IMPLEMENTING PERFORMANCE-BASED MANAGEMENT IN THE TRADITIONAL BUREAUCRACY OF PORTUGAL
The influence of the New Public Management (NPM) movement in Portuguese administrative reform has been one of the country's noticeable trends in recent decades (Araújo 2001, 2002a; Rocha 2001). Many governments have aimed to introduce a new managerial rationality in public services. The literat...
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Veröffentlicht in: | Public administration (London) 2009-09, Vol.87 (3), p.557-573 |
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description | The influence of the New Public Management (NPM) movement in Portuguese administrative reform has been one of the country's noticeable trends in recent decades (Araújo 2001, 2002a; Rocha 2001). Many governments have aimed to introduce a new managerial rationality in public services. The literature about administrative reform shows that institutional bureaucracies resist change, particularly when it challenges prevailing practices and procedures (Bjur and Caiden 1978; Olsen 1991). Thus, the influence of NPM in administrative reform has found different expressions and, in several countries, the introduction of NPM ideas is a limited and superficial phenomenon (Pollitt 2000). This paper contributes to these debates. It examines the influence of New Public Management ideas in Portuguese administrative reform and discusses improvements in the way public services are implementing change using new managerial tools in Portugal: the Activity Plan (AP) and the Activity Report (AR). The data collected from official reports and a questionnaire show that the juridical‐administrative model persists and transforms both Activity Plan and Activity Report into little more than a formality, another routine to be followed. |
doi_str_mv | 10.1111/j.1467-9299.2009.01762.x |
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Many governments have aimed to introduce a new managerial rationality in public services. The literature about administrative reform shows that institutional bureaucracies resist change, particularly when it challenges prevailing practices and procedures (Bjur and Caiden 1978; Olsen 1991). Thus, the influence of NPM in administrative reform has found different expressions and, in several countries, the introduction of NPM ideas is a limited and superficial phenomenon (Pollitt 2000). This paper contributes to these debates. It examines the influence of New Public Management ideas in Portuguese administrative reform and discusses improvements in the way public services are implementing change using new managerial tools in Portugal: the Activity Plan (AP) and the Activity Report (AR). The data collected from official reports and a questionnaire show that the juridical‐administrative model persists and transforms both Activity Plan and Activity Report into little more than a formality, another routine to be followed.</description><identifier>ISSN: 0033-3298</identifier><identifier>EISSN: 1467-9299</identifier><identifier>DOI: 10.1111/j.1467-9299.2009.01762.x</identifier><identifier>CODEN: PUADDD</identifier><language>eng</language><publisher>Oxford, UK: Blackwell Publishing Ltd</publisher><subject>Administrative reform ; Bureaucracy ; Civil service ; Data analysis ; Data collection ; Management ; Portugal ; Public Administration ; Public Services ; Questionnaires ; Reform ; Reforms ; Studies</subject><ispartof>Public administration (London), 2009-09, Vol.87 (3), p.557-573</ispartof><rights>2009 The Authors. Journal compilation © 2009 Blackwell Publishing Ltd</rights><rights>Copyright Blackwell Publishing Ltd. 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Many governments have aimed to introduce a new managerial rationality in public services. The literature about administrative reform shows that institutional bureaucracies resist change, particularly when it challenges prevailing practices and procedures (Bjur and Caiden 1978; Olsen 1991). Thus, the influence of NPM in administrative reform has found different expressions and, in several countries, the introduction of NPM ideas is a limited and superficial phenomenon (Pollitt 2000). This paper contributes to these debates. It examines the influence of New Public Management ideas in Portuguese administrative reform and discusses improvements in the way public services are implementing change using new managerial tools in Portugal: the Activity Plan (AP) and the Activity Report (AR). The data collected from official reports and a questionnaire show that the juridical‐administrative model persists and transforms both Activity Plan and Activity Report into little more than a formality, another routine to be followed.