Managing for Public Service Performance

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.

About the author

Peter Leisink is Professor Emeritus of Public Administration and Organization Science at the Utrecht University School of Governance, the Netherlands.

Lotte B. Andersen is a professor at the Department of Political Science at Aarhus University, Denmark, and Center Director of the Crown Prince Frederik Center for Public Leadership.

Gene A. Brewer is Professor of Public Administration and Policy at The University of Georgia School of Public and International Affairs, USA.

Christian B. Jacobsen is an associate professor at the Department of Political Science, Aarhus University, Denmark.

Eva Knies is Professor of Strategic Human Resource Management at the Utrecht University School of Governance, the Netherlands.

Wouter Vandenabeele is an associate professor at Utrecht University School of Governance, the Netherlands, and a visiting professor at KU Leuven University, Belgium.

Table of contents

1:Introduction: Managing for Public Service Performance: How People and Values Make a Difference, Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele
Part I. Key concepts and the public sector context
2:Stakeholders, Public Value(s), and Public Service Performance Research, Lotte B. Andersen, Gene A. Brewer, and Peter Leisink
3:People Management: Integrating Insights from Strategic Human Resource Management and Leadership, Christian B. Jacobsen and Eva Knies
4:An Institutional Perspective on Public Services: Managing Publicness, Identities, and Behavior, Nina Van Loon and Wouter Vandenabeele
Part II. Public Management and Public Service Performance
5:Public Managers' Contribution to Public Service Performance, Lotte B. Andersen, Christian B. Jacobsen, Ulrich T. Jensen, and Heidi H. Salomonsen
6:Managers as Insiders or Outsiders to Public Organizations: Publicness Fit, Leadership, and Organizational Performance, Oliver James, Ayako Nakamura, and Nicolai Petrovsky
7:Antecedents of Managers' People Management: Using the AMO Model to Explain Differences in HRM Implementation and Leadership, Eva Knies, Sophie Op de Beeck, and Annie Hondeghem
8:How Can Public Managers Use Performance Management for Improvement without Demotivating Employees?, Poul A. Nielsen and Caroline H. Grøn
9:Linking HRM Systems with Public Sector Employees' Performance: The Way Forward, Julian S. Gould-Williams and Ahmed M. S. Mostafa
10:Managing a Diverse Workforce, Tanachia Ashikali, Sandra Groeneveld, and Adrian Ritz
11:Leading Change in a Complex Public Sector Environment, Anne Mette Kjeldsen and Joris Van der Voet
Part III. Public Management, Job Performance, and Employee Outcomes
12:Public Sector Employee Well-Being: Examining Its Determinants Using the JD-R and P-E Fit Models, Bram Steijn and David Giauque
13:Value Conflicts in Public Organizations: Implications and Remedies, Ulrich T. Jensen, Carina Schott, and Trui Steen
14:Public Service Motivation and Individual Job Performance, Adrian Ritz, Wouter Vandenabeele, and Dominik Vogel
15:Managing Employees' Employability: Employer and Employee Perspectives, Jasmijn Van Harten and Brenda Vermeeren
16:Conclusion: Directions for Future Research and Practice, Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele