Market Orientation and Public Service Performance: New Public Management Gone Mad?

Abstract

Th e backbone of theory of the market-based approach New Public Management is that market orientation improves public service performance. In this article, market orientation is operationalized through the dominant theoretical framework in the business literature: competitor orientation, customer orientation, and interfunctional coordination. Market orientation is examined from the vantage point of three stakeholder groups in English local government: citizens, public servants, and the central government's agent, the Audit Commission. Findings show that market orientation works best for enhancing citizen satisfaction with local services, but its impacts on the performance judgments of local managers or the Audit Commission are negligible.

State Experiences in the Application of Performance Management in the Context of Differences between Administrative Cultures

“…External decisions of local governments" main service performance are affected from the CPA results (Walker and Boyne, 2006). Moreover, main service performance depends on approximately a hundred different indicators of The Best Value (Walker et al, 2011). With the combination of these two, the main result is achieved.…”

“…Institutions like General Service Management and Social Security Managements are seen as model public administration organizations because they provide success and prove to be effective in the USA. NASA is seen as the organization with the best performance since it has a clear mission (Walker et al, 2011). In the relation of wage-performance, the system promoting wage according to the performance for senior executives was adopted in August 2004.…”

Gaya Kepemimpinan Transformasional, Orientasi Pasar Dan Kualitas Pelayanan Terhadap Kinerja Pdam Tirta Khatulistiwa Pontianak Kalimantan Barat

“…Dalam penelitian ini menggunakan instrumen pengukuran MARKOR yang dikembangkan oleh Kohli dan Jaworski, yang dimodifikasi sesuai dengan konteks sektor publik (Walker et al, 2011;Protco dan Dornberger 2014), diantaranya; intelligence dissemination, intelligence generation, and responsiveness. Berdasarkan hal tersebut, maka dalam penelitian ini dapat disusun hipotesa sebagai berikut: H4 : Orientasi pasar berpengaruh positif terhadap kinerja sektor publik (PDAM Tirta Khatulistiwa Pontianak).…”

“…Dasar pertimbangan yang digunakan dalam pengambilan sampel sebanyak 100 karyawan (Hair et al, 2010), menyatakan bahwa jika sampel diatas 400 akan mengakibatkan fit model (goodness-offit) tidak begitu baik, sehingga lebih di- (Wright, 2012;Oberfield 2012;Donald et al, 2014. ), yang meliputi: idealized influence, inspirasional motivation, intellectual stimulation dan individual consideration, sedangkan variabel orientasi pasar menggunakan konsep pengukuran MARKOR yang dikemukanan oleh Kohli dan Jaworski, yang dimodifikasi sesuai dengan konteks sektor publik dengan mengacu pada (Walker et al, 2011;Protco dan Dornberger 2014), diantaranya; intelligence dissemination, intelligence generation, dan responsiveness. Untuk variabel kualitas pelayanan mengacu pada konsep Brady dan Cronin, serta dimensi SERVQUAL yang dikembangkan sesuai dengan desain penelitian (Munhurrum, 2010;Foster 2010: 257;Chang dan Horg, 2010;Greenwel et al, 2012;Afifah et al, 2015).…”

Changing roles and new perspectives: towards market orientation in public transport

“…These developments in public transport are aligned with the general movement in the public service sectors. Subjecting public services to market principles is one major strand of opinion being advocated in the stream of research labeled 'New Public Management' (NPM), where the basic assumptions are that market orientation improves public service performance (Walker et al 2011) and that citizens' preferences should be used as the basis for formulating objectives (Vigoda 2002;Rourke 1992). In public transport research, market orientation has only recently been introduced and applied to a public transport context (Molander et al 2012).…”