. This model delineates the function of English across macro-level language policies, meso-level organizational practices, and micro-level textual strategies. The analysis reveals that English in local authorities is not merely a neutral tool for information transfer but a complex semiotic resource that constructs institutional identity, facilitates (or hinders) democratic participation, and negotiates the tension between local responsiveness and global standardization. The proposed framework offers a robust analytical lens for researchers and practitioners to evaluate the effectiveness, inclusivity, and professional standards of English communication in the public sector. The study concludes with implications for language policy design, professional development for civil servants, and strategies to ensure linguistic accessibility in an increasingly digital and diverse civic sphere.

Public sector reforms are crucial for improving governance efficiency, accountability, and service delivery. Their success, however, hinges on key factors such as ethics, meritocracy, and professionalism. This study utilizes Q methodology to explore various perspectives on public sector reforms, drawing on New Public Management (NPM) theory to identify critical priorities and challenges in reform implementation. By employing a structured sorting technique, the study captures stakeholders' subjective viewpoints in governance and public administration, revealing six distinct perspectives. The findings highlight the vital role of ethical governance (Factor 1) in fostering transparency and public trust while also stressing the importance of strong political will to reduce political interference (Factor 2). Furthermore, the institutionalization of meritocracy and professionalism (Factor 3) is essential for improving administrative efficiency, minimizing bureaucratic inefficiencies, and creating clear career pathways. A collaborative approach that incorporates civil society and private-sector engagement (Factor 4) is also deemed necessary for sustaining reform efforts. However, deeply rooted bureaucratic cultures and institutional resistance (Factor 5) pose significant obstacles to the implementation of reform. Additionally, the study emphasizes the need for continuous learning, leadership development, and adaptive governance strategies (Factor 6) to ensure the long-term sustainability of reforms. The variety of stakeholder perspectives indicates a complex interaction of ethical considerations, political dynamics, bureaucratic structures, and professional development needs. This research contributes to the discourse on public sector transformation by offering policy recommendations for ethical leadership, merit-based policies, and professional capacity building. Future studies should investigate these dynamics across different governance systems to reinforce institutional reforms worldwide.

Application of New public management (NPM) and its impact on citizens satisfaction and loyalty

This article examines the complex and often contradictory impact of public service reform on the theory and practice of public accountability, with a specific focus on the critical case of Nepal. While global managerial reforms-spanning New Public Management (NPM), Network Governance, and Digital Governance-have theoretically reshaped accountability from a hierarchical, process-oriented mechanism into a multifaceted, performance-based network, their practical outcomes are deeply ambiguous. Drawing on extensive document analysis, secondary data, and existing empirical studies, this study argues that in Nepal, reforms have successfully created a strong de jure design for accountability through federalism, independent oversight bodies, and digitalization. However, the de facto strengthening of accountability is severely constrained by a nexus of institutional practices, including systemic political patronage, a critical “audit-action gap,” significant sub-national capacity constraints, and pervasive elite capture. The article introduces the concept of the “accountability implementation gap” to describe this landscape. The findings suggest that in contexts where formal institutional change dramatically outpaces the evolution of political and administrative culture, technical and legal reforms alone are insufficient to build a deeply embedded culture of public accountability. The article concludes that for trust to be genuinely reinforced, a second generation of reforms focused on political integrity and administrative behavioral change is imperative.

This article argues that Thailand’s public-sector digitalisation has so far failed to realise the principles of Digital Era Governance (DEG) because it remains institutionally and politically anchored in New Public Management (NPM) logic. Rather than enabling platform-based integration and citizen-centric services, digital initiatives have often reproduced audit-centric, siloed practices that prioritise measurable outputs and compliance. Using a policy-analytic approach, document review of national strategies and agency plans, and synthesis of recent literature and sectoral case examples; the article identifies three mechanisms by which NPM logic is perpetuated in Thailand’s digital transition: (1) proliferation of discrete applications driven by performance reporting and agency visibility; (2) digital tools as instruments of control and compliance rather than coordination; and (3) governance fragmentation and weak interoperability governance. The paper concludes with targeted policy recommendations to reorient Thailand’s digitalisation toward DEG: consolidate digital architecture around shared platforms and standards, redesign performance regimes to reward integration and outcomes, and strengthen cross-agency data governance.

This article presents a study that critically analyzes the role of public policy and discourse in shaping Iceland’s emerging social innovation ecosystem, with a particular focus on social entrepreneurs who draw on their lived experiences. Lived experience refers to social entrepreneurs’ direct personal experience of the social challenges their social initiatives address. The study combines discourse analysis of innovation policies with critical phenomenological analysis of twenty-two interviews with twenty-six social entrepreneurs. The discourse analysis applies Hulgård and Ferreira’s (2019) four-discourse model of social innovation to examine national and municipal innovation policies, distinguishing between discourses rooted in the third or social sector, volunteerism, new public management (NPM), and new public governance (NPG). The findings underscore the importance of integrating user knowledge into policy and practice, providing valuable insights for governments, academics, and policymakers dedicated to fostering participation, inclusion, and equality in social innovation processes, contributing to welfare and social change.

