Diffusing values or adjusting practices? A review of research on French public utilities

Jeannot, Gilles

doi:10.1108/09513550610686005

Cited by 12 publications

(6 citation statements)

References 22 publications

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“…Although recently recruited managers expressed more enthusiasm about the reforms, Berg (2006, 565) points out that this does not necessarily point towards a managerialist identity. Jeannot's (2006) study of employees in French public utilities, which adopted NPM-oriented performance management, also finds that the reactions to the reforms are complex, varied, and contingent. Many employees remain committed to the principles of public service and ignore rules and targets based upon the managerialist logic.…”

Section: Reorientation Of the Public Service Ethic And The Role Identity Of Public Servantsmentioning

confidence: 99%

“…indeed, executives adhering to a legalistic-bureaucratic orientation do not differ per se from those subscribing to a managerial logic in their public service motivation, at least in continental Europe (Meyer et al 2014). Public servants' actual behaviours and their self-identity are loosely coupled: there are public servants subscribing to the traditional public service identity who refuse or circumvent working to managerialist rules (Jeannot 2006) while others work with them pragmatically without a related change in their own self-understanding (Meyer and Hammerschmid 2006;Rondeaux 2014).…”

Section: Reorientation Of the Public Service Ethic And The Role Identity Of Public Servantsmentioning

confidence: 99%

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Public Personnel Reforms and Public Sector HRM in Europe

Leisink

Knies

2017

The Palgrave Handbook of Public Administration and Management in Europe

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This review of the literature on public personnel reforms and public sector HRM concentrates on three major topics. First, studies show that NPM continues to influence public personnel policies across Europe, not so much by a further decentralization and increase in managerial autonomy regarding HR decision-making, but by a partial reorientation of the public service ethic. Second, studies provide evidence that leadership matters for the implementation of public management reforms and the improvement of public service performance. Research shows that HRM can help develop effective leadership. Third, studies have shown that HRM can contribute to a public service motivated workforce. However, recent studies also highlight that the relationship between PSM and performance is complex and contingent, and that there is also a dark side to PSM. IntroductIonThis chapter will examine how public sector personnel policies in Europe have been reformed as part of ongoing public management reforms. Multiple austerities related to economic, demographic, and ecological changes (Lodge and Hood 2012) have given a new impetus to such reforms aimed

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Section: Reorientation Of the Public Service Ethic And The Role Identity Of Public Servantsmentioning

confidence: 99%

Section: Reorientation Of the Public Service Ethic And The Role Identity Of Public Servantsmentioning

confidence: 99%

Public Personnel Reforms and Public Sector HRM in Europe

Leisink

Knies

2017

The Palgrave Handbook of Public Administration and Management in Europe

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“…The level of commitment would appear to be eminently comparable with that observed in German local government services (Kuhlmann and Bogumil, 2008). All of these innovations were deployed in the early 1990 s in public utilities that held monopoly positions at that time, such as the post office, railways, the Paris métro or electricity distribution (Jeannot, 2006) (Table III).…”

Section: Changes In French Public Sector Administrative Practicesmentioning

confidence: 73%

“…The level of commitment would appear to be eminently comparable with that observed in German local government services (Kuhlmann et al, 2008). All of these innovations were deployed in the early 1990s in public utilities that held monopoly positions at that time, such as the post office, railways, the Paris métro or electricity distribution (Jeannot, 2006). But the deployment of these tools has been far from trouble-free and the survey demonstrates this through questions that focus specifically on new program-based budgeting procedures (LOLF) ( Table 5).…”

mentioning

confidence: 73%

French public management reform: an evaluation

Jeannot

Guillemot

2013

International Journal of Public Sector Management

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Purpose -The purpose of this paper is to measure the dissemination of public management practices in French State administrations and to interpret results in the light of successive reform trends, in order to give an objective evaluation of French public management reform. Design/methodology/approach -The paper is based on a survey on use of management instruments, targeting Heads of Ministry departments (n ¼ 298, response rate ¼ 80 per cent, use of rigorous sampling techniques). The survey measures actual practices rather than opinions through lists of use of "management instruments". The method is adapted to evaluate a reform which has mainly been defined in a process of "modernization". Findings -The findings demonstrate the high level of dissemination of process innovations, even if as observed in many countries, human resource transformation is more challenging than change in quality methods or user's orientation implementation. The survey also points out major disparities between different Ministries and implies that two different models of reform have been progressively implemented during successive periods.Research limitations/implications -The survey was conducted in 2007. Originality/value -The survey is the first attempt to measure public management practices in French State administration conducted by the French National Institute for Statistics (INSEE). The present article is one of the few quantitative appraisals of public management produced in Europe.

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“…Taking these two ideal pictures of the bureaucrat and the public manager as heuristic devices, empirical studies have traced the extent to which public employees or executives in different countries enact these contrasting role identities and have argued that public top officials' identities are increasingly 'hybrid' (e.g. Buffat, 2014;Emery & Giauque, 2014;Jeannot, 2006;Meyer & Hammerschmid, 2006a;Meyer et al, 2014;Rondeaux, 2014). This is in line with the scholarly diagnosis that 'new' identities in the public sector do not replace existing ones: rather than being monolithic entities, role identities are composed of multiple components that hybridise to varying degrees-just like the underlying reform agendas follow goals and ideals that are themselves layered and sedimented (Christensen & Laegreid 2011;Hyndman et al, 2014).…”

Section: Disentangling Pure and Hybrid Identitiesmentioning

confidence: 99%