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Adopting a multi‐perspective approach to the study of public sector managerial effectiveness
Willcocks, Stephen George - In: International Journal of Public Sector Management 15 (2002) 4, pp. 262-280
Suggests that there is a need to explore managerial public sector effectiveness given its complexity and subjective … nature. Argues the case for a multi‐perspective approach to public sector effectiveness, based on specific, inter … of effectiveness. Concludes that managerial effectiveness is essentially about understanding, reinterpreting and making …
Persistent link: https://www.econbiz.de/10014798712
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The Contested Nature of Performance Auditing in Australia
Guthrie, James - In: International Journal of Public Sector Management 2 (1989) 3
In this decade we have witnessed in the Australian public sector tremendous pressures for change in the name of accountability and efficiency. Changes have occurred in public sector management and in public sector accounting. Techniques such as programme budgeting, financial management...
Persistent link: https://www.econbiz.de/10014799179
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Satisfaction, Loyalty and Reputation as Indicators of Customer Orientation in the Public Sector
Wallin Andreassen, Tor - In: International Journal of Public Sector Management 7 (1994) 2, pp. 16-34
With public services operating as monopolies, dissatisfied users cannot exit from the relation without changing patronage. Apart from exit from the region, voicing their dissatisfaction in order to influence the service offer becomes the only alternative. Industries and companies may be...
Persistent link: https://www.econbiz.de/10014799262
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The need to mobilize government learning in the Republic of Slovenia
Saner, Raymond; Yiu, Lichia - In: International Journal of Public Sector Management 9 (1996) 5/6, pp. 51-61
Highlights the unique difficulties of Slovenia’s current public administrative system which has to find ways to change from the previous Yugoslav system to a more modern administrative system. First describes Slovenia’s economic and political make‐up and proceeds with a description and...
Persistent link: https://www.econbiz.de/10014799341
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Evaluation, learning and the effectiveness of public services
Sanderson, Ian - In: International Journal of Public Sector Management 9 (1996) 5/6, pp. 90-108
basis for achieving effectiveness in public services.  …
Persistent link: https://www.econbiz.de/10014799344
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The Concept of Value for Money
Glendinning, R. - In: International Journal of Public Sector Management 1 (1988) 1, pp. 42-50
), efficiency (output maximisation) and effectiveness (full attainment of the intended results). But what values are realised by the …
Persistent link: https://www.econbiz.de/10014799469
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A quest for the best
Asser, Michael; Haines, Jane - In: International Journal of Public Sector Management 8 (1995) 7, pp. 6-14
Describes Oxfordshire County Council′s QUEST programme (quality; effectiveness; service to all) and its implementation … services; effectiveness was implemented by identifying three elements: structures, systems and people. Service was achieved by …
Persistent link: https://www.econbiz.de/10014799308
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Consumers without teeth: can probation service “clients” have a say in the service they receive?
Nash, Michael - In: International Journal of Public Sector Management 9 (1996) 4, pp. 12-19
, policies which have tended to measure numerical data rather than quality of performance and effectiveness. Alongside the … move away from simple, numerical indicators of what has happened to ones which incorporate effectiveness. Suggests that the …
Persistent link: https://www.econbiz.de/10014799332
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Total Resource Management in the Third World
Kinder, Clive R. - In: International Journal of Public Sector Management 1 (1988) 1, pp. 27-41
Management approach in institutional development. The approach requires a careful securing of both organisational effectiveness …
Persistent link: https://www.econbiz.de/10014799468
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Performance management model
Isaac Mwita, John - In: International Journal of Public Sector Management 13 (2000) 1, pp. 19-37
The delivery of public services in developing countries is over‐centralised. One of the reasons for this is the presence of centralised decision‐making apparatus, which distances power from communities. The centralised decision making reduces accountability among public sector employees and...
Persistent link: https://www.econbiz.de/10014798637