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Managing for Public Service Performance – How People and Values Make a Difference - Oxford Scholarship Online
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Managing for Public Service Performance: How People and Values Make a Difference

Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele

Abstract

How does management make a meaningful contribution to public service performance? This is the overall question of this volume. The sixteen chapters aim to clarify conceptual issues; critically reflect on assumptions underlying public management and public service performance understandings; theoretically explain direct and indirect relationships between management and performance; and outline a research agenda based on a review of the extant literature. In order to achieve these aims, this volume takes a multidisciplinary, critical, rigorous, and context-sensitive approach. The disciplines of ... More

Keywords: Public service performance, Stakeholders, Management, Leadership, Employee attitudes, Employee outcomes, Public sector context, Public management research, Multidisciplinary approach, Institutional perspective

Bibliographic Information

Print publication date: 2021 Print ISBN-13: 9780192893420
Published to Oxford Scholarship Online: March 2021 DOI:10.1093/oso/9780192893420.001.0001

Authors

Affiliations are at time of print publication.

Peter Leisink, editor
Professor Emeritus of Public Administration and Organization Science, Utrecht University

Lotte B. Andersen, editor
Professor, Aarhus University

Gene A. Brewer, editor
Professor of Public Administration and Policy, The University of Georgia

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Contents

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1 Introduction

Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele

Part I Key Concepts and The Public Sector Context

2 Stakeholders, Public Value(s), and Public Service Performance

Lotte B. Andersen, Gene A. Brewer, and Peter Leisink

3 People Management

Christian B. Jacobsen and Eva Knies

4 An Institutional Perspective on Public Services

Nina Van Loon and Wouter Vandenabeele

Part II Public Management and Public Service Performance

5 Public Managers’ Contribution to Public Service Performance

Lotte B. Andersen, Christian B. Jacobsen, Ulrich T. Jensen, and Heidi H. Salomonsen

6 Managers as Insiders or Outsiders to Public Organizations

Oliver James, Ayako Nakamura, and Nicolai Petrovsky

7 Antecedents of Managers’ People Management

Eva Knies, Sophie Op de Beeck, and Annie Hondeghem

9 Linking HRM Systems with Public Sector Employees’ Performance

Julian Seymour Gould-Williams and Ahmed Mohammed Sayed Mostafa

10 Managing a Diverse Workforce

Tanachia Ashikali, Sandra Groeneveld, and Adrian Ritz

11 Leading Change in a Complex Public Sector Environment

Anne Mette Kjeldsen and Joris Van der Voet

Part III Public Management, Job Performance, and Employee Outcomes

12 Public Sector Employee Well-Being

Bram Steijn and David Giauque

13 Value Conflicts in Public Organizations

Ulrich T. Jensen, Carina Schott, and Trui Steen

14 Public Service Motivation and Individual Job Performance

Adrian Ritz, Wouter Vandenabeele, and Dominik Vogel

15 Managing Employees’ Employability

Jasmijn Van Harten and Brenda Vermeeren

16 Conclusion

Peter Leisink, Lotte B. Andersen, Christian B. Jacobsen, Eva Knies, Gene A. Brewer, and Wouter Vandenabeele