The autonomy of government agencies in Germany and Norway : explaining variation in management autonomy across countries and agencies
By: Bach, Tobias
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ArticlePublisher: Los Angeles : SAGE, June 2014Subject(s): Autonomia Administrativa | Agência Reguladora | Delegação | Gestão de Pessoas | Alemanha | NoruegaOnline resources: Acesso | Acesso International Review of Administrative Sciences 80, 2, p. 341361Abstract: This article reports the results of a comparative analysis of the human resources management (HRM) autonomy of government agencies in Germany and Norway. Whereas the academic literature largely focuses on ministryagency relations in countries where agencies have been only recently established, these two countries have a long tradition of delegation to agencies outside ministerial departments. However, although sharing a broadly similar administrative tradition, each country differs with regard to the management reform trajectory. This allows an empirical test to be carried out of the effects of management reforms on HRM autonomy, drawing on survey data. The article also discusses the literature on how task characteristics and formal agency structure supposedly affect agency autonomy and puts these claims to an empirical test. The empirical analysis reveals cross-country differences, a somewhat limited effect of task characteristics, and a clear effect of formal structure on de facto HRM autonomy, especially in the German context
This article reports the results of a comparative analysis of the human resources management (HRM) autonomy of government agencies in Germany and Norway. Whereas the academic literature largely focuses on ministryagency relations in countries where agencies have been only recently established, these two countries have a long tradition of delegation to agencies outside ministerial departments. However, although sharing a broadly similar administrative tradition, each country differs with regard to the management reform trajectory. This allows an empirical test to be carried out of the effects of management reforms on HRM autonomy, drawing on survey data. The article also discusses the literature on how task characteristics and formal agency structure supposedly affect agency autonomy and puts these claims to an empirical test. The empirical analysis reveals cross-country differences, a somewhat limited effect of task characteristics, and a clear effect of formal structure on de facto HRM autonomy, especially in the German context
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