Codes of conduct and generations of public servants
By: Glor, Eleanor.
Material type:
ArticlePublisher: 2001Description: p.525-41.Subject(s): Civil service ethics | Civil service
In:
International Review of Administrative SciencesSummary: This article suggests the generatinal beliefs of public servants are a factor in the efficacy of codes of conduct. Ethical behaviour by public servants is necessay to good government today because its values have changed. In the past public service values were commitment to the public interest or public good, public service, euality and due and fair porocess. The primary motivator for public servants was the opportunity to contribute, to make a difference. Under the influence of the new public management, the focus has shifted to efficiency, flexibility, privatization, entrepreneurialism, customer service/satisfaction, and accountability for results. Codes reinforce these values. In the context of the NPM, pu blic servants are viewed as largely motivated by personal utility maximization. In keeping with this economic model of behaviour, incentives have been introduced to influence public servants - positively with rewards, negatively with punishment. Penalties are sometimes embodied in codes. Thus codes of conduct are seen as useful tools for value and culture change, visible mechanism and more flexible devices than anti-corruption laws for enforcing ethical behaviour. Codes can be changed and adapted to organizational cultures and needs. Without requiring the specificity or standards of law, codes can specify expectation and be enforced.
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Articles
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Indian Institute of Public Administration | Volume no: 67, Issue no: 3 | Available | AR51660 |
This article suggests the generatinal beliefs of public servants are a factor in the efficacy of codes of conduct. Ethical behaviour by public servants is necessay to good government today because its values have changed. In the past public service values were commitment to the public interest or public good, public service, euality and due and fair porocess. The primary motivator for public servants was the opportunity to contribute, to make a difference. Under the influence of the new public management, the focus has shifted to efficiency, flexibility, privatization, entrepreneurialism, customer service/satisfaction, and accountability for results. Codes reinforce these values. In the context of the NPM, pu blic servants are viewed as largely motivated by personal utility maximization. In keeping with this economic model of behaviour, incentives have been introduced to influence public servants - positively with rewards, negatively with punishment. Penalties are sometimes embodied in codes. Thus codes of conduct are seen as useful tools for value and culture change, visible mechanism and more flexible devices than anti-corruption laws for enforcing ethical behaviour. Codes can be changed and adapted to organizational cultures and needs. Without requiring the specificity or standards of law, codes can specify expectation and be enforced.
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