New Public Management (NPM) is a model that applies business styles to the public sector with the aim of increasing effectiveness and efficiency. The implementation of NPM based on literature studies is most widely applied in developed countries. The adoption of NPM is demonstrated by the implementation of performance-based and measurable programs or work. Indonesia has also adopted the NPM model in several areas, although there are gaps in analysis. This is because there are still limited specific case studies that reflect the implementation of the NPM model in Indonesia. This research method uses systematic literature review. The primary data source was the Scopus database, where a search was conducted using the keywords "New Public Management" and "Indonesia" in the document titles. The search results identified 30 relevant documents. The findings of this study are that research related to new public management in Indonesia shows less significant developments. The ineffectiveness of NPM adoption in public sector bureaucratic reform causes this model to be underdeveloped in its research studies. The factors that cause it are the dominance of traditional bureaucratic practices, the lack of strategic management to implement business styles in the public sector, changes towards the adoption of NPM are not accompanied by changes in the bureaucratic culture of the government apparatus, rigid and inflexible management, rigid budgeting system, lack of competition and innovation as well as dominant culture and political characteristics.

ABSTRACT Does street‐level bureaucrats' (SLBs) willingness to sacrifice their own self‐interests to meet the needs of their clients vary depending on their contexts? To date, it has been very challenging to empirically examine how SLBs who have different orientations toward social values might act in different institutional and administrative contexts. To overcome this obstacle, in this study, we develop an agent‐based simulation of the interactions between SLBs and their citizen–clients. We use our simulations with SLBs in traditional public administration, new public management (NPM), and post‐NPM contexts. Our results reveal that the SLBs' personal characteristics are less important than the institutional and administrative context with regard to their interactions with their clients. In NPM environments, SLBs are much less prosocial than in traditional public administration settings. In a post‐NPM setting, they are more prosocial than in the NPM environment. In addition, we demonstrate how various elements, including the ratio between SLBs and their citizen–clients play an important role in this regard. Regardless of the institutional or administrative context, adding more SLBs to public administration increases their prosocial orientations. However, this link is not linear.

The Samarinda Customs Service Information System (SIPESUT) is a digital innovation developed by Samarinda Customs and Excise Office (KPPBC TMP B Samarinda) designed to simplify bureaucratic procedures and enhance service efficiency in customs administration. This study analyzes SIPESUT through the integration of various public service paradigms, including Old Public Administration (OPA), New Public Management (NPM), and Digital Era Governance (DEG), reflecting a lean, efficient, and responsive public service model. The paper begins by discussing the digital transformation in public administration and the challenges of conventional bureaucracy. It then introduces SIPESUT as an innovative response and explores its conceptual foundation within the framework of multiple public service paradigms. Using qualitative analysis and field observation data, this study highlights SIPESUT’s impact on streamlining procedures, improving efficiency, and optimizing resources, while also identifying technical, infrastructural, and human resource challenges. The findings emphasize the necessity for system integration, human resource capacity building, and infrastructure enhancement as strategic steps to support SIPESUT’s sustainability. This research contributes to the discourse on public service innovation and inspires the development of inclusive and sustainable digital public service initiatives.

New Public Management (NPM) and policy capacity (PC) are key concepts in public administration, yet their relationship remains underexplored. This paper conducts a systematic literature review (SLR) following PRISMA guidelines to examine how NPM influences PC, using sources from Scopus, Web of Science, and Google Scholar. The review reveals three main findings: (1) NPM can erode aspects of PC, (2) NPM may enhance PC if carefully implemented, and (3) existing PC supports successful NPM reforms. These findings highlight a complex, context-dependent relationship that warrants further empirical research to inform effective governance and public sector reform.

The pursuit of quality education is a global imperative, leading governments to adopt various performance management systems within the public sector. The Teachers Service Commission (TSC) in Kenya put the Performance Contract (PC) policy into effect in 2012 through the Teacher Performance Appraisal and Development (TPAD) tool. This was done to improve teacher performance and accountability. A key component of this framework is the creation of a Comprehensive Learning Environment (CLE), aimed at fostering child-friendly schools. However, over a decade after its implementation, empirical evidence remains scarce and inconclusive regarding the direct impact of teacher achievement in this specific PC target on tangible pupil learning outcomes. This study investigated the effect of teachers' achievement in the PC target for the comprehensive learning environment on three critical pupils’ learning outcomes—academic achievement (measured by KCPE scores), retention rates, and completion rates—in public primary schools in Kakamega County. This research is based on the tenets of New Public Management (NPM) theory. A correlation research design with a concurrent mixed-methods approach was employed. Through multistage random sampling, 82 schools were selected from the county's 13 sub-counties. Quantitative data were collected via structured questionnaires from head teachers and teachers, covering the six-year period from 2018 to 2023. This evidence was supplemented by qualitative data from in-depth interviews with five key informants, including TSC officials and curriculum support officers. Quantitative data were analyzed using Pearson's correlation and multiple linear regression, while thematic analysis was applied to qualitative data. The results revealed weak and statistically non-significant associations between comprehensive learning environment target achievement and KCPE performance (r=0.295; p=0.540), retention rates (r=0.630; p=0.180), and completion rates (r=0.326; p=0.528). Subsequent regression models confirmed that the CLE target was not a significant predictor of any of the learning outcomes (p>0.05), explaining only a minimal portion of their variance. Qualitative insights indicated that the PC appraisal process was frequently regarded as a bureaucratic formality, with significant resource limitations, teacher shortages, excessive workloads, and the constraints of the TPAD tool recognized as principal obstacles to achieving an effective learning environment. The study concludes that, within the context of Kakamega County's public primary schools, teacher achievement in the comprehensive learning environment performance target, as currently implemented and measured, has no statistically significant effect on pupil learning outcomes. The study strongly recommends that the government and the TSC move beyond policy formulation to ensure the adequate provision of physical, financial, and human resources necessary for the effective implementation of the CLE. The study also advises a critical review of the TPAD tool to make it more holistic, context-sensitive, and practical. Future research should explore the effect of this target on broader learning outcomes such as pupils' communication skills, creativity, problem-solving, and critical thinking abilities.