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Management Control, Results-Oriented Culture and Public Sector Performance: Empirical Evidence on New Public Management

机译:管理控制,注重成果的文化与公共部门绩效:关于新公共管理的经验证据

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摘要

New Public Management (NPM) has been guiding public sector reform for over 25 years. Its position on the design of effective management control rests on three key ideas: (1) performance improvement requires a results-oriented culture that emphasizes outcomes rather than inputs or processes; (2) public sector organizations need to introduce performance management based on targets, monitoring and incentives; and (3) public sector organizations should decentralize decision rights and reduce their reliance on rules and procedures. Focusing on the particularly influential version of NPM as advocated by the OECD, we examine the validity of these ideas theoretically and empirically. We conclude that NPM's reform programme should be reconsidered. Although the evidence indicates that a results-oriented culture is positively associated with performance, we find little support for the assumed benefits of NPM-type performance contracting. In addition, the results suggest that both the effects of decentralization and the reliance on rules and procedures are opposite to NPM's expectations.
机译:新公共管理(NPM)指导公共部门改革已有25年以上。它在设计有效管理控制上的立场基于三个关键思想:(1)绩效改进需要注重结果的文化,强调结果而不是投入或过程; (2)公共部门组织需要根据目标,监测和激励措施引入绩效管理; (3)公共部门组织应将决策权下放,并减少对规则和程序的依赖。着眼于经合组织所倡导的特别有影响力的NPM版本,我们从理论和经验上检验了这些观点的有效性。我们得出结论,应该重新考虑NPM的改革计划。尽管有证据表明以结果为导向的文化与绩效呈正相关,但我们对NPM型绩效合同的假定收益几乎没有支持。此外,结果表明,权力下放的影响以及对规则和程序的依赖均与NPM的预期相反。

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