How to align Greek Civil Service with European Union public sector management policies: A demanding role for HR managers in the contemporary public administration context

International Journal of Public Sector Management

Volumn 18, Issue 1, 2005, Pages 54-82

  Sotirakou, Tatiana ^a   Zeppou, Mary ^a  

^a National Center of Public Administration   (Greece)

Author keywords

European directives; Greece; Human resource management; Performance management; Performance measures; Public administration

Indexed keywords

EUROPEAN UNION; HUMAN RESOURCE; PERFORMANCE ASSESSMENT; PUBLIC SECTOR;

EASTERN HEMISPHERE; EURASIA; EUROPE; GREECE; SOUTHERN EUROPE; WORLD;

EID: 19744364196     PISSN: 09513558     EISSN: None     Source Type: Journal    
DOI: 10.1108/09513550510576152     Document Type: Review

References (129)

1. Ammons, D. (1996), Benchmarking for Local Government, Sage Publications, Thousand Oaks, CA
2. Argyris, C. and Schon, D. (1996), Organizational Learning, Addison-Wesley, Reading, MA
3. Argyriadis, D. (1971), Some Aspects of Administrative Change in Four Mediterranean Countries, OECD, Paris
4. Argyriadis, D. (1998), A Public Administration That Performs and Satisfies Citizens, Sakoulas Press, Athens
5. Beer, M. (2001), "How to develop an organisation capable of sustained high performance", Organisational Dynamics, Vol. 29 No. 4, pp. 233-47
6. Berman, E. and Wang, X. (2000), "Performance measurement in US counties: Capacity for reform", Public Administration Review, Vol. 60 No. 5, pp. 409-20
7. Bourne, M. and Neely, A. (1998), "Why do performance measurement initiatives succeed and fail?", in Neely, A. and Waggoner, D. (Eds), Performance Measurement: Theory and Practice, CBP, Cambridge
8. Bovaird, T. and Loffler, E. (2002), "Moving from excellence models of local service delivery to benchmarking good local governance", International Review of Administrative Sciences, Vol. 68 No. 1, pp. 9-24
9. Box, R. (1999), "Running government like a business", American Review of Public Administration, Vol. 29 No. 1, pp. 19-43
10. Boyne, G. (1996), "Scale, performance ad the new public management: An empirical analysis of local authority services", Journal of Management Studies, Vol. 33 No. 6, pp. 807-24
11. Brewster, C. (2002), "Transfer of HRM practices around the world", Human Resource Management in Europe 2nd International Conference Proceedings, Athens, 17 October
12. Brewster, C. and Harris, H. (1999), International HRM: Contemporary Issues in Europe, Routledge, London
13. Brewster, C. and Larsen, H. (1992), "Human resource in Europe: evidence from ten countries", The International Journal of Human Resource Management, Vol. 3 No. 3, pp. 409-34
14. Buckmaster, N. (2000), "The performance measurement panacea", Accounting Forum, Vol. 24 No. 3, pp. 264-78
15. Carnevale, D. (1995), Trustworthy Government, Jossey-Bass, San Francisco, CA.
16. Carter, N., Klein, R. and Day, P. (1992), How Organizations Measure Success, Routledge, London
17. Civil Service Union (1996), Systems of Corporate Negotiations in Public Sector in Europe, Civil Service Union Press, Athens
18. Deal, T. and Kennedy, A. (1982), Corporate Cultures, Addison-Wesley, Reading, MA
19. DeLeon, L. and Denhardt, R. (2000), "The political theory of reinvention", Public Administration Review, Vol. 60 No. 2, pp. 89-97
20. Denhardt, R. and Denhardt, J. (2000), "The new public service: serving rather than steering", Public Administration Review, Vol. 60 No. 6, pp. 549-59
21. Dessler, G. (2000), Human Resource Management, Prentice-Hall, Upper Saddle River, NJ
