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Example research essay topic: High Performance Public Sector - 1,642 words

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... the public sector is to be governed. Initiated in the UK, it spread to the US, Australia and New Zealand and then further to Europe. It is part of the managerial revolution that has gone around the world, affecting all countries although in considerably different degrees.

The theory of NPM contains insights from game theory and from the discipline of law and economics. It does not replace older frameworks but adds a new approach to public sector governance, that is contractual ism. But it is only one of the 'scientific revolutions' that have occurred in the 20 th century concerning the proper governance mechanisms in the public sector. Public sector theory started with public administration and moved to the public policy framework over the management approach. NPM is just contractual ism and cannot therefore replace the other major approaches to public sector governance- that is public administration and public policy. Thus, the theory of public sector governance includes more than just NPM, as several elements of public policy and public administration cannot be substituted.

Now, regarding the NPM being nothing other than contractual ism, it is worth pointing out that the tasks involved in governance are so enormous that politicians alone cannot do all. Government therefore, under the NPM, manages the public sector by means of a set of contracts (Considine & Painter). In principle governments enter two types of contracts. First, it will contract as a principal with its agents, the chief executive officers of its departments, boards and enterprises. Second, it will in the last resort be responsible for the contracts that these chief Executive officers maker with the players in the economy about the provision of goods and services. Contracts in a NPM regime consists of a variety of agreements that guide the provision of public services, only some of which are private law contracts.

Thus there may be intentional contracts, or statements of mutual intent which outlines hopes more that building commitments. Implicit contracts may state promises which are conditional upon the evolution of the course of events without being strictly enforceable. A basic distinction is that between the employment contract and the performance contract, where only the first type of contract is a strict private law contract. The performance contract would complement the employment contract by stating what the agent is expected to do for the principal, that is the government. The performance contract would contain many public law elements, restricting the activities of the agents.

The idea behind the construction of a contract in a NPM regime is that the failure of the agent to comply with agreements in the performance contract will present the principal with the right to act on the basis of the employment contract, including the possibility of firing the agent. In other governance regimes like bureaucracy or policy networks one may also characterize the relationship between the actors as contractual by describing the terms of interaction as implicit contracts. However, if governments are to employ NPM, then the contract should as far as possible be made explicit and be formulated in such a manner that they come close to private law contracts, that is agreements enforceable in ordinary courts. (Wilson) High Performance Management Process Through HPM process, employees' talent, strengths, as well as areas which require improvements are clearly identified. This will ensure that employees are well prepared for career advancement. The process of performance management consist of mainly five major steps as illustrated in the summary of the performance management process (UCSD Human Resource Department). Performance planning is the initial stage for High Performance Management Process (HPMP), manager are highly involved goal setting and job defining (Lock and Latham, 1990).

Definition of job responsibility for all levels of staffs is identified during this initial stage. Thus, employees are cleared of their task and they have a better understanding towards the direction of the organization. Through the high involvement and participation of employees, standards of performance are then identified. As a result, both the managers and employees are able to establish the goals by referring to the strategic plan and the precise goals. Once strategic plan and goals are established, observation and feedback are carried out to ensure the employee's success in achieving performance expectations. The performances of employees are observed and documented.

Managers will then provide feedback and necessary coaching to employees (Bassett). However, the communication shall be two-way and on going. Work expectation will be reviewed and changed if necessary. If expectations are fulfilled, employees should receive recognition and be encouraged. On another hand if performance falls short of expectation, employees shall be guided to re-enforce effective behavior to progress towards achieving stipulated goals. In collaboration with the employee, the manager will then carried out the performance appraisal (PA) to compare performance results towards job expectations.

PA will be carried out at the end of the year to compare the actual performance with the expected standard. The appraisal should however stress on development issues and future oriented rather than judgmental, as employee might feel offensive. The adoption of multi source feedback will increase the reliability of appraisal employees are contributing each other's ideas, opinions to improve the performance. Thus, it promotes better management behavior. Meanwhile, it also provides a means for upward appraisal where managers are also appraised by other employees.

