Are Public Bodies Still ‘Male, Pale and Stale’? Examining Diversity in UK Public Appointments 1997–2010

Flinders, Matthew; Matthews, Felicity; Eason, Christina

doi:10.1111/j.1467-9256.2011.01412.x

Cited by 8 publications

(4 citation statements)

References 12 publications

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“…For example, appointments may create more alignment between political and administrative structures (e.g., Aberbach and Rockman, 1998), contribute to energizing the civil service structure (Peters and Pierre, 2004: 11), allow for attracting talents and broadening governing knowledge (Flinders, 2012). They could also offer possibilities for appointing people who reflect societal characteristics (e.g., Flinders et al, 2012;Naff, 2001; Van der Walt and Ingley, 2003), or involve sections of the community with little interest in conventional adversarial party politics, but with interest in undertaking a less partisan role in public life (Flinders et al, 2011).…”

Section: Appointments In the Public Sectormentioning

confidence: 99%

“…They could also offer possibilities for appointing people who reflect societal characteristics (e.g. Flinders et al., 2012; Naff, 2001; Van der Walt and Ingley, 2003), or involve sections of the community with little interest in conventional adversarial party politics but with interest in undertaking a less partisan role in public life (Flinders et al., 2011).…”

Section: Appointments In the Public Sectormentioning

confidence: 99%

“…In this article, we aim to contribute to closing this gap. Specifically, we follow the work of Flinders (2009; 2012), Flinders and Matthews (2010), Flinders et al (2011;2012), which highlighted some conditions that can allow appointments to be used as a tool of good governance rather than a tool of ‘pork barrel’ politics, ‘which is based on the exploitation of government funds to garner support in specific electoral constituencies’ (Flinders et al., 2012: 513).…”

Section: Introductionmentioning

confidence: 99%

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Between patronage and good governance: Organizational arrangements in (local) public appointment processes

Sancino

Sicilia

Grossi

2017

International Review of Administrative Sciences

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This paper investigates whether certain organizational arrangements in (local) public appointment processes could encourage the use of appointments as a tool of good governance rather than as a tool of patronage. Specifically, we studied the role of six organizational arrangements in ten case studies of intra-and interorganizational public appointment processes held in Italian local government. We found that good governance (in terms of perception of overall integrity and fairness) was found in processes of public appointments where there was independent scrutiny, and when the process involved local councillors and/or external stakeholders-that is, actors beyond those with the formal power to appoint. In these cases, making appointments was seen as a tool of good governance rather than of patronage. These organizational arrangements were more relevant than other ones such as transparency of public advertisements, job descriptions and educational/professional requirements, media and public awareness. The paper describes the relevant literature, the research study and discusses implications for research, policy and management.

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Section: Appointments In the Public Sectormentioning

confidence: 99%

Section: Appointments In the Public Sectormentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Between patronage and good governance: Organizational arrangements in (local) public appointment processes

Sancino

Sicilia

Grossi

2017

International Review of Administrative Sciences

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“…Membership of a board, either as an executive or non-executive, can have important implications both financially and legally. Executive board members are usually employed by the PSO and receive a salary (Flinders et al, 2011;Papenfuss and Schmidt, 2015), whereas non-executive board members will perform their function next to another job and receive a reimbursement for expenses and their time spent on meetings only. However, in those cases where board members are appointed as part of another functionfor example municipal council members sitting on general or daily boardthey will not receive a separate salary for their board membership, as this is part of their primary function.…”

Section: Board Membershipmentioning

confidence: 99%

Boards of public sector organizations: a typology with Dutch illustrations

Thiel

2015

Intl Jnl Public Sec Management

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Purpose -The purpose of this study is to present two heuristics for researchers to identify different types of boards in public sector organziations, and thus enable exchange of research findings and comparative research. Design/methodology/approach -Based on existing knowledge, two typologies are presented. The first typology discerns four archetypes of boards, and the second typology distinguishes six board roles. The use of these typologies is briefly illustrated with findings on supervisory board in Dutch ZBOs. Findings -Application of the two heuristics is possible and should preferably been done in combination as formal competencies and actual practices of boards do not always coincide. In the Dutch case, boards take on more than one role often exceeding their formal position. On the other hand, examples can be found where boards are overruled and stripped from their formal powers. Combining the two heuristics renders more comprehensive insight into what boards are and do. Originality/value -The two heuristics show that there are different types of boards. Researchers can use these to carry out comparative research. Practitioners and policy makers can use them, for example, when designing appropriate governance structures in public sector organizations or applying international guidelines to specific types of boards and organizations.

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Victory for volunteerism? Scottish health board elections and participation in the welfare state

Greer

Stewart

Wilson

et al. 2014

Social Science & Medicine

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This paper presents findings from a multimethod study of pilot elections held to choose members of health boards in the National Health Service in Scotland. We begin by proposing that much current public involvement practice is dominated by a volunteerist model, in which members of the public with time and skills to offer play essentially supportive and non-challenging roles within health care organizations. This model contrasts sharply with the adversarial, political model of electoral democracy. Nonetheless, drawing on a postal survey of voters, non-participant observation of Boards, and semi-structured interviews with candidates, elected Board members and other stakeholders, we demonstrate that the introduction of elections did not overcome the volunteerist slant of current public involvement with health care organizations. Far from offering a 'quick fix' for policymakers seeking to ensure accountability of health care organizations, elections may produce remarkably similar outcomes to existing mechanisms of public involvement.

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Are Public Bodies Still ‘Male, Pale and Stale’? Examining Diversity in UK Public Appointments 1997–2010

Cited by 8 publications

References 12 publications

Between patronage and good governance: Organizational arrangements in (local) public appointment processes

Between patronage and good governance: Organizational arrangements in (local) public appointment processes

Boards of public sector organizations: a typology with Dutch illustrations

Victory for volunteerism? Scottish health board elections and participation in the welfare state

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