Accountability in public services: Exit, voice and control

Paul, Saumik

doi:10.1016/0305-750x(92)90130-n

Cited by 163 publications

(138 citation statements)

References 1 publication

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“…Corruption: It Accountability: Paul (1992) has demonstrated how organised public feedback in the form of report cards can be used to challenge service providers to be more efficient and responsive to consumers. However, a critical aspect in the success of community monitoring and enforcement is the existence of an effective complaints redressal system as well as the institutionalization of mechanisms to strengthen civil society's role in monitoring the construction sector.…”

Section: Enforcement and Monitoring Measuresmentioning

confidence: 99%

Accountability to Prevent Corruption in Construction Projects

Sohail

Cavill

2008

J. Constr. Eng. Manage.

198

155

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The American Society of Civil Engineers claim that corruption accounts for an estimated $340 billion of worldwide construction costs each year. Corruption (including bribery, embezzlement, kickbacks and fraud) in construction projects undermines the delivery of infrastructure services. Furthermore, corruption poses significant risks to construction and engineering companies themselves. What progress has been made, therefore, in reducing the risk of corruption to construction projects? It is the purpose of this paper to argue that with improved accountability, attention to ethics and cultural considerations, and reduced corruption, it is possible to construct, operate and maintain adequate quality and quantity of infrastructure on a more sustainable basis and thereby improve construction practice. This paper will demonstrate how accountability initiatives in construction projects, in developed and developing countries can be of benefit internationally to the public and private sector as well as Non Government Organisations and researchers in their efforts to reduce corruption in infrastructure services.

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Section: Enforcement and Monitoring Measuresmentioning

confidence: 99%

Accountability to Prevent Corruption in Construction Projects

Sohail

Cavill

2008

J. Constr. Eng. Manage.

198

155

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“…Non-pursuit of dissatisfaction is commonly seen in negative terms. Alternatives to voicing have been described as examples of avoiding or 'exiting' a troublesome relationship or 'lumping it' (Felstiner 1975, Hirschmann 1970, Paul 1992. Is it really the case that but for the intervention of personal attributes, societal and organisational constraints, all dis- satisfaction would inevitably progress to disputes?…”

Section: Deciding Not To Act On the Injurious Experiencementioning

confidence: 99%

Pathways, Pyramids and Icebergs? Mapping the Links Between Dissatisfaction and Complaints

Mulcahy

Tritter

1998

Sociology Health & Illness

105

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In this article the authors report the findings of a study of satisfaction, dissatisfaction and complaining, funded by the National Health Service Executive (NHSE). Although interest in these issues has increased with the introduction of the Citizen's Charter Initiative and the continued growth of consumerism, few scholars have looked at the relationships between them. Satisfaction and dissatisfaction are commonly viewed as different facets of the same phenomenon. In turn, dissatisfaction is often understood to be a precursor to a complaint, or an embryonic one. The findings presented here suggest that satisfaction and dissatisfaction are linked but are essentially discrete constructs. The authors plot a variety of reactions to dissatisfaction and show that although excessive use is made of formal professional networks, few instances of dissatisfaction emerge as formal complaints. The article concludes that insufficient attention has been paid to understanding the everyday ways in which people cope with dissatisfaction and decisions not to voice a grievance.

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“…While "exit" is an option if there are different alternatives, as it enables to hire other service providers when the community is not satisfied with the actual one, "voice" alludes to the pressure citizens can exert on public agents to act appropriately, according to what they want. Paul (2001) states that in markets with less market failures, the cost of voice is higher than the cost of exit, since in competitive environments the consumer can freely move from one provider to another. The opposite occurs when market failures are abundant, such as in the water sector, because the cost of exit is higher, if not prohibitive, than the cost of voice, since consumers have no options to change their provider.…”

Section: Transparency and Participationmentioning

confidence: 99%

“…Vertical accountability occurs when the control of the government's actions is exerted by the citizens. The importance of both types of accountability is recognized by Paul (2001). The author argues that accountability is effective only when, besides the government control over public services providers (horizontal accountability), the citizens have exit and voice (vertical accountability).…”

Section: Accountabilitymentioning

confidence: 99%