Artículos de revistas: "Public Sector Reform"

1

McTaggart, Doug y Janine O'Flynn. "Public Sector Reform". Australian Journal of Public Administration 74, n.º 1 (10 de febrero de 2015): 13–22. http://dx.doi.org/10.1111/1467-8500.12128.

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2

Mussari, Riccardo y Daniela Sorrentino. "Italian Public Sector Accounting Reform: A Step Towards European Public Sector Accounting Harmonisation". Accounting, Economics, and Law: A Convivium 7, n.º 2 (26 de octubre de 2017): 137–53. http://dx.doi.org/10.1515/ael-2017-0006.

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Abstract This paper discusses post-New Public Management (NPM) approaches to current patterns of public management reforms as a path-dependent phenomenon and as proposing corrective solutions to unintended shortcomings of NPM-inspired reforms. Public sector accounting reforms are seen as developing coherently with general public managerial reforms, and as showing a shift in the prioritised purposes assigned to public accounts in line with the overall design of projected reform-making. EU public sector accounting harmonisation is interpreted in this framework, and the Italian experience of public sector accounting reform is discussed in the light of EU membership. Particular emphasis is given to the likely overlap between national and government accounting due to increasingly shared purposes, whereby the former acquires a functional supportive role to the latter. Considerations on the drivers, as well as on the technical solutions of the new Italian public sector accounting system, suggest that Italian public sector accounting has taken a step in the direction of European public sector accounting harmonisation. Finally, the Italian case provides evidence of post-NPM-like accounting reform, contributing to the scanty empirical research on this topic.

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3

Kirk, John M. y Julia Sagebien. "Private sector reform — public sector style". International Journal of Public Administration 23, n.º 5-8 (enero de 2000): 693–736. http://dx.doi.org/10.1080/01900690008525482.

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4

Neumann, Ruth y James Guthrie. "Australian public sector reform". Public Management Review 6, n.º 4 (diciembre de 2004): 473–92. http://dx.doi.org/10.1080/1471903042000303292.

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5

Agbevade, Akpeko y Desmond Tweneboah Koduah. "The Search for a Result-Oriented Public Sector Reform in Ghana: A Myth or Reality?" Journal of Public Administration and Governance 10, n.º 3 (3 de septiembre de 2020): 136. http://dx.doi.org/10.5296/jpag.v10i3.17628.

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The Article Examined Whether Public Sector Reform In Ghana Is A Myth Or Reality. It Emerged That Since Independence In 1957, Successive Governments Implemented Both Socialist And Market-Oriented Public Sector Reforms; However, None Of These Reforms Yielded The Expected Outcome. Hence, The New Patriotic Party On Winning Political Power Initiated The National Public Sector Reform Strategy. This Reform Aimed At Using The Public Sector As The Catalyst To Stimulate The Private Sector For Job Creation And National Development. The Study Found That The Reform Made Some Gains. However, Excessive Partisanship, Narrow Political Commitment, Donor-Funding, The Time Boundedness Of The Reform And Focus On Only 16 Ministries, Departments And Agencies Militated Against It Success Hence Public Sector Reform Is A Myth In Ghana. The Article Recommends Commitment To The Directive Principles Of State Policy As The Panacea To Effectiveness Of Public Sector Reforms In Ghana.

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6

Mortensen, Peter B. "Public sector reform and blame avoidance effects". Journal of Public Policy 33, n.º 2 (4 de junio de 2013): 229–53. http://dx.doi.org/10.1017/s0143814x13000032.

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AbstractBlame avoidance has often been claimed to be an important rationale behind changes in the organisation of the public sector, but very few studies have examined whether and how public attribution of responsibility is actually affected by such reforms. For instance, how do changes in the formal allocation of authority affect public attribution of blame when things go wrong? Is the effect immediate or delayed? To advance our understanding of such questions, this paper presents an analysis of blame and credit attribution in more than 1,200 newspaper articles about health-care-related issues in Norway before and after the major Norwegian hospital reform from 2002. The central empirical finding of the article is that central state-level authorities in Norway were attributed less blame in media coverage of health-care problems after the reform than before the reform. The shift is delayed, but substantial and robust to various modifications in model estimations.

