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