Introduction: Managing for Public Service Performance: How People and Values Make a Difference

TY - CHAP

T1 - Introduction: Managing for Public Service Performance

T2 - How People and Values Make a Difference

AU - Leisink, Peter

AU - Andersen, Lotte Bøgh

AU - Brewer, Gene A.

AU - Jacobsen, Christian Bøtcher

AU - Knies, Eva

AU - Vandenabeele, Wouter

PY - 2021/3

Y1 - 2021/3

N2 - This chapter introduces the overall question that is central to this volume: How does management make a meaningful contribution to public service performance? A summary review of our knowledge of the concepts and relationships that feature in this overall question is provided. Describing the gaps in our knowledge, the chapter explains the approach taken by this volume in order to generate fresh insights. Thus, noting that what constitutes performance is dependent on the institutional context, the public values, and different stakeholders that emphasize some rather than other aspects of public service performance, the chapter introduces the institutional perspective. Signaling parallel lines of research with some centering management systems and others managers’ leadership, the chapter explains the multidisciplinary approach which combines the insights from public management, leadership, human resource management, and work and organization psychology to gain a better understanding of what managers do to impact performance. In addition, this multidisciplinary approach provides insight into how public employees’ attitudes and behaviors contribute to job and organization performance. The chapter concludes by presenting the conceptual model underlying the volume and explains the focus of the individual chapters and their contribution to answering the volume’s overall question.

AB - This chapter introduces the overall question that is central to this volume: How does management make a meaningful contribution to public service performance? A summary review of our knowledge of the concepts and relationships that feature in this overall question is provided. Describing the gaps in our knowledge, the chapter explains the approach taken by this volume in order to generate fresh insights. Thus, noting that what constitutes performance is dependent on the institutional context, the public values, and different stakeholders that emphasize some rather than other aspects of public service performance, the chapter introduces the institutional perspective. Signaling parallel lines of research with some centering management systems and others managers’ leadership, the chapter explains the multidisciplinary approach which combines the insights from public management, leadership, human resource management, and work and organization psychology to gain a better understanding of what managers do to impact performance. In addition, this multidisciplinary approach provides insight into how public employees’ attitudes and behaviors contribute to job and organization performance. The chapter concludes by presenting the conceptual model underlying the volume and explains the focus of the individual chapters and their contribution to answering the volume’s overall question.

KW - Conceptual model

KW - Institutional perspective

KW - Leadership

KW - Management

KW - Multidisciplinary approach

KW - Public employees

KW - Public sector context

KW - Public service performance

KW - Stakeholders

UR - http://www.scopus.com/inward/record.url?scp=85108336455&partnerID=8YFLogxK

M3 - Book chapter

SN - 9780192893420

SP - 1

EP - 24

BT - Managing for Public Service Performance

A2 - Leisink, Peter

A2 - Andersen, Lotte Bøgh

A2 - Brewer, Gene A.

A2 - Jacobsen, Christian Bøtcher

A2 - Knies, Eva

A2 - Vandenabeele, Wouter

PB - Oxford University Press

CY - Oxford

ER -