Performance management systems for senior civil servants : how strong is the managerial public service bargain?
By: Hondeghem, Annie
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Contributor(s): DORPE, Karolien Van.
Material type: 
ArticlePublisher: Los Angeles : IIAS, March 2013Subject(s): Agente público | Gestão de desempenho | Serviço público | Setor Público | Bélgica | Dinamarca | Holanda | Reino Unido | Bélgica | Dinamarca | Holanda | Reino UnidoOnline resources: Acesso International Review of Administrative Sciences 79, 1, p. 9-27Abstract: During the past couple of decades we have witnessed important reforms in the public sector in OECD countries. Various forms of performance management systems have been introduced. This had an impact on the role and position of senior civil servants. The traditional public service bargain (PSB) came under pressure and was replaced by at least partially a managerial PSB. This article looks at the performance management systems that have been introduced for senior civil servants in five countries (Canada, the UK, the Netherlands, Denmark, and Belgium) and their impact on the managerial PSB. When there is strong result-based control in the different phases of the performance management cycle, we assume a strong managerial PSB. The finding is that the Anglo-Saxon countries have stronger result-based control systems than the European continental countries. Therefore we conclude that in the former countries the managerial PSBs are stronger than in the latter countries
During the past couple of decades we have witnessed important reforms in the public sector in OECD countries. Various forms of performance management systems have been introduced. This had an impact on the role and position of senior civil servants. The traditional public service bargain (PSB) came under pressure and was replaced by at least partially a managerial PSB. This article looks at the performance management systems that have been introduced for senior civil servants in five countries (Canada, the UK, the Netherlands, Denmark, and Belgium) and their impact on the managerial PSB. When there is strong result-based control in the different phases of the performance management cycle, we assume a strong managerial PSB. The finding is that the Anglo-Saxon countries have stronger result-based control systems than the European continental countries. Therefore we conclude that in the former countries the managerial PSBs are stronger than in the latter countries
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