22. DiMaggio, P. and Powell, W. (1983), "The iron cage revisited: institutional isomorphism and collective rationality in organizational fields", American Sociological Review, Vol. 48 No. 2, pp. 147-60
23. Drucker, P. (1989), The New Realities, Heinemann, London
24. Dunleavy, P. and Hood, C. (1994), "From old public administration to NPM", Public Money and Management, July-September, pp. 9-16
25. Durst, S. and Newell, C. (1999), "Better, faster, stronger, government reinvention in the 1990s", American Review of Public Administration, Vol. 29 No. 1, pp. 61-75
26. EFQM (1999), The EFQM Excellence Model, European Foundation for Quality Management (EFQM), Brussels
27. Fiorelli, J. and Feller, R. (1994), "Re-engineering TQM and work redesign: An integrative approach to continuous excellence", Public Administration Quarterly, Vol. 18 No. 1, pp. 54-63
28. Fitzgerald, J. and Moon, R. (1996), Performance Measurement in Service Industries: Making it Work, CIMA, London
29. Flynn, N. (1993), Public Sector Management, Harvester Wheatsheaf, Hemel Hempstead
30. Fox, C. and Miller, H. (1995), Postmodern Public Administration, Sage Publications, Thousand Oaks, CA
31. Frederickson, G. (1996), "Comparing the reinventing government movement with the new public administration", Public Administration Review, Vol. 56 No. 3, pp. 263-70
32. Frigo, M. (2002), "Trends in strategic performance measurement", PMA Journal, Vol. 2 No. 1, pp. 14-15
33. Gregory, K. (1983), "Native view paradigms: Multiple cultures and culture conflicts in organisations", Administrative Science Quarterly, Vol. 28 No. 3, pp. 359-76
34. Greimer, J. (1996), "Positioning performance measurement for the 21st century", in Halachmi, A. and Bouckeart, G. (Eds), Organizational Performance Measurement in the Public Sector, Quorum, Westport, CT
35. Hofstede, G. (1991), Cultures and Organizations: Software of the Mind, McGraw-Hill, London
36. Hofstede, G. (2002), "Europe: Strengths and pitfalls of cultural diversity", HRM in Europe - Conference Proceedings, Economic University of Athens, 17 October
37. Hoggett, P. (1991), "A new management in the public sector", Policy and Politics, Vol. 19 No. 4, pp. 243-56
38. Holloway, J., Francis, G. and Hinton, M. (1999), "A vehicle for change? A case study of performance improvement in the new public sector", The International Journal of Public Sector Management, Vol. 12 No. 4, pp. 350-64
39. Honadle, B. (1981), "A capacity building framework", Public Administration Review, Vol. 41 No. 5, pp. 575-80
40. Jackson, P. (1995), Measures for Success in the Public Sector, CIPFA, London
41. Kamensky, J. (1996), "The role of reinventing government movement in federal management reform", Public Administration Review, Vol. 56 No. 3, pp. 247-55
42. Kaplan, R. and Norton, D. (1992), "The Balanced Scorecard - measures that drive performance", Harvard Business Review, Vol. 70 No. 1, pp. 71-9
43. Kaplan, R. and Norton, D. (2000), The Strategy Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment, Harvard Business School Press, Boston, MA
44. Kaplan, R. and Norton, D. (2001), "Transforming the balanced scorecard from performance measurement to strategic management", Accounting Horizons, Vol. 15 No. 2, pp. 147-60
45. Kettl, D. and DiIulio, J. (1995), Inside the Reinvention Machine: Appraising Governmental Reform, Brookings Institution, Washington, DC
46. Kickert, W., Klijn, E. and Koppenjan, R. (1997), Managing Complex Networks: Strategies for the Public Sector, Sage, Thousand Oaks, CA
47. Kidger, P. (1991), "The emergence of IHRM", International Human Resource Management, Vol. 2 No. 2, pp. 149-63
48. Legge, K. (1995), Human Resource Management, Macmillan Press, London
