Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Review of Public Personnel Administration
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Kearney, R. C.
Right arrow Articles by Hays, S. W.
Right arrow Search for Related Content
Social Bookmarking
 Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Reinventing Government, The New Public Management and Civil Service Systems in International Perspective

The Danger of Throwing the Baby Out with the Bathwater

Richard C. Kearney

East Carolina University

Steven W. Hays

University of South Carolina

Reinventing government is a cross-national movement that has important, and potentially negative, implications for the career civil service. This article examines the global development of the reinventing government movement, arguing that it represents at least in part an attack on bureaucratic power and the career public service Each of its principal themes—including debureaucratization, decentralization, privatization, and managerialism —poses challenges to important public service values We argue that reinventing government, contrary to its most ardent proponents' rhetoric, threatens to undermine the important role played by public servants in modern democratic governments The broad implications of this argument are explored.

Review of Public Personnel Administration, Vol. 18, No. 4, 38-54 (1998)
DOI: 10.1177/0734371X9801800404


Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
Review of Public Personnel AdministrationHome page
R. P. Battaglio Jr and C. B. Ledvinka
Privatizing Human Resources in the Public Sector: Legal Challenges to Outsourcing the Human Resource Function
Review of Public Personnel Administration, September 1, 2009; 29(3): 293 - 307.
[Abstract] [PDF]


Home page
Asia Pacific Journal of Human ResourcesHome page
C. Sheehan
Outsourcing HRM activities in Australian organisations
Asia Pacific Journal of Human Resources, August 1, 2009; 47(2): 236 - 253.
[Abstract] [PDF]


Home page
J Public Adm Res TheoryHome page
A. J. Noblet and J. J. Rodwell
Integrating Job Stress and Social Exchange Theories to Predict Employee Strain in Reformed Public Sector Contexts
J. Public Adm. Res. Theory., July 1, 2009; 19(3): 555 - 578.
[Abstract] [Full Text] [PDF]


Home page
J Public Adm Res TheoryHome page
J. E. Kellough and L. G. Nigro
Dramatic Reform in the Public Service: At-Will Employment and the Creation of a New Public Workforce
J. Public Adm. Res. Theory., July 1, 2006; 16(3): 447 - 466.
[Abstract] [Full Text] [PDF]


Home page
Review of Public Personnel AdministrationHome page
J. D. Coggburn
At-Will Employment in Government: Insights From the State of Texas
Review of Public Personnel Administration, June 1, 2006; 26(2): 158 - 177.
[Abstract] [PDF]


Home page
Review of Public Personnel AdministrationHome page
M. F. Masters and R. R. Albright
How Internal Stakeholders View Partnership: Implications for Future Federal-Sector Labor-Management Relations
Review of Public Personnel Administration, December 1, 2005; 25(4): 353 - 383.
[Abstract] [PDF]


Home page
Review of Public Personnel AdministrationHome page
S. W. Hays
Trends and Best Practices in State and Local Human Resource Management: Lessons to Be Learned?
Review of Public Personnel Administration, September 1, 2004; 24(3): 256 - 275.
[Abstract] [PDF]


Home page
Review of Public Personnel AdministrationHome page
C. W. Gossett
Civil Service Reform: The Case of Georgia
Review of Public Personnel Administration, June 1, 2002; 22(2): 94 - 113.
[Abstract] [PDF]


Home page
Urban Affairs ReviewHome page
R. C. Kearney and C. Scavo
Reinventing Government in Reformed Municipalities: Manager, Mayor, and Council Actions
Urban Affairs Review, September 1, 2001; 37(1): 43 - 66.
[Abstract] [PDF]


Home page
Review of Public Personnel AdministrationHome page
J. D. Coggburn
The Effects of Deregulation on State Government Personnel Administration
Review of Public Personnel Administration, October 1, 2000; 20(4): 24 - 40.
[Abstract] [PDF]


Home page
Review of Public Personnel AdministrationHome page
L. G. Nigro and J. E. Kellough
Civil Service Reform in Georgia: Going to the Edge?
Review of Public Personnel Administration, October 1, 2000; 20(4): 41 - 54.
[Abstract] [PDF]


Home page
Review of Public Personnel AdministrationHome page
C. Newell and S. L. Durst
The Reorganization Perspectives of Personnel Administrators: Managers in the Middle
Review of Public Personnel Administration, October 1, 1999; 19(4): 17 - 30.
[Abstract] [PDF]


Home page
Review of Public Personnel AdministrationHome page
M. Van Wart
Is Making Any Fundamental Change in the Civil Service Dangerous?
Review of Public Personnel Administration, January 1, 1999; 19(1): 71 - 76.
[PDF]