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7

Bonesrønning, Hans. "Public employees and public sector reform implementation". Public Choice 156, n.º 1-2 (15 de noviembre de 2011): 309–27. http://dx.doi.org/10.1007/s11127-011-9900-1.

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8

Ongaro, Edoardo y Walter Kickert. "EU-driven public sector reforms". Public Policy and Administration 35, n.º 2 (10 de abril de 2019): 117–34. http://dx.doi.org/10.1177/0952076719827624.

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This paper is the introduction article to the special issue on EU-driven public sector reforms. European Union (EU) governance has dramatically changed since the outburst of the financial, economic and fiscal crises in 2007–2008. The dramatically changed circumstances have led to heightened EU influence in the field of the organization of the public sector of Member States, leading to major reforms of the public sector of Member States under conditions of radical fiscal consolidation. We call these ‘EU-driven public sector reforms’. The Greek, Hungarian, Irish and Italian cases of reform of the public sector in recent years, accounted for in this special issue, are different instances, with diverse outcomes, of this phenomenon. This article reviews the theoretical perspectives that can be employed for the study of EU-driven public sector reforms – these include notably the policy of conditionality; Europeanization; and a combination of learning, leadership and multiple streams theories – and the evidence about the features, doctrinal contents and effects of such reforms arising from the four case studies in the special issue.

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9

Peter, Idoko. "The New Public Management and the Public Sector Performance". Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 5, n.º 3 (31 de marzo de 2019): 08. http://dx.doi.org/10.53555/nnbma.v5i3.9.

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The proliferation of reforms in public administration based on the principles and instruments of the New Public Management (NPM) have triggered protest from and collective action by many professional groups in various sectors (healthcare, education, justice, social work, research.) and raised questions about the future of professionals working in the public service, particularly as concerns their autonomy. This exploratory study indicates that public administration in the 21st century is undergoing dramatic change, especially in advanced economies, but also in many parts of the developing world such as Nigeria. Globalization and the pluralization of service provision are the driving forces behind these changes. Policy problems faced by governmentsare increasingly complex, wicked and global, rather than simple, linear, and national in focus. And yet the prevailing paradigms through which public sector reform are designed and implemented are relatively static and do not fully encompass the significance or implications of these wider changes. While public sector reforms in the developing world such as Nigeria are influenced by policy experiments and organizational practices originating in OECD countries, they tend to operate within the traditional public administration paradigm. Consequently, there is often a discrepancy between the thrust of public sector reform efforts in developing country contexts and wider shifts in the nature of governance and contemporary approaches to publicmanagement grounded in OECD experience. It was concluded therefore that Nigeria has embraced the concept of new public management from their western originator but its core principles and tenets are not strictly applied in the management of public sector administration. It was recommended among others that for us to achieve the tenets of new public management in Nigeria, the government need to be honest, transparent, probity and accountability in the political leadership management including the managers in the public sector organizations.

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10

Peter, Idoko. "The New Public Management and the Public Sector Performance". Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 5, n.º 1 (31 de enero de 2019): o1—o8. http://dx.doi.org/10.53555/nnbma.v5i1.18.

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The proliferation of reforms in public administration based on the principles and instruments of the New Public Management (NPM) have triggered protest from and collective action by many professional groups in various sectors (healthcare, education, justice, social work, research.) and raised questions about the future of professionals working in the public service, particularly as concerns their autonomy. This exploratory study indicates that public administration in the 21st century is undergoing dramatic change, especially in advanced economies, but also in many parts of the developing world such as Nigeria. Globalization and the pluralization of service provision are the driving forces behind these changes. Policy problems faced by governmentsare increasingly complex, wicked and global, rather than simple, linear, and national in focus. And yet the prevailing paradigms through which public sector reform are designed and implemented are relatively static and do not fully encompass the significance or implications of these wider changes. While public sector reforms in the developing world such as Nigeria are influenced by policy experiments and organizational practices originating in OECD countries, they tend to operate within the traditional public administration paradigm. Consequently, there is often a discrepancy between the thrust of public sector reform efforts in developing country contexts and wider shifts in the nature of governance and contemporary approaches to public management grounded in OECD experience. It was concluded therefore that Nigeria has embraced the concept of new public management from their western originator but its core principles and tenets are not strictly applied in the management of public sector administration. It was recommended among others that for us to achieve the tenets of new public management in Nigeria, the government need to be honest, transparent, probity and accountability in the political leadership management including the managers in the public sector organizations.

