Over the past 20 years, the management of the public service has changed tremendously in most OECD countries. First, governments have tried to reduce the size of their public employment to decrease the costs of producing government services, either directly or indirectly by contracting out the production of services to the private sector under the assumption that it would be more efficient. Second, in many cases, governments have tried to apply general good management principles to the management of public employees. As a consequence, many areas of public employment have lost their uniqueness and have become quite similar to the general employment system in the different countries. This book takes stock of the main changes in the management of public services across OECD countries. It also examines how countries manage to find a balance between, on the one hand, attention to fundamental values such as fairness, equity, justice and social cohesion to maintain political confidence in the government system as a whole and, on the other hand, a focus on efficiency, productivity and effectiveness.
Tables des matières:
Introduction Chapter 1. Employment Numbers and Compensation Costs - Changes over the Past Ten Years Chapter 2. Towards Employment Conditions in Central Governments that Are Closer to General Employment Rules Chapter 3. The Delegation of Human Resource Management in the Public Service of Central Governments Chapter 4. Managing the Performance of Employees in Central Governments Chapter 5. The Delegation and Individualisation of Pay for Employees of Central Governments Chapter 6. The Senior Management in the Public Service of Central Governments Annex A. HRM Composite Indicators - Construction, Weighting and Theoretical Framework