Public Administration Reforms in Europe
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Public Administration Reforms in Europe

The View from the Top

Edited by Gerhard Hammerschmid, Steven Van de Walle, Rhys Andrews and Philippe Bezes

Based on a survey of more than 6700 top civil servants in 17 European countries, this book explores the impacts of New Public Management (NPM)-style reforms in Europe from a uniquely comparative perspective. It examines and analyses empirical findings regarding the dynamics, major trends and tools of administrative reforms, with special focus on the diversity of top executives’ perceptions about the effects of those reforms.
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Chapter 10: The impact of public administration reforms in Lithuania: systemic managerial changes and persisting organizational differences

Rimantas Rauleckas, Vitalis Nakrošis, Rasa Šnapštienė and Ligita Šarkutė


The focus of this chapter is on the distinctive trajectory of performance management in Lithuania. The relevancy of public sector downsizing, customer orientation and focus on results confirms that the agenda of the Lithuanian authorities in 2008_2012 was dominated by NPM-type reforms. The financial crisis increased the pressures to focus on performance management at organizational and individual levels which contributed to a comparatively higher institutionalization of managerialism in Lithuania, for example, the most commonly implemented tools at organizational level (strategic planning, management by objectives, codes of conduct) in Lithuania are obligatory by law. More autonomous and less politicized organizations, agencies compared to ministries are better performance managers. The COCOPS data confirm that public management reforms in Lithuania matter – important links between the application of management tools and public administration outcomes are empirically observed. However, formally existing performance management tools still need adequate support from individual organizations and their managers.

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