</description><subject>Administrative reform</subject><subject>Bureaucracy</subject><subject>Civil service</subject><subject>Data analysis</subject><subject>Data collection</subject><subject>Management</subject><subject>Portugal</subject><subject>Public Administration</subject><subject>Public Services</subject><subject>Questionnaires</subject><subject>Reform</subject><subject>Reforms</subject><subject>Studies</subject><issn>0033-3298</issn><issn>1467-9299</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2009</creationdate><recordtype>article</recordtype><sourceid>7TQ</sourceid><sourceid>7UB</sourceid><recordid>eNqNkVtr2zAYhsVoYWm7_yB6sTt7OlmHm4LqOK7Bh-A5O1wJ21EgWdq0VsOSfz85Gb3YTScE-uB73hfEAwDEKMT-fNmEmHERKKJUSBBSIcKCk_DwAUzeFhdgghClASVKfgRXzm0QQoxHbAKarJjnSZGUTVamcJ7Us6oudBknwb3-mkyhn3V62sOshM1DAptaT7Mmq0qdw_tFnehFXOv4J6xmcF7VzSLV-Q24XLVbZz_9fa_BYpY08UOQV2kW6zzomSAkoEsarWgv2bIXRFC56ngkcRf1WBBOOqJIt7Qs4kgwa3HbS055qzhl_rLWdvQafD73Pg-7l711r-Zx7Xq73bZPdrd3hiNEGKbyXTCSkmAu8bsgFVgRTIgHb_8BN7v98OR_a7wFQRWVyEPyDPXDzrnBrszzsH5sh6PByIz2zMaMkswoacwpc7JnDj56d47-Xm_t8b9zZq6nxTj6guBcsHav9vBW0A6_DBdUROZ7mZr4G86bH2VkCvoHXrimBw</recordid><startdate>200909</startdate><enddate>200909</enddate><creator>DE ARAÚJO, JOAQUIM FILIPE FERRAZ ESTEVES</creator><creator>ANGELINO BRANCO, JOSÉ FRANCISCO</creator><general>Blackwell Publishing Ltd</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7TQ</scope><scope>7UB</scope><scope>8BJ</scope><scope>DHY</scope><scope>DON</scope><scope>FQK</scope><scope>JBE</scope></search><sort><creationdate>200909</creationdate><title>IMPLEMENTING PERFORMANCE-BASED MANAGEMENT IN THE TRADITIONAL BUREAUCRACY OF PORTUGAL</title><author>DE ARAÚJO, JOAQUIM FILIPE FERRAZ ESTEVES ; ANGELINO BRANCO, JOSÉ FRANCISCO</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4722-3d35f3c84dc72738fb6581b5c17262b292bde456074ee1ac8636a96346344aeb3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2009</creationdate><topic>Administrative reform</topic><topic>Bureaucracy</topic><topic>Civil service</topic><topic>Data analysis</topic><topic>Data collection</topic><topic>Management</topic><topic>Portugal</topic><topic>Public Administration</topic><topic>Public Services</topic><topic>Questionnaires</topic><topic>Reform</topic><topic>Reforms</topic><topic>Studies</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>DE ARAÚJO, JOAQUIM FILIPE FERRAZ ESTEVES</creatorcontrib><creatorcontrib>ANGELINO BRANCO, JOSÉ FRANCISCO</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>PAIS Index</collection><collection>Worldwide Political Science Abstracts</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>PAIS International</collection><collection>PAIS International (Ovid)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><jtitle>Public administration (London)</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>DE ARAÚJO, JOAQUIM FILIPE FERRAZ ESTEVES</au><au>ANGELINO BRANCO, JOSÉ FRANCISCO</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>IMPLEMENTING PERFORMANCE-BASED MANAGEMENT IN THE TRADITIONAL BUREAUCRACY OF PORTUGAL</atitle><jtitle>Public administration (London)</jtitle><date>2009-09</date><risdate>2009</risdate><volume>87</volume><issue>3</issue><spage>557</spage><epage>573</epage><pages>557-573</pages><issn>0033-3298</issn><eissn>1467-9299</eissn><coden>PUADDD</coden><abstract>The influence of the New Public Management (NPM) movement in Portuguese administrative reform has been one of the country's noticeable trends in recent decades (Araújo 2001, 2002a; Rocha 2001). Many governments have aimed to introduce a new managerial rationality in public services. The literature about administrative reform shows that institutional bureaucracies resist change, particularly when it challenges prevailing practices and procedures (Bjur and Caiden 1978; Olsen 1991). Thus, the influence of NPM in administrative reform has found different expressions and, in several countries, the introduction of NPM ideas is a limited and superficial phenomenon (Pollitt 2000). This paper contributes to these debates. It examines the influence of New Public Management ideas in Portuguese administrative reform and discusses improvements in the way public services are implementing change using new managerial tools in Portugal: the Activity Plan (AP) and the Activity Report (AR). The data collected from official reports and a questionnaire show that the juridical‐administrative model persists and transforms both Activity Plan and Activity Report into little more than a formality, another routine to be followed.</abstract><cop>Oxford, UK</cop><pub>Blackwell Publishing Ltd</pub><doi>10.1111/j.1467-9299.2009.01762.x</doi><tpages>17</tpages></addata></record> |
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source | PAIS Index; Worldwide Political Science Abstracts; Business Source Complete; Access via Wiley Online Library; Political Science Complete |
subjects | Administrative reform Bureaucracy Civil service Data analysis Data collection Management Portugal Public Administration Public Services Questionnaires Reform Reforms Studies |
title | IMPLEMENTING PERFORMANCE-BASED MANAGEMENT IN THE TRADITIONAL BUREAUCRACY OF PORTUGAL |
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