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11

Gorina, Evgenia y Trang Hoang. "Pension Reforms and Public Sector Turnover". Journal of Public Administration Research and Theory 30, n.º 1 (24 de junio de 2019): 96–112. http://dx.doi.org/10.1093/jopart/muz009.

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Abstract Over the past decade, many states have reformed their retirement systems by reducing benefit generosity, tightening retirement provisions, introducing non-defined-benefit (DB) plan options and even replacing DB plans with defined-contribution plans. Many of these reforms have affected post-employment benefits that public workers will receive when they retire. Have these reforms also affected the attractiveness of public sector employment? To answer this question, we use state-level data from 2002 to 2015 and examine the relationship between state pension reforms and public employee turnover following the reforms. We find that employee responsiveness to the reforms was tangible and that it differed by reform type and worker education. These results are important because the design of public retirement benefits will continue to influence the ability of the public sector to recruit and retain high-quality workforce.

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12

Thom, Michael. "The Drivers of Public Sector Pension Reform Across the U.S. States". American Review of Public Administration 47, n.º 4 (3 de junio de 2015): 431–42. http://dx.doi.org/10.1177/0275074015589342.

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This study analyzes the diffusion of public sector pension reforms across the American states between 1999 and 2012, a policy area notable for its fiscal implications as much as its recent political polarization. Previous enactment in other, non-contiguous states was the largest and most consistent driver of reform. Otherwise, empirical findings suggest that reform antecedents varied by reform type. Existing funding levels reduced the likelihood that states would cut benefits, change pension governance, or reduce cost of living allowances, but had no effect otherwise. Evidence for partisan legislative influence is weak, although Republican control had partial, positive effects on the enactment of pension governance reforms and increases to the retirement age. Across the board, other relevant factors such as constitutional pension protections, collective bargaining rights, and union membership density had no effect. That external contagion pressures have a more robust influence than endogenous conditions raises questions about the future efficacy of pension reform.

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13

POLLITT, CHRISTOPHER. "A Review of Public Sector Reform". Ciências e Políticas Públicas / Public Sciences & Policies 4, n.º 1 (2018): 17–32. http://dx.doi.org/10.33167/2184-0644.cpp2018.vivn1/pp.17-32.

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14

Montiel, Lenni. "Internet resources on public sector reform". Bulletin of Latin American Research 19, n.º 2 (abril de 2000): 278–81. http://dx.doi.org/10.1111/j.1470-9856.2000.tb00106.x.

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15

Sullivan, Ann y Dimitri Margaritis. "Public sector reform and indigenous entrepreneurship". International Journal of Entrepreneurial Behavior & Research 6, n.º 5 (octubre de 2000): 265–75. http://dx.doi.org/10.1108/13552550010357639.

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16

King, Arlene. "Public Health in Health Sector Reform". HealthcarePapers 13, n.º 3 (30 de octubre de 2013): 34–40. http://dx.doi.org/10.12927/hcpap.2014.23686.

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17

Ryan, Neal y Dianne Lewis. "Responses to public sector reform policy". Public Management Review 9, n.º 2 (junio de 2007): 269–87. http://dx.doi.org/10.1080/14719030701340473.

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18

Parnini, Syeda Naushin. "Public Sector Reform and Good Governance". Journal of Asian and African Studies 44, n.º 5 (28 de septiembre de 2009): 553–75. http://dx.doi.org/10.1177/0021909609338903.

