Public Management and Performance: Research Directions

Cover......Page 1
Half-title......Page 3
Title......Page 5
Copyright......Page 6
Contents......Page 7
Figures......Page 9
Tables......Page 10
Contributors......Page 11
Introduction......Page 15
Impetus for the book......Page 17
On public service performance......Page 20
Judgements on organizational performance......Page 24
Management and public service performance research......Page 28
Regulation, markets and environments......Page 32
Goal ambiguity......Page 33
Resources......Page 34
Structure......Page 35
Red tape......Page 36
Networking......Page 37
Human resource management......Page 38
Performance management......Page 40
Strategy content......Page 41
Methods for investigating the management–performance hypotheses......Page 42
REFERENCES......Page 43
2 Extending goal ambiguity research in government: from organizational goal ambiguity to programme goal ambiguity......Page 48
Observations about the goals of public organizations......Page 49
Effects of goal ambiguity on organizations......Page 50
Research on goal ambiguity in government organizations......Page 51
Analysing organizational goal ambiguity......Page 52
Advancing analysis of the political environment, work characteristics and goals......Page 55
Analysing goal ambiguity in public programmes......Page 57
Defining programme goal ambiguity......Page 58
Analysing antecedents of federal programme goal ambiguity......Page 61
Encouraging results......Page 63
The next step: relating programme goal ambiguity to programme performance......Page 64
More encouraging results: relationships between programme goal ambiguity and performance......Page 65
Conclusion......Page 66
REFERENCES......Page 68
Introduction......Page 74
Defining PFM: issues for modelling......Page 75
What is PFM performance?......Page 78
The evolution of PFM performance......Page 80
Incentives......Page 81
Performance information......Page 83
Evidence on performance information and allocative efficiency......Page 85
Evidence on performance information and technical efficiency......Page 87
The role of politics......Page 89
Flexibility......Page 91
The enduring role of controls......Page 92
Contextual factors......Page 94
Conclusion......Page 97
REFERENCES......Page 98
Introduction......Page 103
What is organizational structure?......Page 104
Centralization......Page 106
Specialization......Page 107
Centralization......Page 108
Formalization......Page 109
Specialization......Page 110
Empirical studies and their characteristics......Page 111
Measuring structure......Page 113
Centralization......Page 114
Formalization......Page 115
Future research directions......Page 117
Conclusions......Page 119
REFERENCES......Page 120
Introduction......Page 124
Definitions, dimensions and measures......Page 125
The proposed ills of red tape......Page 129
Empirical evidence on red tape and performance......Page 131
Research agenda......Page 134
REFERENCES......Page 137
Introduction......Page 141
The base model......Page 144
Defining key terms......Page 146
Performance questions......Page 148
Measurement questions......Page 152
What we know: managing the environment......Page 154
An agenda for research......Page 158
REFERENCES......Page 162
7 Public service motivation and performance......Page 166
Origin and development of the PSM concept......Page 167
Theoretical and practical bases......Page 171
Empirical evidence......Page 173
Evidence on employee performance......Page 174
Evidence on organizational performance......Page 180
Implications and suggestions for future research......Page 182
Propositions for future research......Page 185
Conclusion......Page 187
REFERENCES......Page 189
Introduction......Page 192
Defining organizational diversity......Page 193
Measuring organizational diversity......Page 196
Frameworks for understanding organizational diversity and performance......Page 198
Social categorization and similarity/attraction theories......Page 199
Information and decision-making theory......Page 203
The business case for diversity......Page 204
A key contingency in the diversity–performance relationship: diversity management programmes and policies......Page 205
The evolution of empirical research on organizational diversity......Page 208
Future directions for research......Page 211
REFERENCES......Page 214
Introduction......Page 221
Theoretical effects of performance management......Page 223
Selecting indicators......Page 224
Setting targets......Page 226
Taking action......Page 228
Selecting indicators......Page 231
Setting targets......Page 233
Taking action......Page 236
Conclusion......Page 237
REFERENCES......Page 238
Introduction......Page 241
Public management models of strategy content......Page 243
The application of generic models of strategy content to public organizations......Page 245
Propositions in the literature on strategy content and performance......Page 247
Questions of measurement......Page 249
Independent effect studies......Page 254
Moderated models......Page 256
An agenda for research......Page 259
Concluding comment......Page 262
REFERENCES......Page 263
Introduction......Page 267
Endogeneity......Page 268
Non-linearity......Page 269
Hierarchical linear modelling......Page 270
Management at multiple levels......Page 271
Experimental methods......Page 273
Developing new datasets......Page 276
Old dogs, new tricks and little baby puppies......Page 277
Qualitative methods......Page 278
REFERENCES......Page 280
Introduction......Page 282
Public management and performance: from simplicity to sophistication......Page 283
Disaggregating the dimensions of management......Page 284
The performance kaleidoscope......Page 285
The impact of management: curves and tipping points......Page 286
Management: working alone or working on the chain gang?......Page 287
Broadening the theoretical base......Page 289
Strengthening methodology......Page 291
Concluding comment: prospects for progressing to ‘normal science’......Page 293
REFERENCES......Page 294
Index......Page 296