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Examines the relationships and problems that exist between the theory and practice of human resource development in the public sector. Aims at enhancing the capability of human resource management systems to adapt and respond proactively to a constantly changing environment in the 1990s and beyond. Identifies and analyses the evolution and development of human resource management systems in the Barbados public sector with special reference to the role of the personnel agencies, systemic as well as sectoral problems, policy/political constraints and the relationships between management capability and national development.

The paper discusses the balance between values and economic efficiency in the public sector in comparison with the private sector. The argument is that the public sector, hence the public welfare service institutions, can learn much from the private service sector, hence the private service firms with regard to the relation to values, ethics, corporate social responsibility (CSR) and efficiency in order to improve the balance between values and efficiency in the public sector.

The paper discusses the concept of balance in relation to the development of the management of private service companies as a useful alternative to new public management (NPM). It discusses this with regard to three issues: the evolution of the management of private companies; what can the public sector, hence the public welfare institutions, learn from the evolution of management of private companies? How would it be possible for governments to work for an alternative to NPM, on the basis of the experiences of management of private companies, improving the balance between values and economic efficiency in the public sector?

It is argued that a deadlock in the development of efficiency management in the public sector, hence in the public welfare service institutions, is created. It is argued, furthermore, that this deadlock to a great extent, paradoxically, is created because of the focusing on NPM for almost two decades as the most important tool to develop efficiency management in the public sector. Finally, it is argued that the experiences in private companies regarding how to find a proper balance between values, ethics, CSR and economic efficiency can be very helpful in developing a strategy within the public sector to unlock the deadlock regarding the development of efficiency management. That is why the experiences of management of the private services companies can become a constructive alternative to the experiences of NPM in the public sector at the level of welfare institutions.

There would be potential for more research on CSR, business ethics and values‐driven management in relation to the public sector.

The paper offers new insight into the relation between values, CSR and management models in the private and in the public sector.

The article explores which configurations of organizational and individual conditions support the purposeful use of performance information in the public sector. Prior research has predominantly focused on the effects of individual factors without paying as much attention to how these factors interact to influence public managers’ attitudes to integrating performance information into their decision-making.

The study employs a fuzzy-set qualitative comparative analysis (fs-QCA) to examine the different combinations of organizational and individual drivers that facilitate purposeful performance information use.

Goal clarity is a necessary but insufficient condition for purposeful information use. It needs to be complemented by a mature performance management system, public managers with prosocial motivation who engage in extra-role behaviours within a non-innovative organizational culture, or a developmental culture that motivates managers who are unaware of the social impact generated by their work.

The case selection does not allow for direct generalizations. Future studies could replicate the configurational analysis in different countries and sectors and introduce additional environmental, organizational, and individual conditions.

The study suggests the need to integrate actions that support the purposeful use of performance information and define clear departmental goals. Although the latter is a necessary condition, it needs to be supported by other organizational and individual factors.

The study deepens the theory of the drivers of purposeful performance information use in the public sector by adopting a configurational approach and exploring how organizational and individual conditions interact to foster information use.

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.

It is a point of continuing debate whether the study of public administration can in any circumstances be graced by a disciplinary label. Rhodes (1996), for example, has argued that the study of British public administration was traditionally insular, dominated for a long period by an institutionalist tradition characterized by an interest in administrative engineering, but a distaste for theory. As Rhodes also observes, this position emphasized, albeit in a traditional sense, the political and ethical context of administration public administration existed within a wider framework of accountability relationships and political and moral responsibilities. We might add to this the way government and public administration was seen as linked within a framework of administrative law, which, while not formalized in the sense of continental Europe, was important.

Change in the public sector appears to be often met with practices borrowed from the private sector. However, implementing private sector practices is challenging (Brown, Waterhouse, & Flynn, 2003), as, for example, the range of stakeholders and their legitimate demands are greater in the public sector (Wæraas & Byrkjeflot, 2012; Leitch & Davenport, 2002), and due to the political nature of affairs, there is more complexity and uncertainty (Sanders & Canel, 2013). In fact, when it comes to change, the public sector can be very different from the private sector due to its often more bureaucratic processes, political nature of decisions and obligations for both transparency and equality.

This chapter focuses on three core areas of organisational change communication: organisational culture, employees and management. The chapter reports findings from a systematic literature review of articles from 1990 to 2016 using thematic analysis in order to answer three research questions: Is change in the public sector different from change in the private sector? What is the perceived role of communication for public sector change efforts? What insights can be found from previous literature about three topics connected with change communication: employees, organisational culture and management?

To begin, we ask whether it is actually true that public sector change differs from private sector change. Then we will examine the results of the literature review on each of these three aspects: (1) organisational culture, (2) public sector employees and (3) change management. We will summarise our findings and will conclude with three propositions for future studies on public sector change communication, which all highlight the rising importance of engagement.

This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate environmental management into organizations and improve environmental performance. Public sector scholars have neglected the study of Green Human Resource Management (GHRM) until now. Nevertheless, implementing such practices could lead to positive outcomes regarding awareness of environmental issues, organizational reputation and attractiveness, job satisfaction and organizational performance. The authors discuss the relevance and the necessity of developing a field of research on GHRM in public organizations. Starting from a conceptual review of the main literature on GHRM, this chapter provided some directions for future research.

Scholars have pointed out the need for improvement and refinement in public management research, also depending on the role of public administration for sustainable development. Because government organizations employ a substantial portion of the workforce, management practices in the public sector are critical areas for designing, implementing and delivering policies that can achieve the goals set forth in the 2030 Agenda for Sustainable Development. For these purposes, and in implementation of the Next Generation EU (NGEU) programme, Italy recently launched an ambitious National Recovery and Resilience Plan (NRRP) which includes, among other things, upskilling goals for staff employed, following the modernization process that has involved the Italian public sector in the last decades, with the Decree n. 150/2009. Aiming both to understand the extent of the application of the reform and to answer some basic questions (why, what and how) concerning Individual Performance Appraisal Systems (IPAS), we conducted a content analysis on the 220 documents already produced by the Italian Ministries. The study has been conducted in two different steps of the reform process and provides solid evidence of the reforms' effects on designing and implementing individual performance systems. The analyzed documents reveal no longer-term vision in implementing the IPAS that involves some critical performance management utilities such as training, development, fair pay and deployment of employees, raising new questions about a sustainable approach to the individual performance management process even in public organizations.