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19

Thi Thanh, Phuong-Nguyen, Hai-Phan Thanh, Tung-Nguyen Thanh y Tien-Vo Thi Thuy. "Factors affecting accrual accounting reform and transparency of performance in the public sector in Vietnam". Problems and Perspectives in Management 18, n.º 2 (2 de junio de 2020): 180–93. http://dx.doi.org/10.21511/ppm.18(2).2020.16.

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This study was conducted to determine the factors and their influence on accrual accounting reform in the public sector in Vietnam. Combining qualitative and quantitative research methods based on empirical surveys of 268 accountants, controllers, and auditors working in state agencies such as the Department of Finance, state treasuries and agencies receiving revenues from the state budget in 2019. This study shows that six factors influence the reform of the accounting system in the public sector in Vietnam to accrual-based: accounting staff – especially their expertise, competence, and work experience; training and support of the consulting experts; costs of the accounting reform; level of information technology application; funding and assistance from international organizations; legal environment.At the same time, the accrual-based accounting reform will have a positive impact on improving the transparency and efficiency of public sector operations in Vietnam. Among the factors affecting accounting reform, the legal environment factor is the most influential determinant, followed by the contingent of accountants. The study’s limitation is that the new experimental investigation is only conducted with a small sample size and in a short period. However, the research results are also a useful reference for those who are interested in the context that Vietnam is preparing to have strong reforms in accounting in the public sector in the coming time.

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20

Cloutier, Charlotte, Jean-Louis Denis, Ann Langley y Lise Lamothe. "Agency at the Managerial Interface: Public Sector Reform as Institutional Work". Journal of Public Administration Research and Theory 26, n.º 2 (1 de junio de 2015): 259–76. http://dx.doi.org/10.1093/jopart/muv009.

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This article draws on recent developments in institutional theory to better understand the managerial efforts implicated in the implementation of government-led reforms in public sector services. Based on a longitudinal study of a massive reform effort aimed at transforming the province of Quebec’s publicly-funded healthcare system, the article applies the notion of institutional work to understand how managers responsible for newly formed healthcare organizations defined and carried out their individual missions while simultaneously clarifying and operationalizing the government’s reform mandate. We identify and describe the properties of four types of work implicated in this process and suggest that structural work, conceptual work, and operational work need to be underpinned by relational work to offer chances for successful policy reform. By showing the specific processes whereby top-down reform initiatives are taken up by managers and hybridized with existing institutionalized forms and practices, this article helps us better understand both the importance of managerial agency in enacting reform, and the dynamics that lead to policy slippage in complex reform contexts.

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21

Phuntsok, Tashi. "Privatisation of Central Public Sector Enterprises in India". Public Enterprise Half Yearly Journal 25, n.º 1-2 (15 de diciembre de 2021): 65–83. http://dx.doi.org/10.21571/pehyj.2021.2512.06.

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This paper investigates the different phases of reform state owned enterprises (SOEs) that India had been experience since the beginning of reform and analyses the policy objectives behind the policy of SOEs reforms introduced. Having evaluated the policy objectives based on various source the paper seeks to find the degree to which the objectives have been achieved and had an impact on the performance of SOEs. The paper finds three different phases of privatisation with different objectives and that the of performance of SOEs during these phases have been different. The analysis of performances of SOEs in different phases leads to questioning of the need for privatisation and speculation as to whether the actual objective behind the overall privatisation process is to generate revenue to cut the government fiscal deficit.

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22

Czarniawska-Joerges, Barbara. "The Wonderland of Public Administration Reforms". Organization Studies 10, n.º 4 (octubre de 1989): 531–48. http://dx.doi.org/10.1177/017084068901000404.

