New Public Management : Challenges and Issues in an International Perspective

Shand, David

doi:10.1177/0019556119980342

Cited by 5 publications

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“…Speaking at the same workshop, Shand (1996, p. 9) from the OECD informed participants that the NPM was not another passing fad. Among others, he outlined the basic tenets of this paradigm as, “The use of mechanisms to improve performance such as performance contracting and the creation of competitive and market environments within and between public sector organizations”.…”

Section: The Global Contextmentioning

confidence: 99%

“…One thing for sure is that there seems to be a similarity between the reforms being introduced according to the experiences of other countries. As Shand (1996) suggests while the “objectives and origins may differ between countries, the strategies and directions generally converge”. This is not surprising because as argued earlier, membership of international institutions like WTO not only provide opportunities for the so‐called global market.…”

Section: Npm In Botswanamentioning

confidence: 99%

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New public management and the corporatisation of the public sector in peripheral capitalist countries

Marobela

2008

International Journal of Social Economics

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PurposeCapitalist transformation of the public sector is global phenomenon that affects many countries. This paper seeks to examine recent public sector reforms introduced by the Government of Botswana to improve civil service performance. The underlying political philosophy behind the change in the public sector is explored by relating the neoliberal ideology which is driving the reform agenda to the discourse of new public management (NPM).Design/methodology/approachA realist social theory is used to explain generative mechanisms and structures that are the driving force behind the change process.FindingsThe paper suggests that the public sector provides essential services, which many poor people in the developing world depend on. Consequently, privatisation of public services is more likely to exacerbate poverty and to intensify inequality because the private sector is profit not needs centred. Moreover, these changes will have serious consequences for the workers. Already some have been retrenched and those remaining face a new work regime. Outsourcing is one facet of it in Botswana, which is associated with poor pay and bad working conditions.Practical implicationsProvides a deeper understanding of restructuring of the public sector which is crucial for labour organisations and researchers on labour relations.Originality/valuePrevious research on Botswana reforms has tended to promote neoliberal globalisation. This is the first paper that challenges comprehensively this dominant paradigm and its accompanying ideology of NPM by offering an alternative critique from a standpoint of the poor and exploited.

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Section: The Global Contextmentioning

confidence: 99%

Section: Npm In Botswanamentioning

confidence: 99%

New public management and the corporatisation of the public sector in peripheral capitalist countries

Marobela

2008

International Journal of Social Economics

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“…A country can only develop as much as the level of its civil service. There is a general acceptance that public sector performance has a significant impact on total economic performance (Shand, 1997). This is so because the civil service is supposed to be the intellectual capital of the nation but, in fact as a result of political corruption, the civil service has become the dumpsite for ill-equipped, ill-trained and half-baked products of our rapidly decaying universities and other tertiary institutions (Olowu, 2010).…”

Section: The Why and The How And The Organs Driving The Federal Civimentioning

confidence: 99%

Reforming Nigeria’s Federal Civil Service: Problems and Prospects

Magbadelo

2016

India Quarterly

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Successive Nigerian administrations have pursued one variant of reform or another in the federal civil service since the country’s attainment of political independence. Yet, the federal civil service, as an essential organ of the executive arm of the government, still requires more reforms. The problems that instigated the introduction of a series of reforms in the federal civil service in 1999 consequent upon the inauguration of the democratic government included erosion of public service ethics, ageing workforce, poor succession planning, inappropriate organisational structures, unproductive work operations, lack of competent leadership, etc. However, these problems are currently the same problems facing the federal civil service after 16 years of implementation of reforms by the government of Peoples’ Democratic Party (PDP). However, the emergence of a new government with its populist and progressive policy thrust, the rising awareness among civil servants, the global obligation of the Nigerian government to public service reforms, the proven efficacy of the ballot as an instrument for effecting change of government, coupled with the readily available support of donor agencies, which together, have the prospects of creating the right political atmosphere for the implementation of requisite reforms in the Nigerian federal civil service with utmost efficiency and likelihood of success.

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“…The systemic separation of policy from implementation has been significant in relatively few Organisation for Economic Co‐operation and Development countries (e.g., New Zealand and the United Kingdom). Delivery agencies may also retain a role in policy monitoring and development (e.g., James 2003b; Shand 1996).…”

Section: Defining Relationships and Organizational Positioningmentioning

confidence: 99%

Advocacy and Innovation in Interagency Management: The Case of Centrelink

Halligan

2007

Governance

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Two basic principles of public organization have been the strength of the functional principle as the basis for most central government organization and the direct control of the ministerial department over delivery of bigbudget social services. Both were challenged in the 1990s as the combined impact of new public management and customer service suggested new ways of handling these questions. One result was a new type of agency that combined the functional separation of delivery and purchaser-provider from new public management, but also horizontal integration of delivery. This creative design seemed to offer solutions to specific problems, but it also produced tensions with others arising from governance issues and the complexities entailed in the connections between specialization and coordination.The subject of this article is an agency that developed a service delivery model and sought to position itself within an operational regime defined in principal-agent terms while subject to other objectives. This occurred during a period of intense new public management and under a range of constraints and obstacles. A fundamental question is whether or not the limitations of vertically integrated organizations can be converted to create public value through selective horizontal integration. The eventual resolution of one set of design tensions occurred once interagency collaborative capacity as envisaged by Bardach (1998) became mainstreamed. Yet, in the process, a different set of issues had to be confronted at two levels. At the first there was the resolution of design issues inherent in new public management prescriptions. The design issues at a second level raised more fundamental questions about political-bureaucratic relationships and governance insofar as they pertained to corporate governance and ministerial authority and control.The original policy problem in this case was how to resolve the related issues of twin network systems that complicated service delivery for recipients. Would the replacement of vertically integrated departments with horizontally integrated delivery solve the problem? Would the failure of interdepartmental cooperation be supplanted by effective agencydepartment collaboration? Could a new type of agency fit into and contend with the demands of a distinctive reform environment?

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New Public Management : Challenges and Issues in an International Perspective

Cited by 5 publications

References 0 publications

New public management and the corporatisation of the public sector in peripheral capitalist countries

New public management and the corporatisation of the public sector in peripheral capitalist countries

Reforming Nigeria’s Federal Civil Service: Problems and Prospects

Advocacy and Innovation in Interagency Management: The Case of Centrelink

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