Paradoxes and pendulum swings: performance management in New Zealand's public sector
By: Norman, Richard.
Contributor(s): Gregory, Robert.
Material type:
ArticlePublisher: 2003Description: p.35-49.Subject(s): Public administration - New Zealand | Public administration
In:
Australian Journal of Public AdministrationSummary: Under New Zealand's radical state sector reforms, `empowered' managers are held accountable in an arm's length way by politicians and control agencies through the use of clearly states objectives and the availability of quality information about progress towards those objectives. However, empirical research indicates that this thermostatic metaphor embodies a number of paradoxes. A great deal of international attention has been paid to these reforms, but New Zealand has not discovered any ultimate resolution of the fundamental paradox of modern bureaucracy - the tendency for control to subvert purpose - and his now seeking a new `balance' between these two managerial imperatives. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 62, Issue no: 4 | Available | AR59649 |
Under New Zealand's radical state sector reforms, `empowered' managers are held accountable in an arm's length way by politicians and control agencies through the use of clearly states objectives and the availability of quality information about progress towards those objectives. However, empirical research indicates that this thermostatic metaphor embodies a number of paradoxes. A great deal of international attention has been paid to these reforms, but New Zealand has not discovered any ultimate resolution of the fundamental paradox of modern bureaucracy - the tendency for control to subvert purpose - and his now seeking a new `balance' between these two managerial imperatives. - Reproduced.
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