From Public Administration to Public Management: Reassessing a Revolution?

Gray, Andrew; Jenkins, Bill

doi:10.1016/s0732-1317(06)15023-x

Cited by 53 publications

(75 citation statements)

References 34 publications

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“…Th ese comparisons allow working out plans to improve one's own performance (Bovaird and Löffl er 2002). It proved necessary because previous research showed that the distinction between means and results made performance measurement not eff ective (see, e.g., Rombach 1991;Gray and Jenkins 1995;Lapsley 1999;Eden 2000, 2001). Th us, the relationship between the defi nition of effi ciency (output) and the defi nition of eff ectiveness (outcomes) is very important for a better understanding of performance management.…”

Section: Benchmarkingmentioning

confidence: 99%

“…Some scholars perceive management by objectives as a panacea to solve the public sector's problems (Smith 1993(Smith , 1995Kravchuk and Schack 1996;Ballantine et al 1998;Ferreira andOtley 2009 Verbeeten 2008). Others argue the opposite: management by objectives by no means can contribute to increasing effi ciency and eff ectiveness because it is inadequate for the public sector (Rombach 1991;Lundquist 1992: Gray andJenkins 1995;Johanson and Skoog 2007). Public service is not working for profi t but for people, for citizens to provide them with necessary services, e.g.…”

Section: Introductionmentioning

confidence: 99%

“…However, working out operative goals of public organizations seem to be a challenge because major objectives formulated by politicians are oft en unclear and diffi cult to measure (Rombach 1991;Lundquist 1992;Gray and Jenkins 1995;Lapsley 1999). It is known that public organizations' services like school, health care, welfare care, collective transportation, infrastructure and cultural services are usually unprofi table.…”

mentioning

confidence: 99%

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Performance Management: How the Swedish Administration of Transportation for the Disabled Succeeded. A Case Study of Transportation Service for the Disabled, the Municipality of Gothenburg

Sobis

Okouma

2017

NISPAcee Journal of Public Administration and Policy

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Management by objectives (known also as performance management) has been perceived as a promising steering method in the public sector since the beginning of the 1990s (Smith 1993(Smith , 1995Kravchuk and Schack 1996;Ballantine et al. 1998;Ferreira and Otley 2009 Verbeeten 2008). However, working out operative goals of public organizations seem to be a challenge because major objectives formulated by politicians are oft en unclear and diffi cult to measure (Rombach 1991;Lundquist 1992;Gray and Jenkins 1995;Lapsley 1999). It is known that public organizations' services like school, health care, welfare care, collective transportation, infrastructure and cultural services are usually unprofi table. Th e Transportation Service for the Disabled in the Municipality of Gothenburg is an exception. It fulfi lled most objectives and achieved a profi t of 7,890,000 SEK for 2013, while the planned one was scheduled at 5,000,000 SEK. Maybe performance management used as the steering model caused that result but the criticism targeting management by objectives suggests that this method hardly can explain such a positive result. Brorström et al. (2005) and Grönlund and Modell (2006) argue that in Sweden management by objectives is usually used in combination with other control models. Th e purpose of this study is to describe and explain why the Transportation Service for the Disabled succeeded in 2013 and to provide practitioners nationally and internationally with some pragmatic ideas how to improve the effi ciency and eff ectiveness of public services. We ask three sub-questions: How were the operative goals created within 1 Associate Professor, School of Public Administration, Gothenburg University, Gothenburg, Sweden.2 Alumnus of Master Program, School of Public Administration, Gothenburg University, Gothenburg, Sweden. 10.1515/nispa-2017-0007Unauthenticated Download Date | 6/7/19 1:14 AM 142The NISPAcee Journal of Public Administration and Policy, Vol. X, No. 1, Summer 2017 the Transportation Service for the Disabled ? How were the operative goals followed up ? What can be learned from this case study ? Th e research is based on the analysis of state regulations, internal policy documents, reports and interviews with key respondents. Th e study shows that the performance management systems (PMS) in combination with a new organizational culture based on SMART solutions, mutual cooperation among staff , with local politicians and other stakeholders resulted in the increase of effi ciency and even partly eff ectiveness. However, these fi ndings deserve further research if there are other public administrations that succeeded because of using PMS and friendly organizational culture.

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Section: Benchmarkingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

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Performance Management: How the Swedish Administration of Transportation for the Disabled Succeeded. A Case Study of Transportation Service for the Disabled, the Municipality of Gothenburg

Sobis

Okouma

2017

NISPAcee Journal of Public Administration and Policy

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“…Efforts to cope with these challenges were reflected in the New Public Management and Post-New Public Management reforms (Cohen 2016;Gray & Jenkins 1995;Homburg et al 2007;Jones & Kettel 2003), but it seems that the challenges are still with us. Rather than walking on land as we once did, we must now swim on land, meaning, we must work faster and adjust ourselves to the new flow to find creative solutions to various social problems (Dyer and Shafer 2003).…”

Section: Swimming On Landmentioning

confidence: 99%

Swimming on Land: Some Suggestions for Today’s Public Administration

Lahat

2017

Employ Respons Rights J

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In recent decades researchers have suggested various models for public administration organizations. These models and reforms, generally called New Public Management and Post-New Public Management, ignore the different developmental phases of public organizations, especially when dealing with non-Western countries. Instead of asking how public organizations should look, we suggest asking what should they do? To answer this question, we present several principles on the individual and organizational levels that can serve as a good compass for public managers. On the individual level, we maintain that public employees should focus on listening, helping and learning. On the organizational level, we advocate incorporating public policy with public administration, embracing core principles as opposed to trying to achieve ends, and returning public administration to its key role. These principles reinforce each other and thus can enhance the capability of public organizations.

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“…It will show that alongside significant investment in the NHS, New Labour stuck to the path of neo-liberal health service reforms set out by the Thatcher and Major governments. The hallmarks of new public management (NPM) -the widespread use of explicit and measurable standards of performance, the emphasis on outputs and results, cost containment and efficiency gains, the contract-based relationship between providers and commissioners and the intensification of the encroachment of private sector management practices (Gray and Jenkins 1995;Hood 1995;Lapsley 2008) -were deployed in order to address the perceived crisis.…”

Section: Introductionmentioning

confidence: 99%

An era of governance through performance management – New Labour's National Health Service from 1997 to 2010

Ferry

Scarparo

2015

Accounting History Review

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From Public Administration to Public Management: Reassessing a Revolution?

Cited by 53 publications

References 34 publications

Performance Management: How the Swedish Administration of Transportation for the Disabled Succeeded. A Case Study of Transportation Service for the Disabled, the Municipality of Gothenburg

Performance Management: How the Swedish Administration of Transportation for the Disabled Succeeded. A Case Study of Transportation Service for the Disabled, the Municipality of Gothenburg

Swimming on Land: Some Suggestions for Today’s Public Administration

An era of governance through performance management – New Labour's National Health Service from 1997 to 2010

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