The Role of Public Employees in the Privatization Process

Lawther, Wendell C.

doi:10.1177/0734371x9901900102

Cited by 8 publications

(3 citation statements)

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“…It is also possible to envision circumstances under which increasing service quality is the highest priority goal, especially when a city is not facing financial exigency (Lawther, 1999). The deterioration of quality is sometimes considered negative externalities of a contracting policy.…”

Section: Noneconomic Explicit Goals: Pursuing Quality and Importing Required Skillsmentioning

confidence: 99%

“…In the sense that a complete KC process bolsters an organization's performance, using too many contract workers for core functions may not always bring organizations positive effects. In addition, a high contractor turnover rate may denote poor personnel selection and low quality, which also induces contractingback-in (Lawther, 1999).…”

Section: Noneconomic Explicit Goals: Pursuing Quality and Importing Required Skillsmentioning

confidence: 99%

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Antecedents of Contracting-Back-In

Chen¹

2008

Administration & Society

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Many contracted-out public services are now being contracted back into the public sector. The author first reviews the conventional economic factors-imperfect contracting market-which can bring pernicious effects to contractingout. Second, the author proposes 9 noneconomic possibilities which may lead to contracting-back-in by looking into employment relationships, knowledge creation, isomorphism, opposition from unions and public officials, the loss of middle-level managers, political interference, the failure of balancing trust and control, corruption, and the loss of public values. Finally, the author concludes that a holistic understanding of contracting can hardly be developed unless one incorporates and balances economic and noneconomic views.

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Section: Noneconomic Explicit Goals: Pursuing Quality and Importing Required Skillsmentioning

confidence: 99%

Section: Noneconomic Explicit Goals: Pursuing Quality and Importing Required Skillsmentioning

confidence: 99%

Antecedents of Contracting-Back-In

Chen¹

2008

Administration & Society

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“…A frequent outcome of privatization is reduced public management capacity (Beinecke & DeFillippi, 1999;DeHoog, 1985;Donahue, 1989;Gooden, 1998;Haque, 2001;Johnston & Romzek, 1999;Kettl, 1993;Lawther, 1999;Light, 1999;Milward & Provan, 2000;R. C. Moe, 1996;Morgan, 1992;Prager & Desai, 1996;Smith & Lipsky, 1993;Van Slyke, 2003;Wallin, 1997).…”

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confidence: 99%

The Privatization Decision

Slyke

Hammonds

2003

The American Review of Public Administration

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In this article, the political environment of privatization and its impact on public management are examined in the context of the privatization of a state park in Georgia. The study specifically focuses on the actions of public managers in the privatization formulation and implementation stage. Public management capacity actually increased as a result of privatization. This is an outcome quite different from those reported by public management studies of other privatized services. Applying a principal-agent framework, this study yielded several lessons that may strengthen public managers’capacity to act as “smart buyers” of goods and services and to enforce accountability when managing contractual relationships. This study links theory to practice using a case study that allows a careful examination of the strategic responses of public managers confronted by largely political, as opposed to economic, pressures to privatize an already successful state park.

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Public Service Motivation and Employment Sector: Attraction or Socialization?

Kjeldsen

Jacobsen

2012

Journal of Public Administration Research and Theory

276

287

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Within the public service motivation (PSM) literature, several studies have shown that PSM is positively associated with public sector employment. However, the question of whether PSM influences or is influenced by employment decisions remains open, since these studies mostly rely on samples with current employees. This paper investigates the relationship between PSM and employment sector in a pre-entry as well as entry and post-entry setting using data from two panels with Danish physiotherapists: one with students entering their first job in the public or private sector and one with current employees among whom some have made a sector switch. The analyses show that while different dimensions of PSM are relevant for attraction effects in both sectors, PSM does only to a limited extent predict actual job choices and sector switches. Furthermore, once employed, public organizational membership does not foster PSM; it rather prevents PSM from declining as much as in the private sector. This suggests that PSM acts both as an antecedent and as a consequence of sector employment but in a more complex way than previously assumed.

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The Role of Public Employees in the Privatization Process

Cited by 8 publications

References 0 publications

Antecedents of Contracting-Back-In

Antecedents of Contracting-Back-In

The Privatization Decision

Public Service Motivation and Employment Sector: Attraction or Socialization?

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