Gestion des ressources humaines et nouveau management public : opinions de gestionnaires fédéraux et québécois
By: DEMERS, Jacynthe; GOW, James Iain
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ArticlePublisher: Toronto : IPAC, Winter 2002Canadian Public Administration : the journal of the Institute of Public Administration of Canada 45, 4, p. 512-537Abstract: Since managers play a predominant role in the implementation and thus the success of government programs, the authors interviewed several in the Canadian and Quebec public services, all working in Quebec, to learn their opinions about the new public management (NPM). It was expected that managers would be inclined to favour the introduction of this new form of state administration. However, a number of them did not view favourably some of the new techniques of personnel management stemming from the NPM. Federal managers interviewed were generally more inclined to favour and to use such techniques. In an effort to explain the observed differences, the authors have developed a historical-institutional argument. While federal administrators have a long experience of managerial reforms, the egalitarian bureaucratic ethos of the sixties and seventies may have led Quebec managers to resist the individualist and competitive techniques of the NPM
Since managers play a predominant role in the implementation and thus the success of government programs, the authors interviewed several in the Canadian and Quebec public services, all working in Quebec, to learn their opinions about the new public management (NPM). It was expected that managers would be inclined to favour the introduction of this new form of state administration. However, a number of them did not view favourably some of the new techniques of personnel management stemming from the NPM. Federal managers interviewed were generally more inclined to favour and to use such techniques. In an effort to explain the observed differences, the authors have developed a historical-institutional argument. While federal administrators have a long experience of managerial reforms, the egalitarian bureaucratic ethos of the sixties and seventies may have led Quebec managers to resist the individualist and competitive techniques of the NPM
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