49. Makrydimitris, A. (1991), Administrative Studies, Sakoulas Press, Athens
50. Makrydimitris, A. (1992), The Structure of Government, Sakoulas Press, Athens
51. Makrydimitris, A. (1999), Government and Society: Public Administration in Greece, Themelio Press, Athens
52. Makrydimitris, A. (2003), Organizational Theory, Sakoulas Press, Athens
53. Metcalfe, L. and Richard, S. (1987), Improving Public Management, Sage, London
54. Ministry of Public Administration (2001), Politia Reform Act, MPA, Athens
55. Mintzberg, H. (1996), "Managing government, governing management", Harvard Business Review, Vol. 74 No. 3, pp. 75-83
56. Mouzelis, N. (1978), Modern Greece: Facets of Underdevelopment, Macmillan Press, London
57. Myloni, B., Wilk, A. and Mirza, H. (2003), "Host country specific factors and the transfer of HRM practices in multinational companies", The 7th IHRM Conference Proceedings, Limerick University, Limerick, 4-6 June
58. Neely, A. (2002), Business Performance Measurement: Theory and practice, Cambridge University Press, Cambridge
59. Nichols, K. (1997), "The crucial edge of reinvention: A primer on scoping and measuring for organizational change", Public Administration Quarterly, Vol. 21 No. 4, pp. 405-18
60. Nikandrou, I. and Apospori, E. (2003), "Changes in HRM in Europe", The 7th IHRM Conference Proceedings, Limerick University, Limerick, 4-6 June
61. Norman, R. (2002), "Managing through measurement or meaning? Lessons from experience with New Zeland's public sector performance management systems", International Review of Administrative Sciences, Vol. 68 No. 4, pp. 619-28
62. OECD (1997), In Search of Results: Performance Management Practices, OECD, Paris
63. Oliver, C. (1991), "Strategic responses to institutional processes", Academy of Management Review, Vol. 16 No. 1, pp. 145-79
64. Osborne, D. and Gaebler, T. (1992), Reinventing Government, Penguin Group, New York, NY
65. Poister, T. and Streib, G. (1999), "Performance measurement in municipal government", Public Administration Review, Vol. 59 No. 4, pp. 325-35
66. Pollitt, C. (2001), "Convergence: The useful myth?", Public Administration, Vol. 79 No. 4, pp. 933-47
67. Pollitt, C. and Bouckaert, G. (2000), Public Management Reforms: A Comparative Analysi, Oxford University Press, Oxford
68. Powell, W. and DiMaggio, P. (1991), The New Institutionalism in Organizational Analysis, University of Chicago Press, Chicago, IL
69. Reed, D. and Savage, B. (2002), "Issues in introducing quality management in UK public sector organizations", PMA Conference Proceedings, Boston, MA, 17-19 July
70. Rentens, A., Carpinetti, L. and Van Aken, E. (2002), "Measurement system development process", PMA Conference Proceedings, Boston, MA, July
71. Rosenhoover, D. and Kuhn, H. (1996), "Total quality management in the public sector", Public Administration Quarterly, Winter, pp. 434-55
72. Schein, E. (1984), "Coming to a new awareness of organizational culture", Sloan Management Review, Vol. 25 No. 2, pp. 3-16
73. Schon, D. (1983), The Reflective Practitioner, Basic Books, New York, NY
74. Schuler, S. and Jackson, E. (2000), Managing Human Resources, South-Western College Publishing, Cincinnati, OH
75. Sedecon Consulting (2001), "Strategic performance measurement", PMA Journal, Vol. 1 No. 2
76. Simons, R. (1995), Levers of Control, Harvard Business School Press, Boston, MA
77. Sparrow, P., Harris, H. and Brewster, C. (2003), "Towards a new model of elaborating HRM", The 7th IHRM Conference Proceedings, Limerick University, Limerick, 4-6 June
78. Tompkins, J. (2002), "Strategic human resource management in government: Unresolved issues", Public Personnel Management, Vol. 31 No. 1, pp. 95-111
