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Creating competitive environments in the public sector: experiences in OECD countries and Korea

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Authors

Lee, Kye-Sik; Moon, Hyung-Pyo

Issue Date
1995
Publisher
Graduate School of Public Administration, Seoul National University
Citation
Korean Journal of Policy Studies, Vol.10, pp. 93-105
Abstract
As part of the shift to a more results-oriented approach to management and
accountability, some OECD countries like the United Kingdom Australia, Canada, and
New Zealand recognized, to varying degrees, that to more effectively and efficiently
manage their programs and achieve significant improvements in performance, agencies
and managers must be provided with greater flexibility over resources and incentives.
In a sense, these countries implemented reforms which reflected a shift toward more
business like methods. They eliminated detailed central control of departments'
operating expenditures and staffing levels and provided departments with more
authority to manage resources within overall their budget ceilings.
In the four countries mentioned above, to provide flexibility and incentives to line
management, central management departments and central management within line
departments sought to devolve greater decision-making authority over financial and
human resources and provide incentives in the form of shared productivity gains and
market-type mechanisms (MTMs), such as increased competition and user-charging.
ISSN
1225-5017
Language
English
URI
https://hdl.handle.net/10371/70341
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