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ArticleN04 MPA Y10 No1 2555 Tatchalerm

ArticleN04 MPA Y10 No1 2555 Tatchalerm

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Published by: Tatchalerm Sudhipongpracha on Dec 16, 2012
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Public Professionalism in Local GovernmentSetting: A Comparative Analysis of Thai andIllinois Municipal Chief Administrators’Perceptions of Public Professionalism
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Tatchalerm Sudhipongpracha
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Achakorn Wongpredee
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Tatchalerm Sudhipongpracha is a lecturer in the College of Local Administration atKhon Kaen University.2 Achakorn Wongpreedee is an assistant professor at the Graduate School of Public Administration, the National Institute of Development Administration.
 
 
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Abstract
 
In this article, the researchers examine the perceptions of  public professionalism among Thai and Illinois municipal chief administrators. Based on an extensive review of extant literature on good governance and public management, public professionalismis de 
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ned in this article as the ability to balance political, legal,bureaucratic, and professional accountabilities. The researchers seek to answer two central questions. First, how do differences inmunicipal government form in
fl 
uence chief administrators’ public  professionalism? Second, to what extent is public professionalismin
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uenced by the municipal chief administrators’ membership in professional associations? With both questions, the researchers seek to identify the factors contributing to Thai and Illinois municipal government o 
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cials’ ability to manage different, and sometimes con
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icting, expectations and accountabilities. In other words, the research objective is to 
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nd out whether the degree of public  professionalism among municipal government
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cials could be enhanced by appropriate institutional design of the municipal government and encouragement of municipal government o 
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cials’ membership in professional associations.
 
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Introduction
In recent years, as the control and capacity of many centralized andformerly centralized states have withered, those small units of governmenthave emerged as the experimental site for both grassroots democracy andlocal self-governance (Wei 2000). In other more decentralized countries,municipalities have become even more important than they were severaldecades prior. Fiscal stress at the higher levels of government resulted inan increase in the number of service responsibilities delegated to the localentities. Mouritzen and Svara (2002, 6) assert that municipal governmentseverywhere have become increasingly responsible for a vast array of publicservices: “some of these are developed locally and others are formed andfunded at higher levels of government but delivered locally.” Compoundingthe challenge brought about by the magnitude of service responsibilities,the diversity of municipal residents and complexity of socio-economicand political problems make running a municipality a daunting publicadministrative task (Mouritzen and Svara 2002).At the core of this study is an interest in the professionalismprovided by the appointed executives in municipal government. Municipalchief administrators-the unit of analysis in this study-along with electedmunicipal leaders sit atop the political and administrative hierarchiesof government. In this study, municipal chief administrators or chief administrators consist of three groups: Thai municipal administrators (ThaiMAs), Illinois city administrators (Illinois CAOs), and Illinois city managers(Illinois CMs). The nature of the chief administrative position is complex.
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