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Performance management is the ‘Achilles heel’ of many reforms and public management practices and requires changes. Governance in general and co-production in particular impose an organizational setting which requires rethinking performance management, which is still conceptually embedded in New Public Management paradigm. This chapter builds on the latest co-production framework and service-dominant logic and outlines new challenges for rethinking performance measurement and management. It also discusses how public service design (PSD) may interact with them. As a result the need to shift between performance control loops has been emphasized, suggesting that service design may significantly support internal ex-nunc performance management. Although it should be facilitated in addressing some of the performance challenges, an outline of a framework for appropriate method has also been proposed.

Australia is one of the Anglophone countries that readily adapted to a public management approach. Reforms since the 1980s have shown remarkable breadth, longevity and significance. The reforms acknowledge failure of existing approaches and the need to address management deficiencies, fiscal stress and increased complexity. This chapter discusses four cases, reflecting leadership from core agencies as well as executives. Financial management reform was initially led by Finance, and then a broader agenda was pursued through a senior management committee under the Department of the Prime. However, devolution of responsibilities from central agencies did not appear to make managers more accountable. Finance was weakened by devolution and unable to exercise appropriate leadership, and agencies did not integrate performance management reform with internal planning processes. By contrast, a one-stop shopping service for welfare was successful, although later folded in the Department of Human Services. DPMC also launched reform process in the 2010s, although not a priority of the prime minister, some recommendations, such as leadership development and talent management, were implemented that increased public service capacity. The case of Australia shows that in spite of variable political support and leadership by central agencies, a relatively stable environment (governments serving multiple terms) allowed implementation to proceed in the mid-term, including incentives to ensure responsiveness at department levels.

Public service ethos (PSE) is traditionally associated with public administration, bureaucracy and frontline response. Thinkers such as Aristotle and Weber embedded ideas of public virtue and vocation, yet new managerialism, as well as changes to public services management challenge traditional notions of PSE. Recent events such as the COVID-19 pandemic, counter terrorism and government austerity agendas have put PSE back into the public eye. In this chapter we examine the context for a renewed PSE as a crucial aspect of resilience for workers in public services and public management. We focus on three areas that we feel are important for PSE: policy, purpose and pedagogy, and how a renewed PSE can inform pedagogy in the discipline, renewing ideas of vocation in public administration training.

The objective of this article is to propose a panel of management performance evaluation indicators at operator level. This panel would be the tool to be made available to an observatory that should be set up by regulation. The proposal comes at the right time given that Morocco is planning a major reform of the sector very soon. A framework law has already been promulgated for this purpose (Law 51-21 relating to the reform of public establishments).

The proposed panel is the result of (1) a review of the literature dealing with public management theories, in particular those relating to industrial and commercial public services and whose character is captive. The management of the latter requires a great deal of caution to preserve their economic balance and consequently their sustainability. (2) A review of experiences of countries is chosen because of contextual their similarities with Morocco like France having a similar legal background, Tunisia and Algeria chosen for geographical and economic similarities. The British experience is also discussed for what it represents as a liberal model in the management of public water and sanitation services, as opposed to the German model also studied and which stands as the only country where the management of public services has almost always been a communal prerogative. The analysis of these models has made it possible to identify management evaluation practices that could be adapted to the Moroccan context. (3) Research work by practitioners and reports from specialized international institutions (International Water Association [IWA]). (4) A critical analysis of a multitude of management and activity reports from 12 autonomous authorities and 4 private delegates covering 16 million inhabitants of the urban environment. A total of 15 indicators are developed. They aim to assess the effectiveness of management in terms of saving drinking water and preserving the natural environment from the pollution of water resources.

Approximately, 15 indicators for assessing water resource management in public water and sanitation services are proposed. These indicators relate to the efficiency of pipe networks, the performance of storage systems and losses in users' homes. Indicators specific to liquid sanitation systems, particularly with regard to the control of wastewater overflows into the public highway and their treatment before discharge into the natural environment, are also proposed.

