Suchergebnisse

The motivation of public managers to provide accurate personnel performance appraisals in the public sector is an unexplored area of study in public administration. This study provides preliminary steps in developing a rater motivation model (RMM) for the public administration field. The RMM is built using three primary determinants of rater motivation (felt accountability, incentive structures, and public service motivation). In addition, this study examines the variations in raters' perceived rating accuracy depending on the existence of a reward system for accurate appraisers and an organizational forced distribution rating system. The sample consists of public officials working in various levels of the U.S. and Korean governments. This study uses confirmatory factor analysis to construct measures of rater motivation and multiple regression analysis to observe the relationship between the determinants and the rater's perceived performance rating accuracy. The findings suggest that raters are significantly affected by all three determinants of rater motivation as well as by the presence of rewards for accurate appraisal and a forced distribution rating system. Implications for both the public administration literature and practice are suggested.

AbstractThe assumption of new public management (NPM) that governments can lower costs and improve service quality through a market mechanism, such as competition, has been under debate over several decades. To test the NPM assumption, this study investigates the effects of contracting out on cost savings by analysing municipal solid waste management data collected in 25 local governments in the Republic of Korea over a period of 14 years. Contrary to the NPM assumption, this study suggests that contracting out does not necessarily result in cost savings but rather causes additional financial burden on citizens.Points for practitioners
Government officials are strongly encouraged to critically review market‐based managerial reforms.
Government officials need to assess both benefits and costs of contracting‐out practices prior to any outsourcing or privatisation decisions.
Government officials need to make evidence‐based policy decisions and long‐term financial implications from the perspective of citizens.