Jennifer Law
Datos Biográficos
| ID | 5679334 |
|---|---|
| NOMBRE | Jennifer Law |
| NOMBRES | Jennifer |
| APELLIDO | Law |
| FIRMA | LAW J |
| AFILIACIONES | University of South Wales |
| ORCID | 0000-0001-9956-7178 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 21 |
| TOTAL DE CITAS | 252 |
| TOTAL COMO AUTOR | 21 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 1993 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2026 |
| ÍNDICE H | 7 |
Fertility benefits in graduate medical education
BACKGROUND: Graduate medical education (GME) in the United States coincides with peak reproductive years, yet institutional fertility benefit policies remain poorly characterized. This study examines coverage disparities and their relationship with state fertility insurance mandates among physician trainees. METHODS: Cross-sectional review of fertility benefits conducted in the United States analyzing the top 50 U.S. medical schools (US News and …
Strategy Implementation and Public Service Performance
Much has been written about implementation in the public sector, but little is known about organizational implementation styles and their consequences for performance. The authors’ evidence shows that implementation style matters but only in combination with appropriate strategic choices. None of the established styles of implementation (rational, incremental, and “no clear approach”) by themselves are likely to lead to better performance. Howeve…
Strategy, Structure and Process in the Public Sector
We present a comprehensive empirical application of the Miles and Snow (1978) model of organizational strategy, structure and process to the public sector. We refine the model by distinguishing between strategy formulation and implementation, and applying it to 90 public service organizations. Although the empirical evidence shows that organizational strategies fit the Miles and Snow categories of prospector, defender and reactor, the relationshi…
Organization Theory and the Public Sector
Organizational Strategy, External Regulation and Public Service Performance
We test the separate and joint effects of strategy and regulation on public service performance. Strategy is measured as the extent to which service providers are prospectors, defenders and reactors. Regulation is assessed on the basis of the number of inspection events and service managers’ perceptions of the supportiveness of regulators. We find that, controlling for prior performance and the level of service expenditure, prospecting is a more …
Centralization, Organizational Strategy, and Public Service Performance
We test the separate and joint effects of centralization and organizational strategy on the performance of 53 UK public service organizations. Centralization is measured as both the hierarchy of authority and the degree of participation in decision making, whereas strategy is measured as the extent to which service providers are prospectors, defenders, and reactors. We find that centralization has no independent effect on service performance, eve…
External Constraints on Local Service Standards
Central government in the UK has introduced performance management regimes that apply rewards and sanctions to local service providers. These regimes assume that organizational performance is attributable to decisions made by local policy-makers rather than circumstances beyond their control. We test this assumption by developing a statistical model of external constraints on service standards and applying this model to the outcomes of comprehens…
Problems of Rational Planning in Public Organizations
Rational planning is widely regarded as difficult because of the technical problems of obtaining and interpreting relevant data and the political problems of rivalry between planners and service deliverers. Provided here is the first empirical test of these traditional hypotheses on the problems of rational planning in public agencies. The context of the empirical analysis is a recent attempt by UK local authorities to introduce a new planning sy…
Toward the Self‐Evaluating Organization? An Empirical Test of the Wildavsky Model
This article presents the first empirical test of Wildavsky's model of self‐evaluation by public organizations. We elucidate Wildavsky's arguments and identify six variables that have theoretical effects on self‐evaluation. A statistical model that incorporates these variables explains 46 percent of the variation in self‐evaluation. The evidence suggests that self‐evaluation is positively related to leadership support and employee involvement, an…
Myths, Measures and Modernisation
Local Authority performance in Wales is widely perceived as inferior to that in England. We analyse statistical evidence on current levels of performance and rates of improvement in the two local government systems, and find few significant differences between English and Welsh councils. Adverse judgements on Welsh local government seem to reflect perceptions of their management processes and methods of service provision rather than their substan…
Plans, performance information and accountability
The current UK government emphasizes the importance of mechanisms of accountability that involve the planning and public reporting of performance. One example of this is the Best Value performance plan. However, there has been little evaluation of the quality of the information provided in this type of document. This paper draws on literature on stakeholding and user needs to identify the data required for accountability. It then assesses whether…
The Impact of Best Value on Local Authority Performance
This article provides the first empirical evidence on the impact of Best Value processes on local service quality, costs, efficiency and accountability. Views were obtained from a wide range of personnel involved in the pilot programme in Wales by means of a postal questionnaire and interviews. The evidence shows that so far Best Value has had a positive impact on quality and accountability but little impact on service costs. Perceptions of the i…
