New Public Management
The Evidence-Based Worst Practice
Bibliographic Data
| ID | 11104656 |
|---|---|
| Authors | Juha Siltala (0000-0003-0631-2331, University of Helsinki, Helsinki, Finland, corresponding author) |
| Year | 2013 |
| Volume | 45 |
| Issue | 4 |
| Pages | 468-493 |
| Publication date | 2013-05-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Administration & Society (JOURNAL) |
| Journal identifiers | ISSN: 0095-3997 • E-ISSN: 1552-3039 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0095399713483385 |
| OpenAlex | W2152896209 |
| Language | EN |
| Citations received | 13 |
| References cited | 34 |
New public management (NPM) has fitted public services into quasimarket models and introduced punishments and rewards to produce better services with lesser staff. Instead of having freed energies and creativity of the employees formerly shackled by their bureaucratic turfs, NPM reforms have bound energies into theatrical audit performances at the cost of work and killed creativity in centralizing resources and hollowing out the professional autonomy. Neglecting basic work has affected the sense of self-efficacy of the employees, thus thwarting the main reward of public calling. It cannot be compensated by money (and more money is not available). Fundamental deprivation of the legitimacy of public employees and the inability of the result and quality measurements to cover the contents of their work have traumatized many most-committed employees and driven others toward a Soviet-type double standard. Mutual trust is undermined and Western societies are sliding toward the failed states of Third World in lacking predictability. This tendency may be stopped and win–win situation between public employers, employees, and clients created, if employees could concentrate on the contents of their work (producing happiness) instead of changing organizations and defending themselves by numbers (producing malignant stress)
Accountability · Autonomy · Bureaucracy · Business · Control (management · Creativity · Economics · Happiness · Legitimacy · Management · New public management · Political science · Politics · Public relations · Public sector · Quality (philosophy · Sociology · Work (physics · Law · Nonprofit Sector and Volunteering · Psychology · Public Policy and Administration Research · Social Policy and Reform Studies · Social Psychology
L’instrumentation des tensions de gouvernance publique (TGP)
Corruption in unlikely places
Evidence-based practice in social work
Applying a Critical Policy Lens to Contracting in Indigenous Mental Health
Turning New Public Management theory into reality
Schizophrenic public administration reform in Hungary. Tension between anti-NPM systemic and pro-NPM organizational reforms
Workplace Empowerment and Disempowerment
Can Politicians Afford Knowledge? Evidence as Affordance in New Governance Oversight Arrangements
A Good Servant But a Poor Master
Beyond new public management
Deweyan Democracy, Neoliberalism, and Action Research
Knowledge and practice mobilities in the process of policy-making
Unsettling Place(s) at the end of life
Results of type II hybrid arch repair with zone 0 stent graft deployment for complex aortic arch pathology
Intrinsic Motivation
Work after Globalization
The Market Experience
The Politics of Public Service Bargains
Intrinsic Motivation and Self-Determination in Human Behavior
Moral Politics
The Managerial State
Wal-Mart
Trauma and the Memory of Politics
Punishing the Poor
Accountable to none, the tory nationalisation of Britain
Economic-NPM and the Need to Bring Justice and Equity Back to the Debate on Public Organizations
The Whole‐of‐Government Approach to Public Sector Reform
Creating a Corporate Culture
A Public Management for All Seasons
Looking for the Good Soldier, Švejk
Knights, Knaves or Pawns? Human Behaviour and Social Policy
| Unique citing works | 13 |
|---|---|
| Citations per year | 1,08 |
| Citation span | 2014 - 2024 (11) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 13 |