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Promoting Productivity in the Public Sector pp 191–208Cite as

Palgrave Macmillan

Public Sector Productivity and Role Conflicts

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Part of the book series: Policy Studies Organization Series ((PSOS))

Abstract

This chapter describes the critical roles played by clients and employees in service delivery, as well as the common constraints on optimal participation. The author argues that less-than-optimal productivity is attributable to the complex role of the client both as a ‘supervisee’, co-producing services in a high-contact service delivery environment, and as a ‘supervisor’ evaluating satisfaction with the services delivered. An analysis of potential problems that arise from conflicting needs is included as well as a proposed framework for resolution.

The reader may note that the concepts used in analysis for this chapter are drawn in large part from the literature on internal and external marketing of services.

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Authors
  1. Dorothy I. Riddle
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Editor information

Editors and Affiliations

  1. School of Public Affairs, Arizona State University, Tempe, Arizona, USA

    Rita Mae Kelly PhD (Professor) (Professor)

Copyright information

© 1988 Policy Studies Organization

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Riddle, D.I. (1988). Public Sector Productivity and Role Conflicts. In: Kelly, R.M. (eds) Promoting Productivity in the Public Sector. Policy Studies Organization Series. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-08885-0_11

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