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By Richard M. Walker, George A. Boyne, Gene A. Brewer
Public providers contact the vast majority of humans in complicated and constructing economies every day: childrens require education, the aged desire own care and tips, garbage wishes gathering, water has to be secure to drink and the streets desire policing. briefly, there's essentially no sector of our lives that won't touched in a roundabout way by way of public prone. As such, wisdom approximately techniques to enhance their functionality is critical to the great of society. during this ebook, a bunch of best students research the most urgent concerns in public management, political technology and public coverage via project a scientific evaluation of the examine literature on public administration and the functionality of public companies. it truly is an immense source for public administration researchers, policy-makers and practitioners who desire to comprehend the present kingdom of the sphere and the demanding situations that lie forward.
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Additional info for Public Management and Performance: Research Directions
Example text
A compelling argument about PSM is that it is associated with high performance. Patrick François (2000), reflecting on the power of the PSM–performance argument, went so far as to entitle an article, ‘Public service motivation as an argument for government provision’. Yet early empirical research produced somewhat mixed findings about the relationships between PSM and individual and organizational performance. At the individual level, 25 Introduction empirical studies offer equivocal evidence, though they draw upon different sample populations and measures, making it hard to reach clear conclusions.
Ultimately, with some variations, the literature tends to state that the goal ambiguity of public organizations diminishes their performance. Research on goal ambiguity in government organizations Because goal ambiguity figures so importantly in so many observations about the nature of public organizations, and in so many proposals for reforming such organizations, some researchers began to seek empirical evidence about goal ambiguity. Early efforts involved surveys of managers in government and business that included questions about whether they regarded their organization’s goals as clear or ambiguous.
In recent years attention has been focused on applying strategy content frameworks to public organizations. This work is found predominantly in the USA and examines typologies related to fiscal stress, strategic action and varying environmental contexts. The range of proposed models and frameworks are reviewed. Yet, like much of the knowledge and evidence that has been accumulated on public management, remarkably few of these approaches have been related to organizational performance. More recently Miles and Snow’s (1978) framework that identifies the strategic categories of prospector, defender, analyser and reactor has been subject to extensive application in public agencies in the UK and USA.