Transforming public services – transforming the public servant?

Abstract

Purpose

To investigate the interdependence between organizational forms and the identities of managers and front line personnel in government services.

Design/methodology/approach

A conceptual paper based upon and adding to theories and typologies developed by Douglas and Considine and Lewis. It also uses an empirical study of three Norwegian public services to support the hypothesis that distinct professional groups respond differently to new public management (NPM) reforms.

Findings

The transformation of government services towards market based and private sector management models is challenging traditional cultures and identities of service providers. In general there is opposition to the reforms because of their effect on the ability of professionals to do a good job. Professional groups are responding in different ways to new management systems and organisational forms and new identities are emerging. There is evidence that a hybrid form of bureaucracy is emerging which combines some virtues of the traditional procedural bureaucracy with flexibility, user focus, participation and professional pride.

Research limitations/implications

The data used in the paper was not originally collected to test models or theories. Further research, therefore, is necessary to specifically explore the link between professional and individual identities and organisational and management forms.

Originality/value

It contributes to the growing literature on the impact of NPM on professional civil servants' identity and their response to the changing cultures of the organisations in which they work.

Citation

Berg, A.M. (2006), "Transforming public services – transforming the public servant?", International Journal of Public Sector Management, Vol. 19 No. 6, pp. 556-568. https://doi.org/10.1108/09513550610686627