New public management: its impact on public servant's identity

Horton, Sylvia

doi:10.1108/09513550610685970

Cited by 71 publications

(60 citation statements)

References 13 publications

(9 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…As public sector institutions have done in the past (Horton, 2006(Horton, , 2008, monasteries refer to common value systems in order to discuss possible solutions (McGrath, 2007). These value systems go far beyond "codes of best practices."…”

Section: Embeddedness In Common Value Systemsmentioning

confidence: 99%

See 1 more Smart Citation

Monastic Governance: Forgotten Prospects for Public Institutions

Inauen

Rost

Frey

et al. 2010

The American Review of Public Administration

View full text Add to dashboard Cite

To overcome agency problems, public sector reforms started to introduce businesslike incentive structures to motivate public officials. By neglecting internal behavioral incentives, however, these reforms often do not reach their stated goals. Our research analyzes the governance structure of Benedictine monasteries in order to gain new insights into solving agency problems in public institutions. A comparison is useful because members of both organizational forms, public organizations and monasteries, see themselves as responsible participants in their community and claim to serve the public good. We study monastic governance from an economic perspective. Benedictine monasteries in Baden-Württemberg, Bavaria, and German-speaking Switzerland have an average lifetime of almost 500 years, and only a quarter of them broke up because of agency problems. We argue that they were able to survive for centuries due to an appropriate governance structure, relying strongly on the intrinsic motivation of the members and internal control mechanisms. This governance approach differs in several aspects from current public sector reforms. To overcome agency problems, public sector reforms started to introduce businesslike incentive structures to motivate public officials. By neglecting internal behavioral incentives, however, these reforms often do not reach their stated goals. Our research analyzes the governance structure of Benedictine monasteries in order to gain new insights into solving agency problems in public institutions. A comparison is useful because members of both organizational forms, public organizations and monasteries, see themselves as responsible participants in their community and claim to serve the public good. We study monastic governance from an economic perspective. Benedictine monasteries in Baden-Württemberg, Bavaria, and German-speaking Switzerland have an average lifetime of almost 500 years, and only a quarter of them broke up because of agency problems. We argue that they were able to survive for centuries due to an appropriate governance structure, relying strongly on the intrinsic motivation of the members and internal control mechanisms. This governance approach differs in several aspects from current public sector reforms. AbstractTo overcome agency problems, public sector reforms started to introduce businesslike incentive structures to motivate public officials. By neglecting internal behavioral incentives, however, these reforms often do not reach their stated goals. Our research analyzes the governance structure of Benedictine monasteries in order to gain new insights into solving agency problems in public institutions. A comparison is useful because members of both organizational forms, public organizations and monasteries, see themselves as responsible participants in their community and claim to serve the public good. We study monastic governance from an economic perspective. Benedictine monasteries in Baden-Württemberg, Bavaria, and German-speaking Switzerland have an averag...

show abstract

Section: Embeddedness In Common Value Systemsmentioning

confidence: 99%

“…Additionally, such governance may damage the image of the civil servant, who is expected to be the steward of a public good, and it may damage the public service ethos (Horton, 2006(Horton, , 2008.…”

mentioning

confidence: 99%

Monastic Governance: Forgotten Prospects for Public Institutions

Inauen

Rost

Frey

et al. 2010

The American Review of Public Administration

View full text Add to dashboard Cite

show abstract

“…•Building professional communities. Professional networks are essential for transferring good practice and helping individuals feel part of a wider community (Horton, 2006). Higher education offers a unique opportunity for individuals from different departments, professions, agencies and public and private sector organizations to come together to share ideas through forums, networks, alumni associations and other groups.…”

Section: The Role Of Higher Education In Developing Higher Level Skilmentioning

confidence: 99%

New development: Adapting university education for changing expectations of public services leaders and managers—guidance for designing and delivering MPAs

Coxhead¹,

Grauberg²,

Joyce

et al. 2010

Public Money & Management

View full text Add to dashboard Cite

“…NPM has been said to constitute a paradigm shift from public sector bureaucracy towards entrepreneurial government (Osborne and Gaebler 1992), creating new conflicts between private sector values and the traditional roles, responsibilities and standards of the public sector (Doig and Wilson, 1998). NPM is an international trend reflected in changes in the size, role and functions of the state, a fundamental restructuring that requires a corresponding integrity and ethical framework for public servants (Horton 2006). The UK's approach to public service ethos, associated with a commitment to working for the public interest (John and Johnson 2008: 106) has historically developed through a less rule bound and codified system of conduct than exists in many other jurisdictions.…”

Section: In the Words Of The Public Affairs Select Committee 2007 Repmentioning

confidence: 99%

Integrity management and the public service ethos in the UK: patchwork quilt or threadbare blanket?

Heywood

2012

International Review of Administrative Sciences

View full text Add to dashboard Cite

This paper focuses on the nature of integrity management in contemporary UK public life. Despite traditionally high standards of integrity in the public service, it has recently been argued that the UK's National Integrity System resembles a patchwork quilt of poorly defined institutional roles, questionable independence, and contested notions of how best to disseminate and uphold ethical practice. The paper traces how a relatively enduring characteristic known as the British public service ethos (PSE), which places emphasis on informal codes of conduct and moral integrity, has evolved within broader systemic changes to the style of public service delivery. It is argued that pressures to decentralise public service delivery sit in tension with, and feed into, piecemeal attempts to centralise and codify integrity management. This dynamic is presented in terms of the tension between a compliance-based and a values-based approach to integrity management.The paper is structured in three parts. The first part traces the evolution of the British public service ethos, tracing continuities and changes, in order to situate integrity management in both its institutional and structural context. The second part engages with recent academic debates and recommendations from key bodies such as the Committee on Standards in Public Life (CSPL) and the House of Commons Public Administration Select Committee (PASC). It is shown how recommendations to create independent statutory bodies of ethical oversight have not been fully implemented. The third part seeks to place the UK experience within the broader literature surrounding National Integrity Systems and New Public Management. In doing so the paper reflects on ways we can understand the concept and application of integrity management within and beyond the UK experience.

show abstract

New public management: its impact on public servant's identity

Cited by 71 publications

References 13 publications

Monastic Governance: Forgotten Prospects for Public Institutions

Monastic Governance: Forgotten Prospects for Public Institutions

New development: Adapting university education for changing expectations of public services leaders and managers—guidance for designing and delivering MPAs

Integrity management and the public service ethos in the UK: patchwork quilt or threadbare blanket?

Contact Info

Product

Resources

About