Accountability and Annual Reports
One of the features of the New Public Management is the increased use of Annual Reports as a mechanism of accountability. The aim of the paper is to assess whether the annual reports of the Chief Constable and the Police Authority provide appropriate information for Police Authority members to hold the Chief Constable to account. As intermediate users, the members of the Police Authority require information on efficiency, effectiveness and for ‘i…
African Royal Court Art
An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content
Changing Forms of Accountability in Education? A Case Study of LEAs in Wales
Political mechanisms of accountability were marginalized by Conservative government reforms during the 1980s and 1990s which sought a more market‐oriented approach within the public sector in order to enhance ‘consumerism’. In education, parents were given more choice between schools and were provided with more information on school performance. The promotion of market accountability has involved a reduction in the powers of local education autho…
Best value in Welsh local government
The development and distinctive characteristics of Best Value in Wales are analysed on the basis of an extensive set of interviews with elected members and officers in all of the Welsh pilot authorities. The close relationship between the Welsh Office and the Welsh Local Government Association has shaped the Best Value regime. These organisations have steered the formulation of the policy, and have drivem its implementation at a faster pace than …
Regional Policy Differences In the UK
This paper is concerned with regional policy differences in the UK. The classification of education in the UK as a concurrent rather than an exceptional policy by Rose (1982) is evaluated in this paper. It is argued that the Rose framework does not distinguish between policy content and policy impact. In failing to distinguish between these elements of policy, Rose and other authors implythat regional policy differences within the UK are minimal.…
Beating around the Bush(man)
This article critically examines the politics of representing “the native” in relation to issues of cultural property, accountability, artistic licence and access. The discussion is focused on a recent exhibition which opened at the South African National Gallery (SANG) in Cape Town on April 13, 1996, entitled “Miscast: Negotiating Khoisan History and Material Culture”. The exhibition, which aimed to explore critically the categorisation and (mis…
Policing structures and public accountability in Northern Ireland1
Stress and coping in tourist attraction employees
Bidding for unitary status
External Constraints on Local Service Standards
Central government in the UK has introduced performance management regimes that apply rewards and sanctions to local service providers. These regimes assume that organizational performance is attributable to decisions made by local policy-makers rather than circumstances beyond their control. We test this assumption by developing a statistical model of external constraints on service standards and applying this model to the outcomes of comprehens…
Centralization, Organizational Strategy, and Public Service Performance
We test the separate and joint effects of centralization and organizational strategy on the performance of 53 UK public service organizations. Centralization is measured as both the hierarchy of authority and the degree of participation in decision making, whereas strategy is measured as the extent to which service providers are prospectors, defenders, and reactors. We find that centralization has no independent effect on service performance, eve…
Organizational Strategy, External Regulation and Public Service Performance
We test the separate and joint effects of strategy and regulation on public service performance. Strategy is measured as the extent to which service providers are prospectors, defenders and reactors. Regulation is assessed on the basis of the number of inspection events and service managers’ perceptions of the supportiveness of regulators. We find that, controlling for prior performance and the level of service expenditure, prospecting is a more …
Plans, performance information and accountability
The current UK government emphasizes the importance of mechanisms of accountability that involve the planning and public reporting of performance. One example of this is the Best Value performance plan. However, there has been little evaluation of the quality of the information provided in this type of document. This paper draws on literature on stakeholding and user needs to identify the data required for accountability. It then assesses whether…
Strategy, Structure and Process in the Public Sector
We present a comprehensive empirical application of the Miles and Snow (1978) model of organizational strategy, structure and process to the public sector. We refine the model by distinguishing between strategy formulation and implementation, and applying it to 90 public service organizations. Although the empirical evidence shows that organizational strategies fit the Miles and Snow categories of prospector, defender and reactor, the relationshi…
Stress and coping in tourist attraction employees
Myths, Measures and Modernisation
Local Authority performance in Wales is widely perceived as inferior to that in England. We analyse statistical evidence on current levels of performance and rates of improvement in the two local government systems, and find few significant differences between English and Welsh councils. Adverse judgements on Welsh local government seem to reflect perceptions of their management processes and methods of service provision rather than their substan…
Strategy Implementation and Public Service Performance
Much has been written about implementation in the public sector, but little is known about organizational implementation styles and their consequences for performance. The authors’ evidence shows that implementation style matters but only in combination with appropriate strategic choices. None of the established styles of implementation (rational, incremental, and “no clear approach”) by themselves are likely to lead to better performance. Howeve…
