New Public Management in the Developing Countries: Effects and Implications on Human Resource Management
DOI:
https://doi.org/10.15282/jgi.4.2.2021.5573Keywords:
New Public Management, Human Resource Management, Public service, developing countriesAbstract
Understanding the linkage between New Public Management (NPM) reforms and Human Resource Management (HRM) are required to be highlighted. A Systematic Literature Review (SLR) used as a research methodology to discuss the implementation of NPM reforms, gaps and challenges of NPM, and the effects and implications of these gaps and challenges on HRM. This paper contributes to the existing literature by offering important lessons and experiences of the implemented NPM reforms, alongside their major gaps and challenges towards HRM in the developing world. The discussion and conclusion are presented at the end.
References
Ahenkan, A., Tenakwah, E.S., & Bawole, J.N. (2018). Performance management implementation challenges in Ghana’s local government system: Evidence from the Sefwi Wiawso Municipal Assembly. International Journal of Productivity and Performance Management 67(3), 519-535.
Ain, N., Vaia, G., DeLone, W. H., & Waheed, M. (2019). Two decades of research on business intelligence system adoption, utilisation and success–A systematic literature review. Decision Support Systems, 125, 113.
Aoki, N. (2019). After all these years, what has happened to the international prevalence of NPM-inspired managerial practices? International Journal of Public Sector Management, 32(4), 403-417.
Azhar, D., Mendes, E., & Riddle, P. (2012, September). A systematic review of web resource estimation. In Proceedings of the 8th International Conference on Predictive Models in Software Engineering, 49-58.
Barzelay, M. (2000). The new public management: Improving research and policy dialogue. Berkeley: University of California Press.
Becker, B., & Gerhart, B. (1996). The impact of human resource management on organisational performance: Progress and prospects. Academy of management journal, 39(4), 779-801.
Bhiwajee, L.S. & Garavan, T.N. (2016). The empowering of public sector officers in the Mauritian public sector in the context of reforms: How far has management education helped? European Journal of Training and Development, 40(4), 262-283.
Bianchi, C., & Xavier, J. A. (2017). The design and execution of performance management systems at state level: A comparative analysis of Italy and Malaysia. International Journal of Public Administration, 40(9), 744-755.
Blom, R., Kruyen, P. M., Van der Heijden, B. I., & Van Thiel, S. (2020). One HRM fits all? A meta-analysis of the effects of HRM practices in the public, semipublic, and private sector. Review of Public Personnel Administration, 40(1), 3-35.
Bobe, B.J., Mihret, D.G. & Obo, D.D. (2017). Public-sector reforms and balanced scorecard adoption: an Ethiopian case study. Accounting, Auditing & Accountability Journal, 30(6), 1230-1256.
Boselie, P., Van Harten, J., & Veld, M. (2019). A human resource management review on public management and public administration research: stop right there… before we go any further…. Public Management Review, 1-18.
Cantarelli, P., Bellé, N., & Belardinelli, P. (2020). Behavioral public HR: Experimental evidence on cognitive biases and debiasing interventions. Review of Public Personnel Administration, 40(1), 56-81.
Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organisational performance. Academy of Management journal, 39(4), 949-969.
Dunleavy, P., & Hood, C. (1994). From old public administration to new public management. Public money & management, 14(3), 9-16.
Dunleavy, P., Margetts, H., Bastow, S., & Tinkler, J. (2006). New public management is dead—long live digital-era governance. Journal of public administration research and theory, 16(3), 467-494.
El-Ghalayini, Y. (2017). Human resource management practices and organisational performance in public sector organisation. Journal of business studies quarterly, 8(3), 65.
Errami, Y., & Cargnello, C. E. (2018). The pertinence of new public management in a developing country: The healthcare system in Morocco. Canadian Journal of Administrative Sciences, 35(2), 304-312.
Fletcher, L., Bailey, C., Alfes, K., & Madden, A. (2020). Mind the context gap: a critical review of engagement within the public sector and an agenda for future research. The International Journal of Human Resource Management, 31(1), 6-46.
Fryer, K., Antony, J., & Ogden, S. (2009). Performance management in the public sector. International Journal of Public Sector Management, 22(6), 478-498.
Guga, E. (2018). Local government modernisation in Albania: Historical background and the territorial reform 2015-2020. International Journal of Public Sector Management, 31(4), 466-506.
Haynes, P. (2003). Managing complexity in the public services. Maidenhead: Open University Press.
Hoehle, H., Scornavacca, E., & Huff, S. (2012). Three decades of research on consumer adoption and utilisation of electronic banking channels: A literature analysis. Decision Support Systems, 54(1), 122-132.
Hood, C. C. (1990). A public Management for all seasons? Public Administration, 69, 3–19.
Hood, C. (1995). The “new public management” in the 1980s: Variations on a theme. Accounting, organisations and society, 20(2-3), 93-109.
Hood, C. (2005). Public management: The Word, the movement, the science. In E. Ferlie, L. Lynn, & C. Pollitt (Eds.), Oxford Handbook of Public Management. Oxford, UK: Oxford University Press.
Ikeanyibe, O. M. (2016). New public management and administrative reforms in Nigeria. International Journal of Public Administration, 39(7), 563-576.
Kitchenham, B., Brereton, O. P., Budgen, D., Turner, M., Bailey, J., & Linkman, S. (2009). Systematic literature reviews in software engineering–a systematic literature review. Information and software technology, 51(1), 7-15.
Komutputipong, N., & Keerasuntonpong, P. (2019). Accountability perception of Thai Government: to whom and what counts. Journal of Public Budgeting, Accounting & Financial Management, 31(1), 45-65.