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The students of public sector organizations are often surprised by the phenomenon of repetitive, costly and inconclusive reforms, which seem to be an unavoidable part of the public sector landscape. One possible reaction to it is to make a rationalistic critique and then to issue recommendations for improvement. An alternative is to look for a different perspective in analyzing functions of reform. A study of Sub-municipal Committee reform in Swedish municipalities is analyzed in terms of a symbolic accomplishment. In the light of the results, it is somewhat doubtful whether so-called reforms change organizational forms, but they do help to re-shuffle power, achieve a renewed legitimacy, re-socialize organization members and, in general, introduce variety into routines of organizational life.

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23

AGWANDA, Billy. "PUBLIC SECTOR REFORMS AND CONTEMPORARY REFORM CHALLENGES TO SUSTAINABLE DEVELOPMENT IN AFRICA / Public Sector Reforms And Contemporary Reform Challenges To Sustainable Development In Africa". Uluslararası Ekonomi, İşletme ve Politika Dergisi 3, n.º 2 (30 de octubre de 2019): 271–88. http://dx.doi.org/10.29216/ueip.607934.

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24

Cinquini, Lino, Sara Giovanna Mauro y Daniela Pianezzi. "The illusion of New Public Management? An analysis of performance-based budgeting in the public sector". Proceedings of Pragmatic Constructivism 6, n.º 1 (10 de enero de 2017): 14–25. http://dx.doi.org/10.7146/propracon.v6i1.25144.

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The present research wishes to adopt a pragmatic constructivist approach in order to understand and explain the functionality of private- inspired reforms in the public sector. In particular, the research investigates the introduction and implementation of a relevant but challenging managerial reform, performance- based budgeting (PBB), become widespread in the public sector worldwide.

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25

Cejudo, Guillermo M. "Explaining change in the Mexican public sector: the limits of New Public Management". International Review of Administrative Sciences 74, n.º 1 (marzo de 2008): 111–27. http://dx.doi.org/10.1177/0020852307085737.

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The Mexican public sector has undergone significant transformations in recent decades. This article argues against the view that these changes are the result of New Public Management-style reforms. Even though the Mexican government has applied some of the tools associated with this paradigm, the essential NPM doctrines — granting more autonomy to public agencies and government officials, and using market mechanisms to promote competition in the public sector — have been absent from the agenda. The Mexican experience exposes two erroneous assumptions in the international debate about NPM: that there is a global trend of similar national reforms and that every change in the public sector is part of this new paradigm. Instead, the changes in the Mexican public sector are the result of incremental adjustments to two broader domestic processes: economic liberalization and political democratization — which have led to a smaller and relatively more accountable administration. Points for practitioners This article suggests that not all reforms are the result of New Public Management initiatives. It points towards alternative explanations for change in the Mexican public sector and identifies political democratization and economic liberalization as the main sources of change. This view challenges existing accounts of public sector change in developing countries and suggests a more complex process of reform. The main lesson for practitioners is that, when analysing reform experiences, they should look at the underlying causal processes rather than at the official rhetoric. Moreover, the article reminds practitioners that NPM is only one among several sources of doctrines for changing the public administration.

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Afegbua, Salami Issa y Ganiyu L. Ejalonibu. "Emerging Issues in Public Sector Reforms in Africa: An Assessment of Ghana and Nigeria". Africa’s Public Service Delivery and Performance Review 3, n.º 3 (1 de septiembre de 2015): 95. http://dx.doi.org/10.4102/apsdpr.v3i3.91.

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Public sector reform (PSR) has been quite popular in Africa and in recent years, several African countries have implemented far-reaching governance and public service reform measures. The aim of this article is to consider the historical development of Public Sector Reform in Africa and the philosophy behind the ubiquitous wave of reform in the continent. The article discovers that those reform measures have so far gone through three different phases to promote and/or accelerate the revitalization of the public service. It identifies some major challenges that account for the monumental failure of PSR. Finally, the paper offers suggestions on how African countries can free themselves from the doldrums of current PSR. This article will not only broaden the frontier of knowledge in the field of public administration but also address the present and on-going reality of public sector reforms in the West African sub region. This study uses a ‘Literature Survey’ in examining the issue in question.