The application of the results of this research could be confronted with its appropriation by the operators. Indeed, the investment involved in setting up the proposed evaluation system, as well as the conflict of interest that may arise in the process of formalizing and standardizing the system at the national level, may slow down the process of setting it up.

In practice, the implementation of a system for evaluating the performance of water resource management in public drinking water and liquid sanitation services would make it possible to optimize the volume of water to be mobilized. Substantial savings are expected both at the level of the resource itself and at the level of the investments that accompany the realization of the mobilization and distribution infrastructures. These savings will be very useful for the creation of other similar services and to serve more people.

The distribution of drinking water and liquid sanitation is a vital human need. These services are extremely captive. They are key factors in the socioeconomic development of the territory and the citizen. The impact is transversal and affects the lifestyle of the populations. On the one hand, it favors the sedentarization of the populations and on the other hand, preserves their health by fighting against the diseases of water origin. In addition, the comfort that it provides in the daily life of users is highly coveted when they are delivered in a modern way and arranged with modern technologies.

The regulation of public drinking water and liquid sanitation services in Morocco is the weakest link in the sector. The Ministry of the Interior is legally responsible for setting up a standard system for evaluating the management of these services to fill this gap (organic law 113-14 on municipalities). Unfortunately, this initiative is not yet underway. The opportunity to apply the results of this research is well timed. Morocco plans to launch a global reform of the sector starting in 2022–2023 (Law 50-21 on the reform of public institutions).

Recent literature within public service logic has called for more explicit conceptualisation of customer value in public services. This study aims to fill this gap by examining how the customer value approach can be applied in the management of public health care services.

This study is a qualitative case study of management of public health care services in Finland. The authors interviewed 17 regional health care service developers and analyzed the interview data using thematic analysis.

The study suggests five propositions for applying customer value approach from the marketing literature in public health care service management. The study enables a deeper understanding of customer value creation in this context and improvement of public health care services.

This study contributes to the public management research in general and public service logic research in particular by suggesting what constitutes customer value in public health care services.

The purpose of this paper is to explore the relationship between public management reform and ethics management in the South African public service. A case study, the Department of Correctional Services, is used to illustrate the impact of reforms. The paper sets the foundation for further research and debate on the topic.

The paper is placed within the current theoretical discourse of corruption and its prevention. It is mainly the product of a literature review on the most recent publications on corruption and its prevention, as well as a survey of South African statutory and government publications and reports. With regard to the empirical research, a combination of qualitative and quantitative research approaches is used.

The paper is exploratory in nature. It sets the scene for further empirical research to determine the causal relationship between public management reform and ethics management in developing states. The haphazard implementation of management reform could lead to weaknesses in the management of ethics within the public service.

In addition to the evaluation of literature and a description of the most recent theoretical work on corruption, this paper aims to engage in substantial empirical research. This component of the research project, however, is at its initial stage.

The paper provides a starting point for debate on ethics management within developing states. Developing states, in particular, are subject to the negative consequences of corruption. It is argued that public management reform should be approached with caution, as it could have adverse consequences for the management of ethics.

This paper describes ethics management in the South African public service within the international discourse of public management reform. It explores the relationship between ethics management and the public management reform agenda, specifically within a context of developing states.

Accountability in personnel records management is to a large extent, dependent on the availability of personnel records, there has been very little recognition of the need to address the management of personnel records as evidence for accountability either in relation to Freedom of Information (FOI) or Open Data. It is in this regard, therefore, the purpose of this study is to investigate the legal frameworks for personnel records management in support of accountability. The study used a descriptive design which combined both qualitative and quantitative approaches where both qualitative and quantitative information was involved in the study. Founded on the records life cycle and the records continuum, the study aimed to fulfil its main objective: establishing legal frameworks for personnel records management at Garissa County Government (GCG). Purposive sampling was used to select 11 Human Resource Management Officers (HRMO), 11 Personnel Record Management Officers (PRMO) and 11 Personnel Records Management Clerks (PRMC) and 55 staff members who made the total sample of 88 respondents. Data collected were analysed using descriptive statistics with the help of a Statistical Package for Social Scientists (version 17) was used to perform the analysis of quantitative data and presented through frequency tables, percentages, means and standard deviations. Results indicated that the County Government does not have legal frameworks in personnel records management. Several challenges were identified including lack of personal records management policy, lack of integrity, lose of documents/file and poor communication system. Generally, the study shows that legal frameworks in personnel records management is very important in accountability, therefore, GCG management needs to take measure to improve legal frameworks in personnel records management infrastructure and develop personnel records management policy.