Consequently, performance of managers will be improved as well. The appraisal will also act as a benchmark for evaluating rewards. Through the appraisal, rewards such as increments, bonus or promotion for staff are determined. Management will consistently reward the well performing staff if they practice HPM in the organization. With this sophisticated on-going process of HPM, both employees and managers are being motivated to put in more effort into their work and thus improve their performance. Thus, continuously improvement will finally assist in achieving the organizational goals.

Indeed, the best process of the HPM is emphasizing on performance development, where the weaknesses of employees are being identified too during the appraisal. Thus, necessary corrections are taken in this stage. A performance and development plan will be created based on the final conclusion of the appraisal. The evaluation of the effectiveness of the performance will provide necessary information on the possibility for future re-training and employee education.

Designing HPOM Implementing theoretical background let us design a sample of performance strategies in public organization, particularly in team performance. For instance, senior management team met to develop common themes or team-behavior characteristics that were critical for team success. The team agreed to hold each member accountable for embracing these performance characteristics and principles: Each activity or effort taken should have a defined and agreed-upon mission. Every member of the team would strive toward a broad, external perspective. Every team member ought to commit himself or herself to continuing personal and professional improvement. Because effective communication is the cornerstone of leadership, members of the senior management team should strive toward inclusion in all of their activities.

Every member of the team would avoid waiting for problems to happen and become more proactive in the daily course of business. Playing it safe does not solve problems. In fact, innovation and success are often accomplished by being fearless and taking risks. Decisions made throughout the organization should be the property of everyone on the team. A changing, growing organization requires flexible leadership. There are several ways to accomplish a goal, and things need not be done the same way every day.

What we do as leaders is more than business; our jobs require the building of friendships and some recognition of the benefits of an organization that is social as well as productive. Humor is an elixir for the stresses of responsibility. Developing a strategic plan with support from the administrative team was a great first step. The process itself and the change in leadership behavior were equally rewarding and immediately recognized by the organization as achievements. Now, each member of the team has taken the high-performance process to his or her department, and most departments have developed mission statements and strategic plans of their own. Conclusion A high-performance public organization requires that its employees focus on developing new skills, which actually are more similar to behaviors.

Technical competencies help to make efficient organizations, but it is organizational behavior and technical skills that make an employee and an organization more effective. Most local government employees and organizations are technically competent, and this is certainly important. But a manager can accomplish as much or more with employees who are competent but not technically the best, if these employees are committed to developing and enhancing their organizational competency skills. In fact, the biggest bang for the training buck can be gained by focusing on enhancing organizational competence. Bibliography Barton, Richard. Productivity Watch.

APO News, Asian Productivity Organization, 2004 < web > Hanna, D, R (1988) Designing Organizations far High Performance. Reading, MA: Addison-Wesley Lawler, E. E. , Morgan, S. , and Ledford, G. Creating High Performance Organizations. San Francisco, CA: Jossey-Bass, 1995 High Performance Work Practices and Firm Performance. United States Department of Labor.

Washington, DC, 2003 <> Walker, Basil. Reforming the public sector for leaner government and improved performance: the New Zealand experience. Journal of Public Administration and Development. Vol. 16, 1996, pp. 353 - 375 Bassett, Glenn. The Evolution and Future of High Performance Management Systems Quorum Books, 1993 Laurrell, David. Why strive for high performance?

Public Management, Vol. 84, June 2002 F. Farias, Arup Varma. High Performance Work Systems: What We Know and What We Need to Know Gerard; Human Resource Planning, Vol. 21, 1998 White, Richard. The High-Performance Organization That Lexington Built. Public Management, Vol. 80, June, 1998 Wilson, John, Hinton, Peter. eds.

Public services in the 1990 's. Wirral. Tudor Business Publishing, 1993. Considine, Painter. Public administration; Bureaucracy; Strategic planning. Australia Melbourne University Press.

Carlton South, Vic. , Australia, 1997


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