Paradoxes and Pendulum Swings: Performance Management in New Zealand's Public Sector

Australian Journal of Public Administration

Volumn 62, Issue 4, 2003, Pages 35-49

  Norman, Richard ^a   Gregory, Robert ^a  

^a VICTORIA UNIVERSITY OF WELLINGTON   (New Zealand)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0347063582     PISSN: 03136647     EISSN: None     Source Type: Journal    
DOI: 10.1111/j..2003.00347.x     Document Type: Review

References (69)

1. Argyris, C 1980 'Making the Undiscussable and its Undiscussability Discussable', Public Administration Review 40(3):205-13.
2. Argyris, C 1990 'The Dilemma of Implementing Controls: The Case of Managerial Accounting', Accounting, Organisations and Society 15(6):503-11.
3. Aucoin, P 1989 'Administrative Reform in Public Management: Paradigms, Principles, Paradoxes and Pendulums', Governance 3(2):115-37.
4. Aucoin, P 1995 The New Public Management: Canada in Comparative Perspective, Institute for Research on Public Policy, Montreal.
5. Bailyn, L 1985 'Autonomy in the Industrial R and D Lab', Human Resource Management: Special Issue - The Dilemma of Autonomy vs Control in the Management of Organisational Professionals 24(2):129-46.
6. Behn, R 1988 'Management by Groping Along', Journal of Policy Analysis and Management 7(4):643-63.
7. Caiden, N 1998 'A New Generation of Budget Reform', in BG Peters & D Savoie eds Taking Stock: Assessing Public Sector Reforms, Canadian Centre for Management Development and McGiliy/Queen's University Press, Montreal.
8. Cameron, K & R Quinn 1988 'Organisational Paradox and Transformation', in R Quinn & K Cameron eds Paradox and Transformation: Toward a Theory of Change in Organisation and Management, Ballinger, Cambridge, Mass.
9. Coase, R 1937 'The Nature of the Firm', Economica 4:386-405.
10. Cohen, S & W Eimicke 1995 The New Effective Public Manager: Achieving Success in a Changing Government, Jossey-Bass, San Francisco.
11. Collins, J & J Porras 1994 Built to Last - Successful Habits of Visionary Companies, Random House, London.
12. Davis, G 1997 'Implications, Consequences and Futures', in G Davis, B Sullivan & A Yeatman eds The New Contractualism?, Macmillan, Melbourne.
13. Delbecq, A, A Van de Ven & D Gustafson 1975 Group Techniques for Program Planning: A Guide to Nominal Group and Delphi Processes, Scott Foresman, Glenview, Illinois.
14. Dexter, L 1970 Elite and Specialised Interviewing, Northwestern University Press, Evanston, Illinois.
15. Dixon, J, A Kouzmin & N Korac-Kakabadse 1998 'Managerialism - Something Old, Something Borrowed, Little New: Economic Prescription Versus Effective Organisational Change in Public Agencies', International Journal of Public Sector Management 11(2/3):164-87.
16. Drucker, P 1968 The Practice of Management, Pan, London.
17. Feldman, M & J March 1981 'Information in Organisations as Signal and Symbol', Administrative Science Quarterly 26:171-86.
18. Frederickson, HG 1992 'Painting Bull's- Eyes Around Bullet Holes', Governing, October.
19. French, W & C Bell 1984 Organisation Development: Behavioral Science Interventions for Organisation Improvement, 3rd edn, Prentice-Hall, Englewood Cliffs, NJ.
20. Gregory, R 1995 The Peculiar Tasks of Public Management: Toward Conceptual Discrimination', Australian Journal of Public Administration 54(2): 171-83.
21. Gregory, R 1998 'Political Responsibility for Bureaucratic Incompetence: Tragedy at Cave Creek', Public Administration 76(3):519-38.
22. Gregory, R 2001 'Transforming Governmental Culture: A Sceptical View of New Public Management in New Zealand', in T Christensen & P Laegreid eds New Public Management: The Transformation of Ideas and Practice, Ashgate, Aldershot.
23. Gregory, R & M Painter 2003 'Parliamentary Select Committees and Public Management Reform in Australasia: New Games or Variations on an Old Theme?', Canberra Bulletin of Public Administration 106:63-71.
24. Hofstede, G 1978 The Poverty of Management Control Philosophy', Academy of Management Review 3(3):450-61.
25. Hofstede, G 1981 'Management Control of Public and Not-for-Profit Activities', Accounting, Organisations and Society 6(3):193-211.
26. Hogwood, B 1993 'Restructuring Central Government: The Next Steps Initiative in Britain', in K Eliassen & J Kooiman eds Managing Public Organisations, Sage, London.
27. Hood, C 1990 'De-Sir Humphreyfying the Westminster Model of Bureaucracy: A New Style of Governance?', Governance (3)2: 205-14.
28. Hood, C 1991 'A Public Management for All Seasons?', Public Administration 69(1):3-19.
29. Hood, C 2001 'Control, Bargains and Cheating: The Politics of Public Service Reform', paper presented to the New Public Management panel at the American Political Science Association annual meeting, September.
30. Hood, C 2002 'The Risk Game and the Blame Game', Government and Opposition 37(1):15-37.
31. Hood, C & Jackson, M 1991 Administrative Argument, Dartmouth Publishing, Aldershot, UK.
