Public Sector Reform

1. Front Matter

   Pages i-xxxiv

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2. Overview of Public Sector Reform in the OECD

   1. Front Matter

      Pages 1-1

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   2. Comparing Public Sector Reform in the OECD

      • John Halligan

      Pages 3-18

3. National Public Sector Reform

   1. Front Matter

      Pages 19-19

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   2. Public Management and Reform in the United States

      • Chester A. Newland

      Pages 21-32

   3. Australian Public Sector Reform

      • V. Lynn Meek

      Pages 33-48

   4. A Partnership Approach to Change: the Civil Service Reform Programme in the Republic of Ireland

      • Richard Boyle

      Pages 49-65

   5. Administrative Reforms in Scandinavia — Testing the Cooperative Model

      • Per Lœgreid

      Pages 66-81

4. Sectoral Case Studies

   1. Front Matter

      Pages 83-83

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   2. The Reform of State Education in Australia

      • Alan Barcan

      Pages 85-101

   3. Ethics as a Change Strategy in Policing in the United Kingdom

      • Josie Gregory, Bill Harding

      Pages 102-116

   4. Reform of Higher Education in the United Kingdom

      • Gareth Parry

      Pages 117-132

5. Organizational Adaptations to Public Sector Reform

   1. Front Matter

      Pages 133-133

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   2. The Unions’ Response to Change in the Public Sector

      • Chris Brewster, Michael Dempsey, Ariane Hegewisch

      Pages 135-150

   3. Impact of the NPM on Higher Education Reform in Australia

      • Grant Harman

      Pages 151-166

   4. Towards Electronic Service Delivery: Canadian, Australian and United Kingdom Government Initiatives

      • Nada Korac-Kakabadse, Andrew Korac-Kakabadse, Alexander Kouzmin

      Pages 167-184

   5. Conclusion: Themes and Future Directions for Public Sector Reform

      • Brendan Nolan

      Pages 185-196

6. Back Matter

   Pages 197-225

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In these times of dramatic social, economic and political change, governments around the world are questioning their roles and responsibilities in the public sector. There is a trend away from traditional public sector model and that of market ideology, but there does not yet exist a universally accepted alternative. Brendan Nolan offers a comparative analysis of public administration in several OECD countries (the UK, USA, Australia, and Scandinavia) and explores possible future directions.

• Government
• OECD
• public management
• reforms

• University of New England, Armidale, Australia

  Brendan C. Nolan

ALAN BARCAN Honorary Associate, University of Newcastle, NSW, Australia RICHARD BOYLE Senior Research Officer, Institute of Public Administration, Ireland CHRIS BREWSTER Professor of International Human Resource Management, Cranfield School of Management MICHAEL DEMPSEY Doctoral Student, Cranfield School of Management JOSIE GREGORY Lecturer, School of Educational Studies, University of Surrey, Guildford JOHN HALLIGAN Professor of Public Administration, University of Canberra BILL HARDING Superintendent, Surrey Police GRANT HARMAN Professor of Educational Management, University of New England ARIANE HEGEWISCH Lecturer, European Human Resource Management, Cranfield School of Management ANDREW KORAC-KAKABADSE Professor of Management Development and Deputy Director, Cranfield School of Management NADA KORAC-KAKABADSE Senior Research Fellow, Cranfield School of Management PER LAEGREID Professor of Administration and Organization Theory, University of Bergen, Norway V.LYNN MEEK Director, Centre for Higher Education Management and Policy, University of New England CHESTER A. NEWLAND Duggan Distinguished Professor of Public Administration, University of Southern California GARETH PARRY Reader in Education, University of Surrey ALEXANDER ZOUZMIN Foundation Chair in Management, University of Western Sydney, Australia

Policies and ethics