ABSTRACT

In an attempt to instil trust in their performance, credibility, integrity, efficiency, cost-effectiveness, and good governance, many public organizations are in effect viewing tax-paying citizens as consumers. Little research exists to explore synergies between the market economy, public administration reformation, and their complex bilateral effects. This book takes a timely look at the heightened need for public administration reform as a result of the economic challenges currently faced by nations across the globe. In particular it explores the roles of eGovernment and a citizen-centric focus in this transformation.

Public Administration Reform examines several commonly-held assumptions about public administration: the public sector is slow and bureaucratic; government employees are frequently disengaged; and government agencies are sometimes wasteful. eGovernment is proposed as a key tool in the improvement of both public services and reputations of public organizations.

chapter 1|6 pages

Introduction

Markets and Public Administration

part I|78 pages

Market Demand, Market Ideology, and Public Organizations

chapter 2|19 pages

Citizens in Charge?

Reviewing the Background and Value of Introducing Choice and Competition in Public Services

chapter 3|12 pages

The Sound of Silence

Silent Ideologies in Public Services

chapter 4|19 pages

Control or Collaboration?

Market Pressures, Management Reform, and the Evolving Role of the Central Budget Office

chapter 6|9 pages

A New Agenda for Public Organizations

Monitoring Market Economy and Private Organizations

part III|78 pages

Motivation and Management in the Market Context

chapter 7|18 pages

Transformational Leadership in the Public Sector

Empirical Evidence of Its Effects

chapter 9|20 pages

Working in the Hollow State

Exploring the Link between Public Service Motivation and Interlocal Collaboration

part III|79 pages

Institutional Context and Reforms

chapter 11|18 pages

Anticorruption Reform

Lessons from Nations with the Largest Reduction in Corruption Levels

chapter 13|23 pages

Can a Central Bureaucracy Reinvent Itself into a Market Maker?

A Case Study of Portfolio Management in Newark, New Jersey