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New public sector management (NPM) doctrines and service delivery: the case of Mauritius

New public sector management (NPM) doctrines and service delivery: the case of Mauritius The purpose of this study is to investigate into the perception of new public sector management (NPM) and service delivery among senior officers of the Mauritian public sector in the context of reforms. Although improved service delivery is one of the salient outcomes of successful reforms of NPM, many governments in the world have not been able to fulfil this promise. While few extant research probe into the factors affecting service delivery, mostly from the customer’s perspective, this study probes into how senior public officers themselves perceive service delivery as part of their duty in government.Design/methodology/approachThe qualitative stance was adopted for this study. Interviews were conducted with 23 senior public officers having on average 20 years of service in the Mauritian public sector. Data obtained was transcribed and coded under themes, sub-themes and emergent themes. These were then analysed in the light of the literature review conducted.FindingsThe findings of this study revealed that NPM was being practiced and service delivery was an imbedded factor among senior public sector officers of the Mauritian public sector. Among other factors, officers interviewed were of the opinion that serving the public was a legitimate part of their job, view that they had agreed to serve the government of Mauritius. Such a finding proves to be very encouraging for the Mauritian Government, still struggling to achieve reforms or NPM doctrines.Research limitations/implicationsThis study contributes to the scant literature on NPM and service delivery in small island developing states. It explores the perception of experienced senior officers about the practice of NPM and the state of service delivery.Practical implicationsThis study elucidates how senior public servants themselves perceive service delivery and can, thus, serve as an example of public sector best practices in small island developing states.Originality/valueWhile most studies with respect to public sector reforms concentrate on developed countries, this study takes place in the small island state of Mauritius. More so, the perception of public servants themselves have been explored in the context of service delivery improvement and reforms, contrary to other studies which concentrate of the customers’ perceptions. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Transforming Government People Process and Policy Emerald Publishing

New public sector management (NPM) doctrines and service delivery: the case of Mauritius

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References (55)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1750-6166
eISSN
1750-6166
DOI
10.1108/tg-05-2022-0068
Publisher site
See Article on Publisher Site

Abstract

The purpose of this study is to investigate into the perception of new public sector management (NPM) and service delivery among senior officers of the Mauritian public sector in the context of reforms. Although improved service delivery is one of the salient outcomes of successful reforms of NPM, many governments in the world have not been able to fulfil this promise. While few extant research probe into the factors affecting service delivery, mostly from the customer’s perspective, this study probes into how senior public officers themselves perceive service delivery as part of their duty in government.Design/methodology/approachThe qualitative stance was adopted for this study. Interviews were conducted with 23 senior public officers having on average 20 years of service in the Mauritian public sector. Data obtained was transcribed and coded under themes, sub-themes and emergent themes. These were then analysed in the light of the literature review conducted.FindingsThe findings of this study revealed that NPM was being practiced and service delivery was an imbedded factor among senior public sector officers of the Mauritian public sector. Among other factors, officers interviewed were of the opinion that serving the public was a legitimate part of their job, view that they had agreed to serve the government of Mauritius. Such a finding proves to be very encouraging for the Mauritian Government, still struggling to achieve reforms or NPM doctrines.Research limitations/implicationsThis study contributes to the scant literature on NPM and service delivery in small island developing states. It explores the perception of experienced senior officers about the practice of NPM and the state of service delivery.Practical implicationsThis study elucidates how senior public servants themselves perceive service delivery and can, thus, serve as an example of public sector best practices in small island developing states.Originality/valueWhile most studies with respect to public sector reforms concentrate on developed countries, this study takes place in the small island state of Mauritius. More so, the perception of public servants themselves have been explored in the context of service delivery improvement and reforms, contrary to other studies which concentrate of the customers’ perceptions.

Journal

Transforming Government People Process and PolicyEmerald Publishing

Published: Feb 10, 2023

Keywords: Service delivery; New public sector management; Public officers

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