@book{HammerschmidDemmkeMeyer2008, author = {Hammerschmid, Gerhard and Demmke, Christoph and Meyer, Renate E.}, title = {Measuring Individual and Organisational Performance in the Public Services of EU Member States}, publisher = {EIPA}, address = {Maastricht [u.a.]}, isbn = {9789067792080}, pages = {121}, year = {2008}, abstract = {This study compares and analyses the different individual and organisational performance assessment systems used by the public administrations of the Member States of the European Union (and Norway). This publication presents an analysis and comparison of the various performance assessment systems in place, their objectives, working procedures, challenges and effects. The focus, therefore, is less on concepts and more on the actual practices of managers doing performance assessments. The overall goal is to explore the main management challenges and success factors of implementing individual appraisal systems in public services in Europe. Based on deepening insights and practical experiences, the study intends to: - make available up-to-date information on experiences across European public administrations; - identify the main leadership challenges in successfully conducting individual assessments and linking them to organisational performance; - present and discuss good practices in the field; - provide practical guidance, by identifying the factors that will assist organisations in the design, implementation and revaluation of their systems in order to make performance assessments run more smoothly and contribute to improved organisational performance. Another purpose of this comparative study is to present more empirical evidence on the relationship between the assessment of individual and organisational performance. What are the criteria used? What is the relationship between organisational performance and individual performance? How can organisational and individual performance be measured? What are the main challenges in measuring organisational performance and individual performance? Are recent reforms in the field of individual performance assessment enhancing organisational performance?}, language = {en} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {The degree of decentralization and individual decision making in central government human resource management: A European comparative perspective}, series = {Public Administration : an international journal}, volume = {88}, journal = {Public Administration : an international journal}, number = {2}, publisher = {Wiley-Blackwell}, address = {Oxford [u.a.]}, issn = {0033-3298}, doi = {10.1111/j.1467-9299.2009.01798.x}, pages = {455 -- 478}, abstract = {This article reports a comparative study of human resource management (HRM) practices in Europe. We focus on the extent to which decision-making authority is decentralized, that is, passed down to management, and individualized in the sense of being in the discretion of a single decision maker. Using these two dimensions, this paper gives a picture of the distinct way HR decision-making practices are organized in Europe: although decentralization has been a common goal of modernization initiatives, we still find a rather high degree of centralization. Moreover, we find that decentralized decision making frequently goes hand in hand with a higher degree of shared decision making. In addition, we examine the influence of several cultural and institutional factors to address the question of embeddedness in more detail. Our results show that national culture, administrative traditions and institutional arrangements play an important role as explanatory factors for the organization of HR decision-making in Europe.}, language = {en} } @article{HammerschmidMeyerEggerPeitler, author = {Hammerschmid, Gerhard and Meyer, Renate E. and Egger-Peitler, Isabell}, title = {Das Konzept der Public Service Motivation : Status Quo der internationalen Diskussion und erste empirische Evidenzen f{\"u}r den deutschsprachigen Raum}, series = {dms : Der moderne Staat}, volume = {2}, journal = {dms : Der moderne Staat}, number = {1}, publisher = {Budrich}, address = {Leverkusen}, issn = {1865-7192}, pages = {73 -- 92}, abstract = {Das Konzept der Public Service Motivation (PSM) fokussiert auf die spezifischen Beweggr{\"u}nde und Motivationen, die f{\"u}r {\"o}ffentlich Bedienstete charakteristisch sind und untersucht, welche Implikationen dies f{\"u}r zentrale Fragestellungen des Public Management wie etwa Arbeitszufriedenheit, Organizational Commitment, Anreizsysteme oder generell die Performance {\"o}ffentlicher Verwaltungen, hat. Urspr{\"u}ng¬lich f{\"u}r den angels{\"a}chsischen Raum entwickelt, gewinnen diese Fragestellungen zunehmend auch in Europa an Relevanz. F{\"u}r den deutschsprachigen Raum liegen derzeit noch keine international anschlussf{\"a}higen Ergebnisse vor. Der vorliegende Beitrag pr{\"a}sentiert erste empirische Evidenzen aus {\"O}sterreich und verortet diese in der internationalen PSM-Forschung. Die grunds{\"a}tzliche Eignung des Konzeptes und m{\"o}gliche Anwendungen in der deutschsprachigen Public Management-Forschung stehen dabei im Vordergrund.}, language = {de} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Changing Institutional Logics and Executive Identities A Managerial Challenge to Public Administration in Austria}, series = {American Behavioral Scientiest}, volume = {49}, journal = {American Behavioral Scientiest}, number = {7}, publisher = {Sage Publications}, address = {Thousand Oaks, CA}, issn = {0002-7642}, doi = {10.1177/0002764205285182}, pages = {1000 -- 1014}, abstract = {In this article, the authors analyze whether and to what extent an 'old' administrative orientation is being replaced by a new managerial logic in the Austrian public sector. They illustrate that shifts in institutional logics can be analyzed by the extent to which actors draw on the social identities derived from the competing logics and show that the vocabularies and accounts the actors employ to communicate their identity claims reflect the local translation of global logics.}, language = {en} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Public Management Reform: An Identity Project}, series = {Public Policy and Administration}, volume = {21}, journal = {Public Policy and Administration}, number = {1}, publisher = {Sage Publications}, address = {Thousand Oaks (u.a.)