International Journal of Public Sector Management: Volume 14 Issue 1

New managerialism and Australian police organizations: A cautionary research note

Margaret H. Vickers, Alexander Kouzmin

Fundamental “purposes” of Australian police organizations are examined, not with a view to solving the complex and ongoing question of an accountable police mandate, but to…

Strategic management or strategic Taylorism?: A case study into change within a UK local authority

Christopher Stoney

Focuses on the introduction of strategic management into a UK local authority, based on several years of empirical research. Aims primarily to explore conceptual and practical…

Employee absence: an impediment to organisational health in local government

Marie McHugh

In common with other elements of the public sector, local government organisations are being required to achieve ever increasing performance targets. Responding effectively to…

Effective organisation and management of public sector volunteer workers: Police Special Constables

Kevin Gaston, Jackie A. Alexander

Increasing numbers of people internationally are volunteering their time and expertise to a wide range of public sector and not‐for‐profit organisations. This resource needs to be…

Decentralization and budgeting: the Uganda health sector experience

Godwin Awio, Deryl Northcott

Like a number of other developing countries in recent years, Uganda has adopted a decentralized management structure for its public sector. Along with this restructuring came the…