Perspectives Across Frontiers
- New Horizons in Public Policy series
Edited by Leo W.J.C. Huberts, Jeroen Maesschalk and Carole L. Jurkiewicz
Chapter 11: Removing Employee Protections: A ‘See no Evil’ Approach to Civil Service Reform
11. Removing employee protections: a ‘see no evil’ approach to civil service reform James S. Bowman and Jonathan P. West INTRODUCTION Ethics in public service is inﬂuenced by two norms – political exchange and civic culture – that co-exist in varying degrees and at diﬀerent times in many Western democratic societies. The ﬁrst is premised on contracts, favors and jobs in exchange for political support; it is susceptible to corruption because it feeds an environment of cronyism, sycophancy, favoritism and waste. In contrast, a civic culture is one in which the commonweal is the central value; it is based on universally applicable rules, equal treatment, professional ethics and stewardship of public resources. Promoting the public good, not personal gain, is the objective (adapted from Rosenbloom, 1998: 536–8; also see Schlesinger, 1986). Civil service systems, reﬂecting such tensions, confront competing demands for political responsiveness and professional competence. In the last generation, the emphasis between these two traditions has shifted in most democracies from a public service imbued by civic culture norms toward one of political exchange. The New Public Management (NPM) movement (Hood, 1991; Pollitt, 1990; Pollitt and Bouckaert, 2004) challenged the long-standing merit system model, characterized by nonpartisan public servants, as inﬂexible and unresponsive to contemporary needs. To improve eﬀectiveness, reduce expenditures and enhance accountability, reform deregulated personnel systems, defunded agencies, downsized staﬀ, privatized services, augmented managerial discretion, empowered citizens and strengthened political control. Such actions often included reforms in ﬁnancial management (emphasizing results and performance)...
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.