32. James, C 2002 The Tie That Binds: The Relationship Between Ministers and Chief Executives, Institute of Policy Studies/New Zealand Centre for Public Law, Victoria University of Wellington.
33. Kettl, D 2000 'Performance Management: The State of the Field', paper presented at the Association for Public Policy and Management, 22nd Annual Research Conference, Seattle, Washington.
34. Landau, M & R Stout 1979 'To Manage is Not to Control: Or the Folly of Type II Errors', Public Administration Review 39(2):148-56.
35. Lane, J-E 1997 'Public Sector Reform: Only Deregulation, Privatisation and Marketisation?', in J-E Lane ed. Public Sector Reform: Rationale, Trends and Problems, Sage, London.
36. Lindblom, CE 1959 'The Science of Muddling Through', Public Administration Review 19(2):79-88.
37. Lynn, L 1996 Public Management as Art, Science, and Profession, Chatham House, Chatham, NJ.
38. Mallard, T 2001 Draft Statement of Commitment by the Government to the State Sector, March 2001 , accessed 18 September 2002.
39. Maor, M 1999 'The Paradox of Managerialism', Public Administration Review 59(1):5-18.
40. Nonaka, I & H Takeuchi 1995 The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, New York.
41. Norman, R 1997 Accounting for Government: How New Zealand Built an Accounting System that Tells the Full Story About a Government's Financial Performance, VictoriaLink, Wellington.
42. Norman, R 2001 'Letting and Making Managers Manage: The Effect of Control Systems on Management Action in New Zealand's Central Government', International Public Management Journal 4:65-89.
43. Norman, R 2003a 'Letting and Making Managers Manage in the New Zealand Public Service', PhD thesis, Victoria University, Wellington.
44. Norman, R 2003b (forthcoming) Obedient Servants: Managerial Freedom and Accountability in the New Zealand Public Sector, Victoria University Press, Wellington.
45. OECD 2000 Overview for the International Accrual Accounting and Budgeting Symposium, Paris, 13-14 November (Document: PUMA/SBO(2000) 11/REV3). Available through the website of the OECD at , accessed 27 August 2002.
46. Osborne, D & P Plastrik 1997 Banishing Bureaucracy: The Five Strategies for Reinventing Government, Addison-Wesley, Reading, Mass.
47. Ouchi, W 1979 'A Conceptual Framework for the Design of Organisational Control Mechanisms', Management Science 25(9):833-48.
48. Parker, L, K Ferris & T Otley 1989 Accounting for the Human Factor, Prentice-Hall, Sydney.
49. Peters, BG 1998 'What Works? The Antiphons of Administrative Reform', in BG Peters & D Savoie eds Taking Stock: Assessing Public Sector Reforms, Canadian Centre for Management Development and McGill/Queen's University Press, Montreal.
50. Pollitt, C 1990 Managerialism and the Public Services: The Anglo-American Experience, Basil Blackwell, Cambridge, Mass.
51. Quinn, R 1988 Beyond Rational Management, Jossey-Bass, San Francisco.
52. Ranson, S & J Stewart 1994 Management for the Public Domain: Enabling the Learning Society, Macmillan, London.
53. Rogers, S 1999 Performance Management in Local Government, Financial Times Professional, London.
54. Schick, A 1996 The Spirit of Reform, State Services Commission, Wellington.
55. Schön, DA 1983 The Reflective Practitioner: How Professionals Think in Action, Basic Books, New York.
56. Scott, G 1996 Government Reform in New Zealand, International Monetary Fund, Washington DC.
57. Simon, HA 1946 'The Proverbs of Administration', Public Administration Review 6(1):53-67.
58. Simons, R 1995 Levers of Control How Managers Use Innovative Control Systems to Drive Strategic Renewal, Harvard Business School Press, Boston.
59. State Services Commission 1999 Improving Accountability: Setting the Scene. Occasional Paper 10, State Services Commission, Wellington.
60. State Services Commission 2001 Report of the Advisory Group on the Review of the Centre. State Services Commission, Wellington. See .
61. Thomas, PG 2002 'Steering by Remote Control: Planning, Performance Measurement, Accountability, and Learning', paper presented to the Financial Management Institute, Professional Development Conference, Ottawa, 26 November.
62. Treasury 1987 Government Management: A Report to the Incoming Government, The Treasury, Wellington.
63. Ulrich, D 1997 Human Resource Champions: The Next Agenda for Adding Value and Delivering Results, Harvard Business School Press, Boston.
64. Vickers, G 1965 The Art of Judgment: A Study of Policy Making, Harper & Row, London.
65. Whitehead, AN 1920 The Concept of Nature, Cambridge University Press, Cambridge.
66. Wildavsky, A 1979 Speaking Truth to Power: The Art and Craft of Policy Analysis, Little, Brown & Co, Boston.
67. Williamson, O 1985 The Economic Institutions of Capitalism: Firms, Markets, Relational Contracting, The Free Press, New York.
68. Wilson, JQ 1989 Bureaucracy: What Government Agencies Do and Why They Do It, Basic Books, New York.
69. Wright, V 1997 'The Paradoxes of Administrative Reform', in W Kickert ed. Public Management and Administrative Reform in Western Europe, Edward Elgar, Cheltenham.