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Table Of Contents

Introduction
The globalization of public sector reform
The changing role of public administration
Three models of public administration
Traditional public administration
Public management
Responsive governance
Information and communication technologies
Emerging issues
The resilience of traditional civil service values
Public administration:responsive to whom?
Six forms of accountability
Responsiveness to politicians
Responsiveness to citizens and customers
Towards a new synthesis
Human resource management and government performance
Why HRM matters
The importance of merit-oriented HRM policies
UN/DESA analysis of government performance
Government as a “model employer”
HRM reform: “starting from where you find yourself”
Reform requires sound political diagnosis
Approaches for different stages of HRM reform
Political discretion in reform—Benin
Driving and restraining forces in Moroccan reform
Leadership commitment is necessary
Socio-economic challenges facing HRM
Demographic changes
Old age, new challenges—China
Pension reform for a sustainable future—Brazil
Shortage of skilled labour
Labour migration
Potential benefits of labour migration
Turning brain drain into brain gain—Philippines
Stemming the brain drain—South Africa
HIV/AIDS
Ten developing countries with highest proportion of adults living with HIV, 2003
The impact of HIV/AIDS on the public service—Malawi
Ten developing countries with the most adults living with HIV, 2003
Managing in an HIV/AIDS environment
Structural adjustment and downsizing
New public management: lessons learned
Central government expenditure on wages in 49 developing countries, 1980–1999
Outsourcing: a double-edged sword
Outsourcing public services: the National Health Service—United Kingdom
Performance-related pay: an unwarranted panacea?
Performance-related pay: if you fail to prepare, you prepare to fail—Mauritius
NPM: more than a doctrine
Leap-frogging: a possibility?
Labour relations in the public service
Diversity management
Gender imbalance
Composition of Chad’s civil service, 2002
Accommodating diversity
Managing people as a strategic resource
Adopting a holistic approach to reform
Selected HRM features of the three models of public administration
Building an effective HRM institutional framework
Legal and regulatory reform
The Public Service Modernization Act—Canada
Central government: assigning the HRM leadership role
Responsibility for HRM in central government agencies
Central and line agencies: establishing the division of HRM responsibility
The role of ICTs in facilitating decentralized HRM—Cameroon
Professionalizing human resource management
HRM units: towards strategic specialization
Competence frameworks: setting the standard for performance
Merit-based appointment: getting the best person for the job
A competence framework for HRM
Developing a pay policy: attracting and retaining talent
Selected pay-scale compression ratios, 1991–2003
Rightsizing: getting staffing back on track
A voluntary retirement scheme—India
Rightsizing the right way—Uruguay
Promoting organizational learning in the public service
Compliance: a virtue turned vice
•Improve knowledge-sharing and management;
Strategic areas to promote organizational learning
Improve knowledge-sharing and management
Promote mentoring programmes for staff
Enhance the analytical capacity of government
Strengthen the career development system
Leadership as the facilitator of learning
Developing a shared vision—Germany
Leading by example—Namibia
Public sector performance
Prestige of a public sector career
Prestige and new public management
Promotion to high-level political posts
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World Public Sector Report

World Public Sector Report

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Published by mitrabhanum

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Published by: mitrabhanum on Jul 24, 2011
Copyright:Attribution Non-commercial

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10/05/2012

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