Public Administration · 1992 · 355 citations · 11 references
Public AffairsPerformance ManagementPublic AdministrationPublic RelationsPublic Sector ReformPublic Service DeliveryPublic Sector Decision-makingPublic Sector Performance ManagementPublic Service OperationsOrganizational AssumptionsPublic Management ReformPublic Sector TransformationPublic Sector ValuesPublic Service Performance Measurement
The article notes that recent public sector management changes—driven by consumerism, government‑by‑contract, performance management, and quasi‑markets—raise unresolved issues when private‑sector approaches are applied to the public domain. It aims to identify the main themes of these changes and argue that they must be balanced with approaches that recognize public sector values.
This article identifies the main themes in recent changes in public sector management and shows the extent of the challenge to past organizational assumptions. While recognizing the objectives of the changes could bring benefits if realized, it argues that there are a series of issues that are unresolved. The language of consumerism, the development of government by contracts, the form of performance management and the use of quasi‐markets are seen as creating problems. These are seen as deriving from an attempt to apply approaches drawn from the private sector to the public domain. It is argued that they need to be balanced by approaches that recognize the values of the public sector.
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