Toward the Self‐Evaluating Organization? An Empirical Test of the Wildavsky Model
This article presents the first empirical test of Wildavsky's model of self‐evaluation by public organizations. We elucidate Wildavsky's arguments and identify six variables that have theoretical effects on self‐evaluation. A statistical model that incorporates these variables explains 46 percent of the variation in self‐evaluation. The evidence suggests that self‐evaluation is positively related to leadership support and employee involvement, an…
Best value in Welsh local government
The development and distinctive characteristics of Best Value in Wales are analysed on the basis of an extensive set of interviews with elected members and officers in all of the Welsh pilot authorities. The close relationship between the Welsh Office and the Welsh Local Government Association has shaped the Best Value regime. These organisations have steered the formulation of the policy, and have drivem its implementation at a faster pace than …
Bidding for unitary status
Problems of Rational Planning in Public Organizations
Rational planning is widely regarded as difficult because of the technical problems of obtaining and interpreting relevant data and the political problems of rivalry between planners and service deliverers. Provided here is the first empirical test of these traditional hypotheses on the problems of rational planning in public agencies. The context of the empirical analysis is a recent attempt by UK local authorities to introduce a new planning sy…
The Impact of Best Value on Local Authority Performance
This article provides the first empirical evidence on the impact of Best Value processes on local service quality, costs, efficiency and accountability. Views were obtained from a wide range of personnel involved in the pilot programme in Wales by means of a postal questionnaire and interviews. The evidence shows that so far Best Value has had a positive impact on quality and accountability but little impact on service costs. Perceptions of the i…
Beating around the Bush(man)
This article critically examines the politics of representing “the native” in relation to issues of cultural property, accountability, artistic licence and access. The discussion is focused on a recent exhibition which opened at the South African National Gallery (SANG) in Cape Town on April 13, 1996, entitled “Miscast: Negotiating Khoisan History and Material Culture”. The exhibition, which aimed to explore critically the categorisation and (mis…
Changing Forms of Accountability in Education? A Case Study of LEAs in Wales
Political mechanisms of accountability were marginalized by Conservative government reforms during the 1980s and 1990s which sought a more market‐oriented approach within the public sector in order to enhance ‘consumerism’. In education, parents were given more choice between schools and were provided with more information on school performance. The promotion of market accountability has involved a reduction in the powers of local education autho…
Policing structures and public accountability in Northern Ireland1
Regional Policy Differences In the UK
This paper is concerned with regional policy differences in the UK. The classification of education in the UK as a concurrent rather than an exceptional policy by Rose (1982) is evaluated in this paper. It is argued that the Rose framework does not distinguish between policy content and policy impact. In failing to distinguish between these elements of policy, Rose and other authors implythat regional policy differences within the UK are minimal.…
Bidding for unitary status
Stress and coping in tourist attraction employees
Policing structures and public accountability in Northern Ireland1
Beating around the Bush(man)
This article critically examines the politics of representing “the native” in relation to issues of cultural property, accountability, artistic licence and access. The discussion is focused on a recent exhibition which opened at the South African National Gallery (SANG) in Cape Town on April 13, 1996, entitled “Miscast: Negotiating Khoisan History and Material Culture”. The exhibition, which aimed to explore critically the categorisation and (mis…
Regional Policy Differences In the UK
This paper is concerned with regional policy differences in the UK. The classification of education in the UK as a concurrent rather than an exceptional policy by Rose (1982) is evaluated in this paper. It is argued that the Rose framework does not distinguish between policy content and policy impact. In failing to distinguish between these elements of policy, Rose and other authors implythat regional policy differences within the UK are minimal.…
Changing Forms of Accountability in Education? A Case Study of LEAs in Wales
Political mechanisms of accountability were marginalized by Conservative government reforms during the 1980s and 1990s which sought a more market‐oriented approach within the public sector in order to enhance ‘consumerism’. In education, parents were given more choice between schools and were provided with more information on school performance. The promotion of market accountability has involved a reduction in the powers of local education autho…
Best value in Welsh local government
The development and distinctive characteristics of Best Value in Wales are analysed on the basis of an extensive set of interviews with elected members and officers in all of the Welsh pilot authorities. The close relationship between the Welsh Office and the Welsh Local Government Association has shaped the Best Value regime. These organisations have steered the formulation of the policy, and have drivem its implementation at a faster pace than …
The Impact of Best Value on Local Authority Performance