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27

Haran, D. "Health sector reform". Journal of Epidemiology & Community Health 52, n.º 12 (1 de diciembre de 1998): 768–69. http://dx.doi.org/10.1136/jech.52.12.768.

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28

Yunho, Kim, Jung Yunjin, Seoh Dongwook y Im Tobin. "Higher Public Service Motivation for Accepting Public Sector Pension Reform? Evidence from Korean Government Organizations". Korean Journal of Policy Studies 34, n.º 1 (30 de abril de 2019): 23–42. http://dx.doi.org/10.52372/kjps34102.

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Organizational reforms that employees do not voluntary accept are likely to negatively affect organizational effectiveness in the long term. We conducted an empirical analysis with survey data by reviewing related studies on public service motivation (PSM) and acceptance of organizational changes, the goal being to verify the relationship between government employees’ PSMand their acceptance of public sector pension reform in Korea. Results show that public servants highly driven by PSM are willing to accept this pension reform even though it reduces their own benefits. This study is distinguished from existing literature of PSM and responses to organizational changes because it reduces the possibility of endogeneity problems.

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Nyland, Kari y Inger Johanne Pettersen. "Hybrid controls and accountabilities in public sector management". International Journal of Public Sector Management 28, n.º 2 (2 de marzo de 2015): 90–104. http://dx.doi.org/10.1108/ijpsm-07-2014-0085.

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Purpose – The purpose of this paper is to discuss why public sector reforms hybridize during implementation processes, consequences on accountability relations and practitioners’ and policymakers’ reactions to these changes. Design/methodology/approach – The paper considers experiences from three initiatives related to the governance reform in the Norwegian hospital sector. Data were collected via interviews and document studies, and all three cases were longitudinal studies. Findings – Unexpected consequences of reform initiatives and contextual changes are causing controls to hybridize and having profound effects on accountability relations. However, the gradually alignment of controls in a dynamic pattern of hybridization enables the balancing of conflicts in the chain of accountabilities. Hybrid controls are observed to emerge as stronger than the initial ideal control models. The longitudinal studies of control hybridization illuminate the sector’s survival in the long run, as they allow for adaptation to changes in contexts. Practical implications – This work augments leaders’ understanding of how governmental strategies may follow diverse paths and yield results that diverge from intentions. Narrow accountability bases inhibit the government from implementing political decisions through agencies. Conversely, agents must relate to direct control from authorities. The predictability of agents’ decision space is reduced, and the control process becomes more ambiguous. Originality/value – Through connecting what happens in agencies with accountabilities in the political level, it is possible to study the flexible nature of accountability relations and why controls hybridize. The paper underlines the need for longitudinal studies to describe complex patterns of reform initiatives.

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Christensen, Tom, Per Lægreid y Inger Marie Stigen. "Performance Management and Public Sector Reform: The Norwegian Hospital Reform". International Public Management Journal 9, n.º 2 (julio de 2006): 113–39. http://dx.doi.org/10.1080/10967490600766987.

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Breit, Rhonda, Richard Fitzgerald, Shuang Liu y Regan Neal. "How Queensland newspapers reported public sector information reform". Media International Australia 162, n.º 1 (24 de enero de 2017): 90–106. http://dx.doi.org/10.1177/1329878x16680655.

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This article explores the role of media in Freedom of Information (FOI) policy transfer, using a case study of Queensland’s 2009 FOI reforms. A multi-dimensional analysis was used to discover how newspapers reported changes in Queensland’s public sector information (PSI) policy to identify whether stories on PSI policy were reframed over time. At a quantitative level, the text analytics software Leximancer was used to identify key concepts, issues and trends in 786 relevant articles from national, metropolitan and regional newspapers. At a qualitative level, discourse analysis was used to identify key themes and patterns from the newspaper articles. Both qualitative and quantitative shifts in the media reporting of Right to Information (RTI) and FOI were revealed across three time periods representing the periods before, during and after the reform implementation. The findings offer insights into the role of newspapers in policy diffusion, revealing how Queensland media reports framed the shift in PSI policy from pull model FOI to push model RTI.

