The Contexts of Staff Participation and Public Management Reform

  • David Farnham
  • Annie Hondeghem
  • Sylvia Horton


Most accounts of public management reform are ‘top-down’ and focus on the role of politicians, senior civil servants and policy advisers in fashioning the change process (Pollitt and Bouckaert 2004). Yet public officials (staff) have to interpret and apply the policies of governments and implement them and they have an interest in what reforms are introduced, as it affects their jobs, ways of working and economic position. They also have an interest in the substantive content and direction of reforms since, as public servants, many have a sense of responsibility for the public services they deliver. In other words, staff are a major stakeholder in the work of the state and activities of governments. This book explores to what extent staff in public services have been involved in the reform process and whether there is an alternative ‘bottom-up’ interpretation of public management reform. The aims of this chapter are two-fold. First, it identifies and analyses some of the main contextual forces influencing governments and their strategies for public management reform. Second, it examines how these contexts help shape staff expectations of work and their participation in the reform process.


European Union Public Service Human Resource Management Public Management Total Quality Management 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Andersen, K. (1995) ‘Information technology and transitions in the public service: A comparison of Scandinavia and the United States’, EGPA Conference, 6–9 September, Erasmus University, Rotterdam.Google Scholar
  2. Bacon, W. and Eltis, W. (1976) Britain’s Economic Problem: Too Few Producers. London: Macmillan — now Palgrave Macmillan.Google Scholar
  3. Beardwell, I., Holden, L. and Claydon, T. (2004) Human Resource Management. Harlow: Prentice Hall.Google Scholar
  4. Boxall, P. and Purcell, J. (2003) Strategy and Human Resource Management. Basingstoke: Palgrave — now Palgrave Macmillan.Google Scholar
  5. Carter, N. (1998) ‘On the performance of performance indicators’, in M.-C. Kessler, P. Lascounbes, M. Setbon and J. Thoenig (eds), Evaluation des politiques Publiques. Paris: l’Harmattan.Google Scholar
  6. Davenport, T. (1992) Process Innovation, Re-engineering Work Through Information Technology. MA: Harvard Business School.Google Scholar
  7. Deal, T. and Kennedy, A. (1982) Corporate Culture. Boston, MA: Addison-Wesley.Google Scholar
  8. Dolowitz, D. (1997) Policy Transfer and British Social Policy. Buckingham: Open University Press.Google Scholar
  9. Elchardus, M. (2003) ‘Wat verstaan we onder culturele ruimten en hoe lijken die zich in onze samenleving voor te doen?’, in Verslagboek colloquium 19–9–2003.Google Scholar
  10. Esping-Andersen, G. (1989) Three Worlds of Welfare Capitalism. Cambridge: Polity Press.Google Scholar
  11. Finn, D. (2000) ‘Welfare to Work: The local dimension’, Journal of European Social Policy. 10 (1), 43–57.Google Scholar
  12. Forester, T. (ed). (1985) The Information Technology Revolution. Oxford: Blackwell.Google Scholar
  13. Fukuyama, F. (1989) ‘The End of History’, The National Interest, 16.Google Scholar
  14. Gray, J. (1998) False Dawn. London: Granta.Google Scholar
  15. Guest, D. (1987) ‘Human resource management and industrial relations’, Journal of Management Studies, 24 (5), 503–21.CrossRefGoogle Scholar
  16. Hammer, M. (1990) ‘Reengineering work: Don’t automate obliterate’, Harvard Business Review, 68 (4), 104–13.Google Scholar
  17. Hammer, M. and Champy, J. (1993) Re-engineering the Corporation: A Manifesto for a Business Revolution. London: Nicholas Brealey.Google Scholar
  18. Handy, C. (1987) Understanding Organisations. Harmondsworth: Penguin.Google Scholar
  19. Hantrais, L. and Letablier. M.-T. (1996) Families and Family Policies in Europe. London: Longman.Google Scholar
  20. Held, D. and McGrew, A. (2000) ‘The great globalization debate’, in D. Held and A. McGrew (eds), The Global Transformation Reader. Cambridge: Polity Press.Google Scholar
  21. Hendry, C. and Pettigrew, A. (1990) ‘Human resource management: An agenda for the 1990s’, International Journal of Human Resource Management, 1 (1), 17–43.CrossRefGoogle Scholar
  22. Hofstede, G. (2001) Cultural Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. Thousand Oaks, CA: Sage.Google Scholar
  23. Horton, S. (2000) ‘The changing context of employee relations’, in D. Farnham Employee Relations in Context ( 2nd edn ). London: CIPD.Google Scholar
  24. Hood, C. (1991) ‘A new public management for all seasons’, Public Administration, 69, 3–19.CrossRefGoogle Scholar