79. Tregaskis, O. and Brewster, C. (2003), "Are European countries converging in their use of flexibilities?", The 7th IHRM Conference Proceedings, Limerick University, Limerick, 4-6 June
80. Wamsley, G. (1990), "The agency perspective", in Wamsley et al. (Eds), Refounding Public Administration, Sage, Newbury Park, CA
81. Wilson, F. (1966), The Machinery of Government in Greece, OECD, Paris
82. Wright, G. (1998), "Perspectives on performance measurement conflict in service businesses", Journal of General Management, Vol. 23 No. 4, pp. 35-50
83. Zajac, G. (1997), "Reinventing government and reaffirming ethics: implications for organizational development in the public sector", Public Administration Quarterly, Winter, pp. 384-404
84. Zeppou, M. and Sotirakou, T. (2003a), "The STAIR model: A comprehensive approach for managing and measuring government performance in the postmodern era", The International Journal of Public Sector Management, Vol. 16 No. 4, pp. 320-32
85. Zeppou, M. and Sotirakou, T. (2003b), "The STAIR model: A public sector performance driver addressing operational and cultural perspectives", EIASM Conference Proceedings, Nice, 17-19 September
86. Zeppou, M. and Sotirakou, T. (2004), "A dual core model for enhancing government performance", in Epstein, M. and Manzoni, J.F. (Eds), Performance Measurement and Management Control: Superior Organisational Performance, Elsevier, Boston, MA
87. Ammons, D. (1995), "Overcoming the inadequacies of performance in local government", Public Administration Review, Vol. 55 No. 1, pp. 37-47
88. Araujou, J. (2001), "Improving public service delivery: The crossroads between NPM and traditional bureaucracy", Public Administration, Vol. 79 No. 4, pp. 915-32
89. Brown, M. (1996), Keeping Score: Using the Right Metrics to Drive World-Class Performance, Quality Resources, New York, NY
90. Collins, J. and Porras, J. (1994), Built to Last: Successful Habits of Visionary Companies, Harper Business, New York, NY
91. Eccles, R. (1991), "The performance measurement manifesto", Harvard Business Review, Vol. 61 No. 1, pp. 131-7
92. Flamholz, E. (1983), "Accounting, budgeting and control systems", Accounting, Organizations and Society, Vol. 8 No. 2, pp. 153-69
93. Francesco, M. (1999), "Measuring performance in policy advice output Australian development", The International Journal of Public Sector Management, Vol. 12 No. 5, pp. 421-31
94. Frigo, M. and Litma, K. (2002), "What is return driven strategy?", Strategic Finance, February
95. Gore, A. (1993), Creating a Government That Works Better and Costs Less, Government Printing Office, Washington, DC
96. Gray, A. and Jenkins, B. (1995), "From public administration to public management: Re-assessing a revolution?", Public Administration, Vol. 73 No. 1, pp. 75-99
97. Guest, D. (1987), "Human resource management and industrial relations", Journal of Management Studies, Vol. 24 No. 5, pp. 503-21
98. Guest, D. and Peccei, R. (1994), "The nature and success of effective human resource management", British Journal of Industrial Relations, Vol. 32 No. 2, pp. 219-42
99. Harrison, R. (1972), "Understanding your organization's character", Harvard Business Review, Vol. 50 No. 3, pp. 119-28
100. Holzer, M. and Callahan, K. (1998), Government at Work: Best Practices and Model Programs, Sage Publications, Thousand Oaks, CA
101. Ingraham, P., Selden, S. and Moynihan, D. (2000), "People and performance: Challenges for the future public service", Public Administration Review, Vol. 60 No. 1, pp. 55-60
102. Ittner, C. and Larcker, D. (1998), "Innovations in performance measurement", Journal of Management Accounting Research, Vol. 10, pp. 205-38