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32

Dann, Susan. "Public sector reform and the long‐term public servant". International Journal of Public Sector Management 9, n.º 2 (abril de 1996): 28–35. http://dx.doi.org/10.1108/09513559610119537.

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33

Hess, Michael y David Adams. "Public sector reform and the public interest in Australia". Asian Journal of Political Science 11, n.º 1 (junio de 2003): 22–39. http://dx.doi.org/10.1080/02185370308434217.

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34

Christensen, Tom, Dong Lisheng y Martin Painter. "Administrative reform in China's central government — how much `learning from the West'?" International Review of Administrative Sciences 74, n.º 3 (septiembre de 2008): 351–71. http://dx.doi.org/10.1177/0020852308095308.

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The prevailing interpretation in the scholarly literature is that public sector reform in China during the period of marketization has been driven primarily by internal, contextual factors rather than being under the sway of particular global reform models or theories such as New Public Management. The aim of this article is to move beyond arguing from inference that `Chinese characteristics' continue to be dominant and to inquire into the manner and extent of external influences on central government reform actors. We assume a `multi-causal' model in which both internal and external factors are present. From a survey of the literature on the reforms, we conclude that, while there are some `unique' features, most of the themes (and even the results) of modern Chinese reforms are not unique and have parallels in Western countries. Moreover, aside from the similarities in the content and substance of administrative reforms, the patterns and styles of reform in China and in the West in the past 20 years show marked similarities and parallels. Thus, external reform ideas and influences are being diffused through reform processes. Further empirical and theoretical analysis is required to establish the more specific nature of scanning and dissemination, or other forms of diffusion; the kind of learning that is taking place; and the impact that any imported models or templates actually have on reform proposals and outcomes in particular reform episodes. Points for practitioners • Whereas many scholars tend to believe the lip service the Chinese leaders pay to the `uniqueness' of China's public sector reforms and their `Chinese characteristics', their leaders have been very eager to `learn from the West'. • Emulation and learning at a global level are key aspects of contemporary public sector innovation and reform, even between jurisdictions that are seemingly very different from each other. • The development of sophisticated mechanisms for scanning and selective learning are key requirements for a rapidly developing public sector such as China's.

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35

Mika, János y Katalin Turcsányi. "Kihívások és reformok a közszektorban". Jelenkori Társadalmi és Gazdasági Folyamatok 4, n.º 3-4 (1 de enero de 2009): 148–52. http://dx.doi.org/10.14232/jtgf.2009.3-4.148-152.

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Services form and content of Financial base function of the welfare state was increasing on the development countries still economic crises of '70s was queried on the twentieth century by increasing change of economy of 60's. Confiedence of political institution systems significantly decrease on the part of the development countries at same time. At 80's reforms and development programs were entered on the public sector. Priority of private sector are advertised by programs on the first wave of reform programs and these programs was mainly typical, which has target. The target is a privatisation of the public sector. Further on these programs are complemented with outsourcing of public sector and more complex proposal of realignment of public sector. Programs got similar lines and technology (leadership, reorganization steps) and on the other trend of reform. Mainly question of reforms and equilibrum between public and private sector are reviewed by this study

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36

Khan, Imran Ullah y Shahzad Hussain. "Bureaucracy and Public Management Reforms". Hrvatska i komparativna javna uprava 20, n.º 1 (31 de marzo de 2020): 57–77. http://dx.doi.org/10.31297/hkju.20.1.3.

