Public sector performance and decentralization of decision rights
Bibliographic Data
| ID | 9782322 |
|---|---|
| Authors | Benoit A Aubert (0000-0002-3920-5578, Department of Information Technologies HEC Montreal, corresponding author), Simon Bourdeau (0000-0001-6660-3398, Department of Management and Technology School of Management UQAM) |
| Year | 2012 |
| Volume | 55 |
| Issue | 4 |
| Pages | 575-598 |
| Publication date | 2012-12-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Canadian Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0008-4840 • E-ISSN: 1754-7121 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1754-7121.2012.00238.x |
| OpenAlex | W1949638111 |
| Language | EN |
| Citations received | 2 |
| References cited | 38 |
In recent years, governments have introduced several reforms, often adopting management mechanisms traditionally associated with the private sector. This article looks specifically at the impact of decision‐rights decentralization, along with accountability mechanisms, on performance. Twenty public sector organizations, experiencing a shift from rule‐based to outcome‐based control mechanisms and benefiting from different levels of autonomy and decision margins, were studied. Results show a link between the degree of power delegation and increased organizational performance. The units benefiting from greater freedom with respect to financial and human resources decisions experienced the greatest margin of performance increase. These findings underline the importance of considering the level at which measures are defined and the elements included in the measurement mechanisms (outcomes or rules)
Accountability · Autonomy · Business · Control (management · Decentralization · Delegation · Economic growth · Economics · Management · Margin (machine learning · Market economy · Microeconomics · Organizational performance · Outcome (game theory · Political science · Private sector · Public economics · Public sector · Accounting and Organizational Management · Auditing, Earnings Management, Governance · Computer Science · Marketing · Public Administration · Public Policy and Administration Research
A Conceptual Framework for the Design of Organizational Control Mechanisms
Control
Sources of Public Service Improvement
Public management reform and organizational performance
People and Performance
Implementing “new public management”
The Pitfalls of Political Decentralization and Proposals for Reform
Reform failure
Performance Targets and Public Service Improvement
Performance Management in Practice
Choice of Organizational Form Makes a Real Difference
Where Next? Research Directions on Performance in Public Organizations
Look for the Silver Lining
Qualitative Data Analysis
| Unique citing works | 2 |
|---|---|
| Citations per year | 0,18 |
| Citation span | 2015 - 2021 (7) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 2 |