Lapuente, V., & Van de Walle, S. (2020). The effects of new public management on the quality of public services. Governance, 33(3), 461-475.
Le Grand, J. (2003). Motivation, agency, and public policy: of knights and knaves, pawns and queens. Oxford University Press on Demand.
Leisink, P., & Knies, E. (2018). Public Personnel Reforms and Public Sector HRM in Europe. In the Palgrave Handbook of Public Administration and Management in Europe, 243-259. Palgrave Macmillan, London.
Lodge, M., & Gill, D. (2011). Toward a new era of administrative reform? The myth of post-NPM in New Zealand. Governance, 24(1), 141–166.
Mahmoud, M. M. H., Othman, R., & Mahmoud, M. A. T. (2020). Performance Management System of Jordanian Public Sector Organisations: Greater Amman Municipality’s (GAM) Experience. International Journal of Human Resource Studies, 10(2), 308-329.
Miller, G. (2000). Above politics: Credible commitment and efficiency in the design of public agencies. Journal of Public Administration Research and Theory, 10(2), 289-328.
Mostafa, A. M. S. (2016). High-performance HR practices, work stress and quit intentions in the public health sector: Does person–organisation fit matter? Public Management Review, 18(8), 1218-1237.
Nyamori, R. O., & Gekara, V. O. (2016). Performance contracting and social capital (re) formation: A case study of Nairobi City Council in Kenya. Critical Perspectives on Accounting, 40, 45-62.
Osei‐Kojo, A. (2017). E‐government and public service quality in Ghana. Journal of Public Affairs, 17(3).
Pavan, A., Reginato, E., & Fadda, I. (2014). The Implementation Gap of NPM reforms in Italian local governments. An Empirical Analysis, Franco Angeli, Srl, Milano, Italy.
Pierre, J. (Ed.). (2000). Debating governance: Authority, steering, and democracy. OUP Oxford.
Pollitt, C. (1993). Managerialism and the public services: The Anglo-American experience. Oxford, UK: Blackwell.
Powell-Jackson, T., Purohit, B., Saxena, D., Golechha, M., Fabbri, C., Ganguly, P. S., & Hanson, K. (2019). Measuring management practices in India’s district public health bureaucracy. Social Science & Medicine, 220, 292-300.
Ramos, C., & Milanesi, A. (2020). The neo-Weberian state and the neodevelopmentalist strategies in Latin America: The case of Uruguay. International Review of Administrative Sciences, 86(2), 261-277.
Roh, J. (2018). Improving the government performance management system in South Korea: Focusing on central government agencies. Asian Education and Development Studies, 7(3), 266-278.
Rosenberg Hansen, J., & Ferlie, E. (2016). Applying strategic management theories in public sector organisations: Developing a Typology. Public Management Review, 18(1), 1-19.
Sarker, A. E., & Al Athmay, A. A. A. R. A. (2018). The changing facets of public administration in the United Arab Emirates. International Journal of Public Administration, 41(10), 832-844.
Shaheen, S., Bashir, S., & Khan, A. K. (2017). Examining organisational cronyism as an antecedent of workplace deviance in public sector organisations. Public Personnel Management, 46(3), 308-323.
Siddiquee, N. A., Xavier, J. A., & Mohamed, M. Z. (2019). What works and why? Lessons from public management reform in Malaysia. International Journal of Public Administration, 42(1), 14-27.
Suhail, A., & Steen, T. (2018). The Effects of HR Autonomy on the Discrepancy Between Intended and Implemented HRM Practices in the Public Sector: An Exploratory Study of Public Hospitals in Pakistan. In EGPA Conference: Study Group III: Public Personnel Policies, Date: 2018/09/05-2018/09/07, Location: Laussane, Switzerland.
Sutheewasinnon, P., Hoque, Z., & Nyamori, R. O. (2016). Development of a performance management system in the Thailand public sector: Isomorphism and the role and strategies of institutional entrepreneurs. Critical Perspectives on Accounting, 40, 26-44.
Thompson, J. R. (2017). Value shifts in public sector human resource management: A congressional perspective. Review of Public Personnel Administration, 37(4), 375-404.
Tioumagneng, A., & Njifen, I. (2019). Employee involvement in the public administrative sector: an exploration of the engagement drivers in Cameroon. International Review of Administrative Sciences, 0020852319838037.
Truss, C. (2013). The distinctiveness of human resource management in the public sector. In N. a. Burke, Human Resource Management in the Public Sector (pp. 17-34). Cheltenham: Edward Elgar Publishing Limited.
Turner, M., Prasojo, E., & Sumarwono, R. (2019). The challenge of reforming big bureaucracy in Indonesia. Policy Studies, 1-19.
Ugyel, L. (2014). Explaining hybridity in public administration: an empirical case of Bhutan’s civil service. Public Administration and Development, 34(2), 109-122.
Ukeje, I. O., Ndukwe, C., Emma, C., Ogbulu, U., & Onele, J. C. (2020). Public service recruitment practices and implications for sustainable development in Ebonyi state, Nigeria. International Journal of Public Administration, 43(4), 361-372.
Ustuner, Y., & Yavuz, N. (2018). Turkey’s Public Administration Today: An Overview and Appraisal. International Journal of Public Administration, 41(10), 820-831.
Vu, T. A., Plimmer, G., Berman, E., & Sabharwal, M. (2019). Managing employee performance in transition economies: A study of Vietnamese public organisations. Public Administration and Development, 39(2), 89-103.
Zahra, A. & Jadoon, M.Z.I. (2016). Autonomy of public agencies in Pakistan: does structure matter? International Journal of Public Sector Management, 29(6), 565-581.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2021 Moumen Mahmoud, Rosly Othman
This work is licensed under a Creative Commons Attribution 4.0 International License.
