scholarly journals Public sector reform according to the new public management model

2014 ◽  
Vol 31 (1-3) ◽  
pp. 1-16
Author(s):  
Ivan Petrovic
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Management Model ◽  
Public Sector Reform ◽  
Sector Reform ◽  
New Public

Successful policy transfer and public sector reform in developing countries

2020 ◽  
Vol 48 (4) ◽  
pp. 603-618
Author(s):  
Lhawang Ugyel ◽  
Carsten Daugbjerg
Keyword(s):  
Developing Countries ◽  
Public Sector ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Policy Transfer ◽  
Government Control ◽  
Public Sector Reform ◽  
Sector Reform ◽  
New Public

The scope and intensity of policy transfer has increased in recent years as developing countries have drawn on public sector reform programmes based on new public management practices originally designed in western democracies. However, there is mounting evidence that to be successful, reform programmes must be adapted to local contexts. This article demonstrates that national government control of policy transfer can enable localisation which in turn enhances the effectiveness of public reforms. Analysis of the Position Classification System ‐ which sought to enhance accountability, efficiency and professionalism in the civil service in Bhutan ‐ highlights two conditions that enable domestic control of the policy transfer process: strong internal motivation for engaging in policy transfer and the establishment or adaptation of institutions to manage processes of policy transfer. We conclude that when these conditions apply, a developing country can engage in successful voluntary policy transfer and retain control of the process.

Korea's Public Sector Reform After Currency Crisis: Motivations, Visions and Strategies

2001 ◽  
Vol 16 (1) ◽  
pp. 23-36
Author(s):  
Jaewan Bahk
Keyword(s):  
Public Sector ◽  
Systems Analysis ◽  
Public Management ◽  
New Public Management ◽  
Essential Element ◽  
Value For Money ◽  
Public Sector Reform ◽  
Sector Reform ◽  
New Public ◽  
Set Up

This paper reviews the motivations, visions and strategies of the Kim Dae-Jung Administration’s public sector reform initiative, identifies promising features and problems, and brings up future tasks. A framework of analysis is set up based on systems analysis and change management. The initiative’s visions are largely successful in terms of setting up an infrastructure of structural reforms and institutionalizing the initiative as they properly focus on value-for-money and democracy. However, the new initiative pays relatively less attention to procedural democracy, an essential element to remedy the lop-sided operation of the Korean government. In accordance with five checkpoints suggested by the framework of analysis, the new initiative’s strategies are examined. Key features of the strategies are the followings: ( i ) tough leadership backed up by powerful driving agencies; ( ii ) top-down approaches; ( iii ) comprehensive scope with scattered safe harbors; ( iv ) conflicts and distortions from myopic perspectives and political motives; and ( v ) higher intensity and faster pace in compelled uniformity. Corresponding to these features, we suggested several tasks to be addressed. Among other things, a bottom-up approach and a clean up of the political context prior to or at least simultaneously with the new public management drive are indispensable for a successful reform.

The concept of value in public sector reform discourse

2001 ◽  
Vol 6 (1) ◽  
pp. 39-57 ◽  
Author(s):  
Anne Marie Berg
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Value Added ◽  
Public Sector Reform ◽  
Sector Reform ◽  
New Public ◽  
Sector Performance ◽  
Fundamental Value ◽  
Value Sets

This article focuses on the increased uses of concepts of value in discourse about public sector reform. This increased attention to questions of value is partly due to the adoption of values taken from business and economics; value creation, value added and efficiency, and the adoption of analogies from and the language of the market. But it is also due to a growing concern with a lack of attention to the non-tangible or non-economic, political, moral and ethical aspects. Thus, two adversary value sets and both adherents and opponents of new public management reforms unite in a (mis-) conceived agreement over the focus on values. This fundamental value dichotomy may also explain why there seem to be a never-ending struggle to create adequate result indicators and measures of public sector performance. In addition to the complexity of public service provision, one explanation may be that the different values and rationalities of public sector services are in fact incompatible.

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