Managing for Public Service Performance: How People and Values Make a Difference

Description

How can management make a meaningful contribution to the performance of public services? Around the world, public organizations face increasingly complex social issues related to globalization, migration, health crises, national security, and climate change. To meet these challenges, we need a better understanding of what managing for public service performance means, and what it requires from public managers and public servants. This book takes a multidisciplinary, critical, and context-sensitive approach to address such questions. Through a comparative review of public administration research, it examines a variety of management aspects such as leadership behavior, human resource management, performance, diversity, and change management. It also critically reflects on how the context of the public sector affects the management-performance relationship in democratic societies, as well as the influence of numerous stakeholders and their beliefs about the nature and purpose of public service. By clarifying conceptual issues and taking a theoretical and evidence-based approach to the relationships between management and performance, this book offers new directions for research and a framework to help improve public services in practice. Title_Pages Preface Acknowledgments List_of_Figures List_of_Tables_and_Boxes List_of_Contributors IntroductionManaging_for_Public_Service_Performance_How_People_and_Values_Make_a_Difference Stakeholders_Public_Values_and_Public_Service_Performance People_ManagementIntegrating_Insights_from_Strategic_Human_Resource_Management_and_Leadership An_Institutional_Perspective_on_Public_ServicesManaging_Publicness_Identities_and_Behavior Public_Managers_Contribution_to_Public_Service_Performance Managers_as_Insiders_or_Outsiders_to_Public_OrganizationsPublicness_Fit_Leadership_and_Organizational_Performance Antecedents_of_Managers_People_ManagementUsing_the_AMO_Model_to_Explain_Differences_in_HRM_Implementation_and_Leadership How_Can_Public_Managers_Use_Performance_Management_for_Improvement_Without_Demotivating_Employees Linking_HRM_Systems_with_Public_Sector_Employees_PerformanceThe_Way_Forward Managing_a_Diverse_Workforce Leading_Change_in_a_Complex_Public_Sector_Environment Public_Sector_Employee_WellBeingExamining_Its_Determinants_Using_the_JDR_and_PE_Fit_Models Value_Conflicts_in_Public_OrganizationsImplications_and_Remedies Public_Service_Motivation_and_Individual_Job_Performance Managing_Employees_EmployabilityEmployer_and_Employee_Perspectives ConclusionDirections_for_Future_Research_and_Practice Names_Index Subject_Index