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The paper examines administrative performance and public management reforms in Pakistan. The study is based on the expert opinion of the civil servants gathered via 27 semi-structured interviews. Pakistan has inherited the administrative structure from the British colonial raj. Although there have been numerous reforms aimed at improving administrative performance, none of them have been implemented adequately. The changes pursued in the first two decades were related to enhancing the administrative performance by creating an adequate structure of administrative posts and ensuring a fair remuneration system. The first full reform package was presented in the 1970s with steps to improve the civil service performance and nationalization of significant banks and industries. The New Public Management (NPM) inspired the Pakistani government to adopt the policies of managerialism and privatization during the 1990s. The government intended to remove the status quo and privatize the public sector industries. This reform was successful only with regard to the privatization of some sectors and banks. The remaining reform programme failed mostly because of political instability, weak political will, political interference with the reform process, etc. The semi-structured interviews conducted with Pakistani civil servants tackled the public administration problems and their possible solutions. The respondents suggested that an indigenous public management model should be created. They indicated that the government should firmly support the implementation of reform measures. Civil servants should get salaries according to their expertise. There must be a well-defined and up to date performance and evaluation system able to ensure performance-based promotions, rewards, and punishments.

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Dorey, Peter. "The Legacy of Thatcherism - Public Sector Reform". Observatoire de la société britannique, n.º 17 (1 de noviembre de 2015): 33–60. http://dx.doi.org/10.4000/osb.1759.

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Adshead, Maura. "Public sector reform in Ireland: Countering crisis". Administration 66, n.º 1 (1 de febrero de 2018): 155–58. http://dx.doi.org/10.2478/admin-2018-0014.

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Bhattacharya, Rina. "External Sector Reform and Public Enterprise Restructuring". IMF Working Papers 00, n.º 120 (2000): 1. http://dx.doi.org/10.5089/9781451854268.001.

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HOLMES, MALCOLM. "Public Sector Management Reform: Convergence or Divergence?" Governance 5, n.º 4 (octubre de 1992): 472–83. http://dx.doi.org/10.1111/j.1468-0491.1992.tb00053.x.

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Lughmani, Sheema. "Theory and practice of public sector reform". Administration 65, n.º 4 (20 de diciembre de 2017): 111–14. http://dx.doi.org/10.1515/admin-2017-0038.

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Jones, Glyn. "Why public sector reform does not transform". International Journal of Public Sector Management 19, n.º 1 (enero de 2006): 79–94. http://dx.doi.org/10.1108/09513550610640410.

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Junjan, Veronica. "Theory and practice of public sector reform". International Review of Public Administration 22, n.º 2 (3 de abril de 2017): 211–12. http://dx.doi.org/10.1080/12294659.2017.1307645.

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Tordoff, William y Ralph A. Young. "Decentralisation and public sector reform in Zambia". Journal of Southern African Studies 20, n.º 2 (junio de 1994): 285–99. http://dx.doi.org/10.1080/03057079408708400.

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Wilson, George y Vincent J. Roscigno. "Public Sector Reform and Racial Occupational Mobility". Work and Occupations 43, n.º 3 (15 de junio de 2016): 259–93. http://dx.doi.org/10.1177/0730888416654203.

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Quinlivan, Aodh. "Public sector reform in Ireland: countering crisis". Irish Political Studies 33, n.º 3 (2 de febrero de 2018): 424–26. http://dx.doi.org/10.1080/07907184.2018.1427249.

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CHRISTENSEN, JORGEN GRONNEGARD y THOMAS PALLESEN. "Institutions, distributional concerns, and public sector reform". European Journal of Political Research 39, n.º 2 (marzo de 2001): 179–202. http://dx.doi.org/10.1111/1475-6765.00574.

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Premfors, Rune. "The ‘Swedish model’ and public sector reform". West European Politics 14, n.º 3 (julio de 1991): 83–95. http://dx.doi.org/10.1080/01402389108424860.

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Halligan, John y Michael O'Grady. "PUBLIC SECTOR REFORM: EXPLORING THE VICTORIAN EXPERIENCE". Australian Journal of Public Administration 44, n.º 1 (marzo de 1985): 34–45. http://dx.doi.org/10.1111/j.1467-8500.1985.tb02425.x.

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Sahota, Gian Singh. "The Political Economy of Public Sector Reform". Indian Economic Journal 48, n.º 2 (diciembre de 2000): 1–17. http://dx.doi.org/10.1177/0019466220000201.

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