103. Kanter, R. (1989), When Giants Learn to Dance, Simon&Schuster, New York, NY
104. Kaplan, R. and Norton, D. (1996), The BSc: Translating Strategy into Action, Harvard Business School Press, Boston, MA
105. Kettl, D. (2000), "The transformation of governance: globalisation, devolution and the role of government", Public Administration Review, Vol. 60 No. 6, pp. 488-97
106. Legge, K. (1994), "Managing culture: Fact or fiction?", in Sisson, K. (Ed.), Personnel Management, Blackwell, Oxford
107. Lynch, T. and Day, S. (1996), "Public sector performance measurement", Public Administration Quarterly, Vol. 19 No. 4, pp. 404-19
108. Mandell, L. (1997), "Performance measurement and management in North Carolina local government: Revisited", Public Administration Quarterly, Spring, pp. 97-127
109. Martins, R. (2000), "Use of performance measurement systems", in Neely, A. (Ed.), Performance Measurement: Past, Present and Future, CBP, Cranfield
110. Martins, R. (2002), "The use of performance measurement information as a driver in designing a performance measurement system", PMA Conference Proceedings, Boston, MA, 17-19 July
111. Morgan, B. and Schiemann, W. (1999), "Measuring people and performance: Closing the gaps", Quality Progress, Vol. 32 No. 1, pp. 47-53
112. Morgan, G. (1988), Riding the Waves of Change: Developing Managerial Competence, Sage, London
113. Moriarty, P. and Kennedy, D. (2002), "Performance measurement in public sector services", PMA Conference Proceedings, Boston, MA, 17-19 July
114. Mowday, R., Porter, L. and Steers, R. (1982), Employee-Organization Linkages, Academic Press, New York, NY
115. Neely, A. (1998), Measuring Business Performance: Why, What and How, The Economist Books, London
116. Neely, A. (1999), "The performance measurement revolution", International Journal of Operations & Production Management, Vol. 19 No. 2, pp. 205-28
117. Neely, A. and Adams, C. (2000), Perspectives on Performance: The Performance Prism, Performance Measurement Association, University of Cranfield, Cranfield
118. Nicholson, T. and Done, A. (2002), "Structuring the performance debate for management", PMA Conference Proceedings, Boston, MA, July
119. Osborne, D. and Plastrik, P. (1997), Banishing Bureaucracy, Addison-Wesley, Reading, MA
120. Peters, T. and Waterman, R. (1982), In Search of Excellence, Plume Books, New York, NY
121. Pettigrew, A. and Whipp, R. (1991), Managing Change for Competitive Success, Blackwell, Oxford
122. Pfeffer, J. (1998), The Human Equation, Harvard Business School Press, Boston, MA
123. Phillips, P. (2002), "The balanced scorecard as strategic control", PMA Conference Proceedings, Boston, MA, 17-19 July
124. Pollitt, C. and Harrisson, S. (1992), Handbook of Public Services Management, Blackwell, Oxford
125. Porter, L., Steers, R., Mowday, R. and Boulian, P. (1974), "Organisational commitment, job satisfaction and turnover among psychiatric technicians", Journal of Applied Psychology, Vol. 59 No. 5, pp. 603-9
126. Rouse, P. and Putterill, M. (2002), "A generic framework of performance measurement", PMA Conference Proceedings, Boston, MA, 17-19 July
127. Rousseau, D. (2001), "The idiosyncratic deal: Flexibility versus fairness", Organizational Dynamics, Vol. 29 No. 4, pp. 260-73
128. Vankuri, J. and Meklin, P. (2001), Ambiguity in the Use of Performance Measurement Information in Organizations, University of Tampere Press, Tampere
129. Vinzant, J. and Vinzant, D. (1996), "Strategic management and total quality management: Challenges and choices", Public Administration Quarterly, Summer, pp. 200-19