The study was conducted using a descriptive design. This design ensures that data collected are analysed and findings are reported to establish a better understanding of a physical or social phenomenon. The descriptive design combined both qualitative and quantitative approaches where both qualitative and quantitative information was involved in the study. The study was conducted at the County Government of Garissa’s Head Quarters; it targeted staff involved in personnel records management. Garissa town was selected because it is a centre of various activities in County Government of Garissa. The target population comprising HRMO, PRMO, PRMC and staff from different ministries who depended on the personnel records management activities. Purposive sampling was used to select 11 HRMO, 11 PRMO, 11 PRMC and 55 staff members who made the total sample of 88 respondents from the population. Questionnaire method was used to collect data from HRMO, PRMO, PRMC and staff members quickly and give more freedom (in terms of time and flexibility) to the respondents. Interviews were used to obtain more in-depth information from the PRMO, HRMO and PRMC being the individuals’ in-charge of personnel records were to provide information on legal frameworks for personnel records management at GCG.

Lack of a policy signifies a lack of accountability and awareness of the personnel records management standards, meaning that the staffs are not aware of their responsibilities towards the management of the County’s records. This is therefore likely to contribute significantly to poor performance (Mampe and Kalusopa, 2012). This then puts the County in a precarious position regarding personnel records due to lack of guidelines on classing and handling of personnel records. Lack of a policy also shows a lack of commitment in the area, purporting neglect, where responsibilities are not clearly assigned and remain unclear. Weak institutional capacity and the absence of, for example, comprehensive personnel records management policies have been cited as one of the main causes of archival (as well as records management) underdevelopment in Africa (Ngulube and Tafor 2006). From the reactions of the existence of a draft policy, the staff indicated that it covered among other things: a policy statement, scope, definition of terms, applicable legislation and procedures, mail management encompassing both incoming and outgoing mail, filing classification, retention and disposal, as well as a statement of responsibilities. The study revealed that: personnel records management in Kenya operates under the framework and guidance of the Kenya National Archives and Documentation Services – KNADS which is supported by the Public Archives and Documentation Services Act, Cap 19. Besides the Cap 19, of 1965 of the Laws of Kenya, there are also various legislations that support the management of records in Kenya including the Ministry of State for Public Service (MSPS) (DPM) Circular on personnel records reference number DPM. 12/6A Vol. I (71) of 12th March 2008, the Records Management Procedure Manual for the Public Service, May 2010, prepared by the MSPS in consultation with the KNADS to provide guidelines and procedures to be followed in the day to day management of records in the public service. It is meant to be used alongside existing laws and legislation governing records management in the service. The effective utilization of the manual as stated by the Ministry is to contribute towards the government’s quest to achieve good governance and accountability in the Public Service. Adherence to the Manual is also meant to streamline personnel records management practice leading to effectiveness and efficiency in service delivery and the Government Financial Regulations and Procedures, chapter 23, section 4:2–5 give guidelines on the retention period for financial records. The management of personnel records is guided by various legislations and circulars such as Public Archives and Documentation Service Act, (Cap.19, Laws of Kenya) revised 1991, The Employment Act Chapter 226, revised in 1977 and 2007, The Regulation of Wages and Conditions of Employment Act Chapter 229, Income Tax Act Chapter 470 revised 1989, The National Social Security Fund Act Chapter 258 revised 1989, The Service Commission Act Chapter 185 of 1967 and DPM.12/6A VOL. I (71) dated 12th March 2008 on the destruction of personnel records. Compliance to all the above legal frameworks will ensure that personnel records management in support of accountability at GCG is achieved.

