O'Donnell, M., O'Brien, J., & Junor, A. (2011). New public management and employment relations in the public services of Australia and New Zealand. International Journal Of Human Resource Management, 22(11), 2367-2383. doi:10.1080/09585192.2011.584400 New public management and employment relations in the public services of Australia and New Zealand. This study begins with a brief theoretical discussion of the defining features of new public management (NPM) and its employment relations implications. This is followed by analyses of the managerial and union strategies through which change was effected, resisted and negotiated in Australia and New Zealand. The discussion contrasts the approaches to regulating employment relations that waxed and waned under a succession of Labor and Coalition governments in Australia and Labour and National governments in New Zealand. The conclusion is one of survival in both countries, both of elements of NPM and of public sector unionism.
Bach, S., & Bordogna, L. (2011). Varieties of new public management or alternative models? The reform of public service employment relations in industrialized democracies. International Journal Of Human Resource Management, 22(11), 2281-2294. doi:10.1080/09585192.2011.584391
Varieties of new public management or alternative models? The reform of public service employment relations in industrialized democracies.
New public management (NPM) has been the dominant orthodoxy in analysing public service reform with major implications for employment relations. Drawing on comparative studies of major OECD countries, including Australia, Britain, Denmark, France, Germany, Italy, New Zealand, Norway, Sweden and the United States, this article examines recent reforms of public service human resource management. It refutes the proposition that reforms indicate convergence towards an NPM model and argues that the 'varieties of NPM' thesis is also unconvincing. Several reform trajectories exist which have sought to modernize public sector pay, performance and working conditions, but these highlight the existence of alternative models rather than a shift towards NPM or even the emergence of 'varieties of NPM'.
Chouinard, J. j., & Milley, P. (2015). From New Public Management to New Political Governance: Implications for Evaluation. Canadian Journal Of Program Evaluation, 30(1), 1-22. doi:10.3138/cjpe.30.1.1
From New Public Management to New Political Governance: Implications for Evaluation.
Public administration scholars have discerned a shift in the federal governance context in Canada, from what was traditionally a strong, nonpartisan public service to a more politicized, even partisan, model of public decision-making with power concentrated in the upper reaches of the political executive. We explore the potential implications of these changes for evaluation in the federal bureaucracy. Our analysis, tentative at this point, suggests that in light of heightened political pressures, and a decline in the use of "evidence" in federal policy circles, evaluations may present an increasingly complex activity for public administrators to manage. These developments raise important questions for the evaluation community about its relationships with public managers and its role and professional values in a democratic institution.
Williams, H. M., Rayner, J., & Allinson, C. W. (2012). New public management and organisational commitment in the public sector: testing a mediation model. International Journal Of Human Resource Management, 23(13), 2615-2629. doi:10.1080/09585192.2011.633275
New public management and organisational commitment in the public sector: testing a mediation model.
This paper focuses on the attitudes of learning professionals towards New Public Management (NPM). In a survey of the UK further education sector (n = 433), NPM beliefs were found to be positively associated with both affective and normative organisational commitment. However, as expected, NPM beliefs were not found to be related to continuance organisational commitment. The results also show that although perceived organisational support mediates the relationship between NPM beliefs and affective organisational comment, it is only a partial mediator of the relationship between NPM beliefs and normative organisational commitment. The theoretical and practical implications of these findings, and potential directions for future research, are discussed.
Marchewka-Bartkowiak, K. (2014). New public management. Infos, 178(18), 1-4.
New public management.
The article presents brief information on the new public management (NPM) which defines methods of management aimed to modernise and render the public sector more efficient, and highlights characteristics and development of the new public management.H b80 (talk)
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