  25. Hutchinson, S., Kinnie, N., Purcell, J., Swart, J. and Rayton, B. (2003) Understanding the People and Performance Link: Unlocking the Black Box. London: CIPD.Google Scholar
  26. Huyse, L. (1987) De verzuiling voorbij. Leuven: Kritak.Google Scholar
  27. Jones, L. and Schedler, K. (eds) (1997) International Perspectives on the New Public Management. Greenwich, CT: JAI Press.Google Scholar
  28. Kaplan, R. and Norton, D. (1996) The Balanced Scorecard. Boston, MA: Harvard Business School Press.Google Scholar
  29. König, K. (1996) On the Critique of New Public Management. Speyer, 155: Speyerer Forschungberichte.Google Scholar
  30. Loeffler, E. and Vintar, M. (2004) Improving the Quality of East and West European Public Services. Aldershot: Aldgate.Google Scholar
  31. Lukes, S. (1973) Individualism. Oxford: Blackwell.Google Scholar
  32. Macpherson, C. (1962) The Political Theory of Possessive Individualism: Hobbes to Locke. Oxford: Clarendon Press.Google Scholar
  33. Mahoney, T. and Deckop, J. (1986) ‘Evolution of concept and practice in personnel administration/human resource management’, Journal of Management, 12 (2), 223–41.CrossRefGoogle Scholar
  34. Massey, A. (1999) ‘Quality issues in the public sector’, Public Policy and Administration, 14 (3), 1–14.CrossRefGoogle Scholar
  35. Morgan, C. and Murgatroyd, S. (1994) Total Quality Management in the Public Sector. Buckingham: Open University Press.Google Scholar
  36. OECD (1997a) Trends in Human Resource Management in the Public Sector. Paris: OECD PUMA.Google Scholar
  37. OECD (1997b) The OECD Declaration and Decisions on International Investment and Multi-enterprise. Paris: OECD.Google Scholar
  38. OECD (2000) Reforms for an Ageing Society. Paris: OECD.Google Scholar
  39. OECD (2001a) The Fiscal Implications of Ageing Populations in OECD Countries. Paris: OECD.Google Scholar
  40. OECD (2001b) Managing Cross-cutting Issues. Paris: PUMA/OECD ( Scholar
  41. OECD (2001c) Central Government Debt. Statistical yearbook 1980–2000. Paris: OECD.CrossRefGoogle Scholar
  42. OECD (2001d) 20 Years of Social Expenditure: 1980–1998. Paris: OECD.Google Scholar
  43. OECD (2001e) Society at a Glance: OECD Social Indicators. Paris: OECD.Google Scholar
  44. OECD (2002) Public Sector Modernisation: A New Agenda. Paris: OECD.Google Scholar
  45. OECD (2004) Education at a Glance: OECD Indicators 2004. Paris: OECD.CrossRefGoogle Scholar
  46. Palley, H. and Bowman, E. (2002) ‘A comparison of national family policies: France and Sweden’, Child and Youth Services Review, 24 (5), 345–73.CrossRefGoogle Scholar
  47. Peters, T. and Waterman, T. (1982) In Search of Excellence. New York: Harper and Row.Google Scholar
  48. Pfeffer, J. (1998) The Human Equation. Boston, MA: Harvard Business School.Google Scholar
  49. Pollitt, C. and Bouckaert, G. (2004) Public Management Reform: A Comparative Analysis. Oxford: Oxford University Press.Google Scholar
  50. Purcell, J. (1991) ‘The rediscovery of the managerial prerogative’, Oxford Review of Economic Policy, 7 (1), 33–59.CrossRefGoogle Scholar
  51. Roberts, L. and Concialdi, P. (1997) ‘Future financing of retirement pensions: What resources will be available to finance what benefits?’, in Social Protection in Europe. Brussels: European Commission.Google Scholar
  52. Ross, J. E. (1999) Total Quality Management, Text, Cases and Readings. California: St. Lucy Press.Google Scholar
  53. Scholte, A. (2000) Globalization: A Critical Introduction. Basingstoke: Macmillan — now Palgrave Macmillan.Google Scholar
  54. Storey, J. (1992) Developments in the Management of Human Resources. Oxford: Blackwell.Google Scholar
  55. Talbot, C. (1999) ‘Public performance — towards a new model?’, Public Policy and Administration, 14 (1), 15–34.CrossRefGoogle Scholar
  56. Toffler, A. (1980) The Third Wave. New York: Bantam Books.Google Scholar
  57. Trauner, G. (2002) ‘E-government: Information and communication technology’, Public Administration. Brussels: IIAS.Google Scholar
  58. UNCTAD (1999) World Investment Report 1999 Foreign Direct Investment and the Challenge of Development. New York: United Nations.Google Scholar
  59. Wallace, H. and Wallace, W. (2000) Policy Making in the European Union. Oxford: Oxford University Press.Google Scholar
  60. Zairi, M. (1996) Benchmarking for Best Practice. Oxford: Butterworth.Google Scholar

Copyright information

© David Farnham, Annie Hondeghem and Sylvia Horton 2005

Authors and Affiliations

  • David Farnham
    • 1
    • 2
  • Annie Hondeghem
    • 3
  • Sylvia Horton
    • 4
  1. 1.University of PortsmouthEngland
  2. 2.Universities of Greenwich and East LondonEngland
  3. 3.Public Management InstituteCatholic University of LeuvenLeuvenBelgium
  4. 4.School of Social, Historical and Literary StudiesUniversity of PortsmouthEngland

Personalised recommendations