This article provides the first empirical evidence on the impact of Best Value processes on local service quality, costs, efficiency and accountability. Views were obtained from a wide range of personnel involved in the pilot programme in Wales by means of a postal questionnaire and interviews. The evidence shows that so far Best Value has had a positive impact on quality and accountability but little impact on service costs. Perceptions of the i…
Accountability and Annual Reports
One of the features of the New Public Management is the increased use of Annual Reports as a mechanism of accountability. The aim of the paper is to assess whether the annual reports of the Chief Constable and the Police Authority provide appropriate information for Police Authority members to hold the Chief Constable to account. As intermediate users, the members of the Police Authority require information on efficiency, effectiveness and for ‘i…
African Royal Court Art
An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content
Plans, performance information and accountability
The current UK government emphasizes the importance of mechanisms of accountability that involve the planning and public reporting of performance. One example of this is the Best Value performance plan. However, there has been little evaluation of the quality of the information provided in this type of document. This paper draws on literature on stakeholding and user needs to identify the data required for accountability. It then assesses whether…
Myths, Measures and Modernisation
Local Authority performance in Wales is widely perceived as inferior to that in England. We analyse statistical evidence on current levels of performance and rates of improvement in the two local government systems, and find few significant differences between English and Welsh councils. Adverse judgements on Welsh local government seem to reflect perceptions of their management processes and methods of service provision rather than their substan…
Problems of Rational Planning in Public Organizations
Rational planning is widely regarded as difficult because of the technical problems of obtaining and interpreting relevant data and the political problems of rivalry between planners and service deliverers. Provided here is the first empirical test of these traditional hypotheses on the problems of rational planning in public agencies. The context of the empirical analysis is a recent attempt by UK local authorities to introduce a new planning sy…
Toward the Self‐Evaluating Organization? An Empirical Test of the Wildavsky Model
This article presents the first empirical test of Wildavsky's model of self‐evaluation by public organizations. We elucidate Wildavsky's arguments and identify six variables that have theoretical effects on self‐evaluation. A statistical model that incorporates these variables explains 46 percent of the variation in self‐evaluation. The evidence suggests that self‐evaluation is positively related to leadership support and employee involvement, an…
External Constraints on Local Service Standards
Central government in the UK has introduced performance management regimes that apply rewards and sanctions to local service providers. These regimes assume that organizational performance is attributable to decisions made by local policy-makers rather than circumstances beyond their control. We test this assumption by developing a statistical model of external constraints on service standards and applying this model to the outcomes of comprehens…
Organizational Strategy, External Regulation and Public Service Performance
We test the separate and joint effects of strategy and regulation on public service performance. Strategy is measured as the extent to which service providers are prospectors, defenders and reactors. Regulation is assessed on the basis of the number of inspection events and service managers’ perceptions of the supportiveness of regulators. We find that, controlling for prior performance and the level of service expenditure, prospecting is a more …
Centralization, Organizational Strategy, and Public Service Performance
We test the separate and joint effects of centralization and organizational strategy on the performance of 53 UK public service organizations. Centralization is measured as both the hierarchy of authority and the degree of participation in decision making, whereas strategy is measured as the extent to which service providers are prospectors, defenders, and reactors. We find that centralization has no independent effect on service performance, eve…
Strategy, Structure and Process in the Public Sector
We present a comprehensive empirical application of the Miles and Snow (1978) model of organizational strategy, structure and process to the public sector. We refine the model by distinguishing between strategy formulation and implementation, and applying it to 90 public service organizations. Although the empirical evidence shows that organizational strategies fit the Miles and Snow categories of prospector, defender and reactor, the relationshi…
Organization Theory and the Public Sector
Strategy Implementation and Public Service Performance
Much has been written about implementation in the public sector, but little is known about organizational implementation styles and their consequences for performance. The authors’ evidence shows that implementation style matters but only in combination with appropriate strategic choices. None of the established styles of implementation (rational, incremental, and “no clear approach”) by themselves are likely to lead to better performance. Howeve…
Fertility benefits in graduate medical education
BACKGROUND: Graduate medical education (GME) in the United States coincides with peak reproductive years, yet institutional fertility benefit policies remain poorly characterized. This study examines coverage disparities and their relationship with state fertility insurance mandates among physician trainees. METHODS: Cross-sectional review of fertility benefits conducted in the United States analyzing the top 50 U.S. medical schools (US News and …
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