TY - JOUR
T1 - From Bureaucrats to Entrepreneurs to Networkers, Advocates, and Empaths
T2 - Reappraising Human Resources Management Ideals and Practices in Public Administration
AU - Schnell, Sabina
AU - Gerard, Catherine
N1 - Publisher Copyright:
© The Author(s) 2022.
PY - 2022
Y1 - 2022
N2 - This article assesses how changing paradigms of public administration have been reflected in public sector human resources management over time. It finds that large-scale reform acts, such as the Pendleton Act or the Civil Service Reform Act and the National Performance Review reflected the “ideals” of the rule-following bureaucrat of the Old Public Administration (OPA) and of the result-seeking entrepreneur of New Public Management (NPM). However, the advocate, empath, and networker of New Public Administration (NPA) and New Public Service (NPS) has not been pursued through similarly encompassing reform efforts. While gradual changes such as a more representative bureaucracy and increased collaborative governance have paved the way for a deeper integration of NPA and NPS values into human resource policy and practice, more efforts are needed to promote advocates, empaths, and networkers as the core of the “new” public service. We conclude by making some tentative suggestions in this direction.
AB - This article assesses how changing paradigms of public administration have been reflected in public sector human resources management over time. It finds that large-scale reform acts, such as the Pendleton Act or the Civil Service Reform Act and the National Performance Review reflected the “ideals” of the rule-following bureaucrat of the Old Public Administration (OPA) and of the result-seeking entrepreneur of New Public Management (NPM). However, the advocate, empath, and networker of New Public Administration (NPA) and New Public Service (NPS) has not been pursued through similarly encompassing reform efforts. While gradual changes such as a more representative bureaucracy and increased collaborative governance have paved the way for a deeper integration of NPA and NPS values into human resource policy and practice, more efforts are needed to promote advocates, empaths, and networkers as the core of the “new” public service. We conclude by making some tentative suggestions in this direction.
KW - civil service reform
KW - human resources management
KW - new public administration
KW - new public management
KW - new public service
KW - public administration
KW - public sector motivation
KW - public values
UR - http://www.scopus.com/inward/record.url?scp=85135781804&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85135781804&partnerID=8YFLogxK
U2 - 10.1177/0734371X221117283
DO - 10.1177/0734371X221117283
M3 - Article
AN - SCOPUS:85135781804
SN - 0734-371X
JO - Review of Public Personnel Administration
JF - Review of Public Personnel Administration
ER -