La réforme administrative au gouvernement du Québec : étude du processus de changement sur la culture organisationnelle
By: PROULX, Denis; BRIÈRE, Sophie
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ArticlePublisher: Toronto : IPAC, Spring 2005Canadian Public Administration : the journal of the Institute of Public Administration of Canada 48, 1, p. 53-72Abstract: Many governments have implemented reform processes that have led to the modernization of the state. These processes involve a value dimension that has been influenced by new public management. Based on the premise that administrative reform may be viewed as a cultural and psychosocial phenomenon, this article reveals key actors perceptions of the processes in the modernization of Quebecs public administration (Loi sur ladministration publique). This research, based on twenty interviews of human resources directors from ministries and public organizations, shows that the perceptions about reform are diverse and that the political influence of the reforms appears more in the objectives than in the design. In addition to showing the principal facilitating initiatives and a few obstacles to change, the research illustrates that the human resources directors perception of the actual nature of change is variable and can be grouped into three categories. Finally, this research presents different types of cultures, showing the importance of adjusting implementation modes for the reforms success. It illustrates the importance of taking care of the implementation rather than trying to define an ideal model. A look at the future completes the study
Many governments have implemented reform processes that have led to the modernization of the state. These processes involve a value dimension that has been influenced by new public management. Based on the premise that administrative reform may be viewed as a cultural and psychosocial phenomenon, this article reveals key actors perceptions of the processes in the modernization of Quebecs public administration (Loi sur ladministration publique). This research, based on twenty interviews of human resources directors from ministries and public organizations, shows that the perceptions about reform are diverse and that the political influence of the reforms appears more in the objectives than in the design. In addition to showing the principal facilitating initiatives and a few obstacles to change, the research illustrates that the human resources directors perception of the actual nature of change is variable and can be grouped into three categories. Finally, this research presents different types of cultures, showing the importance of adjusting implementation modes for the reforms success. It illustrates the importance of taking care of the implementation rather than trying to define an ideal model. A look at the future completes the study
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