The lack of effective personnel records management programme in a county agency was in itself non-conformity to the requirements and guidelines issued by the public services, thus leading to a lot of caution on how much could be revealed regarding the same. The focus of the study was on the assessment of paper-based and electronic personnel records management within the County Government. The assessment excluded other electronic records, such as online databases, with only personnel records being considered.

Nonexistence of personnel records management legal frameworks implies that the responsibilities for cooperate record management to GCG plans and guidelines of managing personnel records were inefficient. As a result of the absence of written personnel records management policy, there was also a lack of guidelines for appraisal, disposition and schedules of records. On legal frameworks for personnel records management at GCG, the findings revealed that there were many policies in GCG but personnel records management policy was missing which is very crucial. Record management policy will also enhance human resource management policy. The missing of the personnel records management policy reduces the accountability to people who deal with records management in general, increases lack of integrity and indicate that there is a presence of irrational decision.

The missing of the personnel records management policy reduce the accountability to people who deal with records management, in general, increases lack of integrity and indicate that there is a presence of irrational decision.

The purpose of the study was to investigate the management of personnel records in support of accountability in devolved governments: A case of GCG.

Looks at how radical some of the “Thatcherite” reforms in public management have been, and explores the structural changes to public sector organizations. Briefly examines the introduction of executive agencies in central government; the quasi‐market into the health service and competitive tendering in local government, together with privatization of utilities and the impact of European integration. Focusing on public “human services”, reviews a model of such organizations which has been used to underpin a successful postgraduate programme aimed at human services professionals and managers. Using the notion of domains – of policy, management and services – the programme has sought to integrate both practitioner experience and academic disciplines. Concludes by arguing that a diversity of management programmes are needed to cater for diverse experiences of public management and that recent trends in the UK to strait‐jacket management education within a single generic framework are counter‐productive.

With their focus on private companies, histories of personnel management and human resource management have neglected the much earlier development of these practices in public sector organisations. The purpose of this paper is to examine the origins and development of modern personnel management in the Australian colonial public services between 1856 and 1901 in order to set the record straight about when, why and how integrated and formal sets of personnel management practices were adopted in organisations to manage employees.

The research is based on close examination of public service legislation enacted between 1856 and 1901 in the Australian colonies, the reports of Royal Commissions and Inquiries on the public services and the evidence they gathered, and published histories on public service organisations.

This paper finds that a clear model of systematic personnel management evolved in Australia's colonial public services between 1856 and 1901. While the development and diffusion of personnel management techniques in the public sector varied considerably among the colonies in scope, nature, effectiveness and longevity, there were integrated, coherent sets of personnel policies and practices in place in several colonies several decades before their emergence in private firms.

In tracing the origins of personnel management in Australia to the colonial public services in the years following the granting of responsible government in 1856, this paper challenges the conventional understanding of personnel management as a twentieth century phenomenon of private companies.

Gridded management in the public service supply is still in the experience exploratory stage, and this paper aims to analyze the inherent logic and operation mode of the gridding mechanism of the public supply based on the existing theory study and practices, and verify its efficiency so as to come to the conclusion whether it could be promoted to a wider range.

The methodology applied in this paper was case study/deductive induction.

The grid model in the public service supply needs to be demonstrated completely in theoretical logic and operation principles before it is promoted across the country. Meanwhile, full support of the government is required in terms of service concept, function distribution, technical parameters and infrastructure.

The inherent logic and operation mode of the gridding mechanism of the public service supply needs enough practice tests. The practical test of efficiency analysis of the gridding mechanism of the public service supply is not enough.

This paper validated whether the gridding mechanism that originated from China’s urban management can be promoted to all over the country in the public service supply. It provides references for government policy.

This paper constructs a gridded management model for public service provision in urban and rural areas on the basis of an analysis of the plight of traditional model of public service provision, thus delivering the same standard of public service for both urban and rural areas through optimization of resource allocation without requiring more supply and fundamental change to the content of service.