International Journal of Public Sector Management

Mike Dermot Williams; Andi Smart

2010 International Journal of Public Sector Management

doi: 10.1108/09513551011058457

Purpose – This paper aims to develop a conceptual resilience‐based model that takes account of the competing success factors of patient safety, finance, improvement targets and staff workload in NHS hospitals in the UK. Design/methodology/approach – A safe working envelope model was developed from the literature and adapted for use in the NHS. The proposition that finance and targets receive greater management attention was then tested by a pilot study using content analysis of risk management documents of four NHS hospitals. Findings – The need to succeed on finance and targets received greater attention in the risk management documents than patient safety and staff workload. Research limitations/implications – This is a pilot study only, using content analysis of risk management documents from four hospitals to see whether the model developed from the literature warrants further study. Practical implications – Using the proposed safe working model will allow the setting and monitoring of failure and marginal boundaries and make more explicit the pressures from the competing success factors in public sector hospitals in the UK. Originality/value – The development of the conceptual model using ideas from resilience engineering and applying them to NHS hospital management provides a policy and practical approach to improving patient safety.

Marco Schouten; Tom Buyi

2010 International Journal of Public Sector Management

doi: 10.1108/09513551011058466

Purpose – This paper aims to test the 100‐days rapid change model for African public water utilities. Design/methodology/approach – A case study is conducted of three 100‐days rapid change programs in public water utilities in Uganda, Tanzania and Zambia. Findings – The study finds that the 100‐days rapid change model is partly applicable to the African public water sector, given the right conditions. Practical implications – The findings compose a motive and guidance for policy makers and public sector managers in developing countries to undertake 100‐days rapid change programs. Originality/value – To date, no research is available on 100‐days rapid change programs in public water utilities from developing countries.

Tony Bennett

2010 International Journal of Public Sector Management

doi: 10.1108/09513551011058475

Purpose – The paper seeks to report on the results of a regional survey of public sector HR and union representatives' views and experiences of employee voice techniques in the workplace. Design/methodology/approach – The research was based on a descriptive survey and subsequent statistical analysis of significant difference between HR and union representatives in terms of their views on the aims and efficacy of various forms of employee voice initiatives. Findings – A broad range of employee voice mechanisms, both direct and indirect, was identified, many running concurrently, across the sample organisations. The European Union was identified as a significant influence in encouraging voice initiatives in the workplace. Research limitations/implications – The research, whilst engaging with the views and experiences of representatives from a larger group of organisations, will require subsequent case study research to investigate some of the findings in greater depth. Practical implications – There are clear implications for management in terms of the potential effect of EU regulations around involvement and participation. There is also evidence that the unions are not being marginalized by more individually‐focused voice initiatives but, conversely, some union representatives' lack of knowledge of the regulations could hamper union long‐term voice strategies. Originality/value – The paper applies existing employee voice case study theory to a broader range of organisations through a survey approach, whilst demonstrating the practical application of those concepts and models to increase one's knowledge of employee voice techniques currently in use in the public sector.

Frank Ohemeng

2010 International Journal of Public Sector Management

doi: 10.1108/09513551011058484

Purpose – The purpose of this paper is to develop a theoretical framework to explain the failure in public management of wholesale policy transfer from well developed to developing economies. Design/methodology/approach – The paper relies extensively on organizational surveys and specialized interviews in both jurisdictions, as well as on a review of government (primary) and other institutional documents. It is qualitative in nature. Findings – The paper reveals that the context in which public sector reform policies are implemented matters. In short, the environment (with structural and contextual variables) is an essential element in the success of policies. It highlights important factors such as culture, institutional dynamism, the role of the external actors, etc. as issues that must be carefully looked at in the development and implementation of reform policies. Research limitations/implications – The number of cases needs to be expanded to further confirm the results. Furthermore, before it is possible to generalize about the theory's applicability, it is necessary to test the theoretical framework by examining the issue of policy transfer among developing countries. Practical implications – The findings point to the need for theorists, policy makers, and policy implementers to be open‐minded as they attempt to develop and implement policies for public sector reforms in different circumstances. They thus emphasize the need to adapt reforms to a particular environment rather than pursuing a one‐size‐fits‐all approach. The paper thus argues that the most appropriate management strategies for reforms must be cognizant of local environmental conditions so as to tailor policies that fit the environment. Originality/value – The paper contributes to both theory and practice by participating in the discussion on what must be considered administrative reforms. The paper will be of interest to those searching for ways to enhance the efficiency and effectiveness of public sector organizations through reforms and, in particular, of performance management, as well as to stakeholders interested in well‐functioning public sector organizations.

Paula Linna; Sanna Pekkola; Juhani Ukko; Helinä Melkas

2010 International Journal of Public Sector Management

doi: 10.1108/09513551011058493

Purpose – The paper aims to identify what productivity means in the public sector, how it is measured and how it should be measured and improved, according to municipal authorities in managerial positions. Design/methodology/approach – The approach is both theoretical and empirical. The first part is a literature review of research concerning public sector productivity. The second part presents findings of empirical research that is based on interviews and workshops with municipal authorities representing: special healthcare services; basic healthcare and social services; and educational services. The research has been carried out in the Päijät‐Häme region, Finland. Findings – According to the results, there is a certain mismatch between perceptions concerning productivity and the potential that lies in this concept as a functional tool in the public sector's development efforts. Public sector productivity cannot be developed and discussed without taking into consideration the issue of effectiveness. Research limitations/implications – Deeper common understanding concerning productivity and effectiveness and their measurement is likely to facilitate municipal decision making and service processes in individual workplaces as well as within and among different spheres of authority – and thus facilitate mutual learning. Originality/value – The paper contributes to development and application of productivity and effectiveness thinking in the public sector. It is linked to service excellence, performance measurement and management systems, creativity in process delivery and deployment of improvement techniques in the public sector. It is of interest both to researchers and to practitioners.

Yongbeom Hur; Ruth Ann Strickland; Dragan Stefanovic

2010 International Journal of Public Sector Management

doi: 10.1108/09513551011058501

Purpose – This paper seeks to investigate how seriously diversity issues are considered by municipal governments in North Carolina and to identify specific diversity management practices (DMPs) that are adopted more often by municipalities. It also aims to examine whether the adoption levels of DMPs are influenced by demographic and economic factors and the various backgrounds of city managers. Design/methodology/approach – Data about adopted DMPs and city managers' backgrounds were collected by surveying all municipalities in North Carolina with populations of at least 5,000 (response rate: 50 percent). An index was constructed to determine the adoption level of DMPs, and the cities were divided into four groups, based on their index scores (i.e. DMP scores). Analysis of variance and correlations were used to test the relationship between a number of factors and the index score. Findings – A number of DMPs were identified as being more popular among municipalities that took diversity and its related issues more seriously, and other DMPs as being less popular among cities that did not pay particular attention to diversity. It was also found that the adoption level of DMPs was significantly affected by population size, the heterogeneity of population, urbanization level, and city manager's age. Practical implications – The DMPs that were found suitable for each one of the four groups of cities can be used as a guide when cities in a particular group want to adopt more DMPs to support and encourage diversity at work. According to the findings, cities need to be more proactive in managing diversity by introducing appropriate DMPs when their demographics are changing substantially. Originality/value – This is one of the first studies to identify the more popular DMPs among municipalities with different attention levels toward diversity and its related issues. The study also contributes to the construction of a comprehensive diversity management model that explains how cities respond to changing demographics.