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Many changes are taking place in the public sector across Europe as
emphasis is being placed on the efficient use of resources, the way
that public organisations are managed and their relationship with
clients and customers. Post-bureaucratic structures are being
introduced and a more managerialist culture is being established. A
new type of public servant is emerging - the public manager. This
book consists of three theoretical chapters and nine case studies
of public managers, which examine these changes amongst member
states of the European Union. The concluding chapter identifies
common trends and explains similarities and differences in terms of
the constitutional, political, cultural and economic contexts.
This book focuses on one part of the judicial system: the criminal
justice chain. This involves all the activities and actors dealing
with policing, prosecution, judgment, and sanctioning of crimes. In
the last decades, reforms have been implemented in several European
countries. In Belgium, for example, there was the so-called Octopus
reform in 1998. The police was restructured, leading to an
integration of the police forces on a national and local level. New
steering instruments were introduced, such as regional security
plans. With regard to the sanctioning of crimes, a new institution
was installed, called the sentence implementation court. This book
evaluates these reforms and discusses the current reform on the
reorganization of the judicial landscape. In addition, it examines
the relation between trust and distrust and the application to the
judicial system. It discusses the human capital aspect of the
system, by means of a study on the prosopography of the Belgian
magistrates that analyses the Magistracy as socio-professional
group, and focuses on situations of system building,
transformations under constraint (occupations), and transfers
(colonial experience). Lastly, the book presents a comparative
study of Belgium and France regarding the new techniques and
instruments that are needed to accelerate the judicial response
time and to ensure that the judicial system delivers its services
on time.
This book is the result of the cooperation on a European level
between both academics and civil servants active in this policy
field. It wants to contribute to a more effective equality oriented
personnel policy which takes into account recent policy insights
and developments regarding gender, equality and personnel policy.
Theoretical understandings are presented, as well as concrete
instruments and case studies illustrating how governments in
different countries (Belgium - on a federal and Flemish level -,
the Netherlands, UK and Norway) are working towards an equality
oriented personnel policy in practice. Although the book examines
the specific situation of the public sector and gives examples of
projects in government administrations, it is also of interest to
other organizations.
Ethics and accountability have become important themes for modern
government, as in most of the countries there is a severe crisis of
legitimacy. Increasingly there is a feeling that performance
management alone will not solve this crisis. Citizens also expect
from politicians and public servants ethical responsible conduct.
As to the ethics, however, there is a problem. Governance and new
public management have raised new problems which cannot be solved
by referring to the traditional bureaucratic ethics. Devolution and
decentralisation processes have enhanced the responsibility of
public servants. The increase of transparency and openness and the
service orientation of public organisations have challenged the
traditional values of discretion and equality before the rule. The
growing interaction between the public and the private sector have
raised the question of integrity. In light of these developments,
it is important to update the ethical system, or reversibly, the
traditional values of the public service can question some actual
evolutions in government.
Motivation in Public Management: The Call of Public Service joins a
long-standing debate about what drives the behavior of government
employees and others who are engaged in the public's business. For
many centuries, public service was considered a noble calling and,
more recently, a profession. During the latter part of the 20th
century, however, many scholars called into question both the
reality and desirability of a public service ethic. This book draws
upon a substantial and growing body of evidence from across
disciplines in the social, behavioral, and natural sciences. It
asks and answers key questions about the extent to which behavior
is fundamentally self- or other-regarding.
To paraphrase James Madison, "public servants are not angels," but
neither are they self-aggrandizing opportunists. The evidence
presented in this volume offers a compelling case that motivation
theory should be grounded not only in rational choice models, but
altruistic and prosocial perspectives as well. In addition to
reviewing evidence from many disciplines, the volume extensively
reviews research in public management conducted under the rubric of
"public service motivation." The volume is a comprehensive guide to
history, methodology, empirical research, and institutional and
managerial implications of research on public service motivation.
As the contributors illustrate, the implications transcend
particular sectors or countries.
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