}, doi = {10.1177/095207670602100107}, pages = {99 -- 115}, abstract = {Based on an executive survey this article analyses the extent to which a newmanagerial logic has replaced traditional administrative values and identity in Austria. We do not find any strong evidence of a new managerial logic but rather modifications, local translations and the emergence of a hybrid identity.}, language = {en} } @article{HammerschmidLuegerMeyeretal., author = {Hammerschmid, Gerhard and Lueger, Manfred and Meyer, Renate E. and Sandner, Karl}, title = {Contextualizing influence activities: An objective hermeneutical approach}, series = {Organization Studies}, volume = {26}, journal = {Organization Studies}, number = {8}, publisher = {Sage Publications}, address = {London [u.a.]}, issn = {0170-8406}, doi = {10.1177/0170840605055265}, pages = {1145 -- 1168}, abstract = {Influence activity is a central aspect of organizations and has attracted a wide range of theoretical and empirical research. Most studies in this field rely on categorization schemes to classify either actors or acts. This article draws on the notion of organizations and actors as socially constructed phenomena and understands influence activities as social practices whose shape and meaning is derived from the social contexts they are embedded in. In this paper, we argue that it is necessary to gain an understanding of the activities' diverging meanings in their organizational contexts before generalized typologies of tactics and strategies can be fruitfully applied. By drawing on 'objective hermeneutics' as methodology, our analyses focus on influence activities within three organizational contexts.}, language = {en} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {New public management in Austria: Local Variation on a Global Theme?}, series = {Public Administration}, volume = {83}, journal = {Public Administration}, number = {3}, publisher = {Wiley-Blackwell}, address = {Oxford}, issn = {0033-3298}, doi = {10.1111/j.0033-3298.2005.00471.x}, pages = {709 -- 733}, abstract = {This article tracks public sector reform in Austria with a focus on the influence of New Public Management (NPM) both as label and as specific set of reform ideas. We analyse to what degree current reforms have been influenced and shaped by this widely acclaimed international trend. In this empirical study we combine the different data sources of media coverage, reform documents and public sector executive survey to cover different levels of analysis. Although the reforms include NPM-features, we see no evidence so far for an archetype change in the Austrian public sector.}, language = {en} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Public Management Dynamics in a Federal legalistic Rechtsstaat System: Results from an executive survey in Austria}, series = {International Journal of Public Sector Management}, volume = {18}, journal = {International Journal of Public Sector Management}, number = {6/7}, publisher = {Emerald Group Publishing Limited}, address = {Bradford}, issn = {09513558}, doi = {10.1108/09513550510624086}, pages = {629 -- 640}, abstract = {Purpose - Sets out to resent current dynamics of public management reform in Austria, a country that is characterized by institutional governance features (federal structure, legalistic Rechtsstaat tradition) often described as an obstacle to management-oriented reforms. The paper's focus lies in the reception of management ideas and concepts by public sector executives within this special national context and differences between federal and state administration. Design/methodology/approach - Presents results of a recent questionnaire-based executive survey (sample size: 385). Apart from non-parametric correlation analyses, investigates level differences (federal vs state) by using an independent samples Mann-Whitney U rank sum test. Findings - Highlights the importance of the national institutional background for understanding public management changes. Finds considerable support for reform initiatives despite some scepticism and resistance towards management knowledge and instruments. Results confirm that executives in a legalistic Rechtsstaat system are not per se opposed to management-driven reforms. Regarding the reception of public management reforms, at various government levels, differences between federal and state level are less pronounced than expected. Originality/value - Addresses the lack of empirical research regarding the reception of management ideas in legalistic Rechtsstaat systems by presenting data from a country which has hardly been covered by international public management literature so far. This study also compares the reception at federal and state administration to look for level variations of management reform dynamics.}, language = {en} } @incollection{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Public Management Reform: an Identity Project}, series = {Public Sector Reform}, volume = {2}, booktitle = {Public Sector Reform}, editor = {Massey, Andrew}, publisher = {SAGE}, address = {Los Angeles [u.a.]}, issn = {9781446240892}, abstract = {Based on an executive survey this article analyses the extent to which a new managerial logic has replaced traditional administrative values and identity in Austria. We do not find any strong evidence of a new managerial logic but rather modifications, local translations and the emergence of a hybrid identity.}, language = {en} } @article{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Leitbilder in der {\"o}ffentlichen Verwaltung {\"O}sterreichs}, series = {Verwaltung und Management}, volume = {7}, journal = {Verwaltung und Management}, number = {4}, publisher = {Nomos-Verl.-Ges.}, address = {Baden-Baden}, issn = {0947-9856}, pages = {207 -- 211}, language = {de} } @book{HammerschmidDemmkeMeyer, author = {Hammerschmid, Gerhard and Demmke, Christoph and Meyer, Renate E.}, title = {Dezentralisierung und Verantwortlichkeit als Schwerpunkte der Modernisierung der {\"o}ffentlichen Verwaltung : Herausforderungen und Folgen f{\"u}r das Personal-Management}, editor = {Hammerschmid, Gerhard and Demmke, Christoph and Meyer, Renate E.}, publisher = {Europ. Inst. of Public Administration (EIPA)}, address = {Maastricht}, isbn = {978-90-6779-203-5}, pages = {160}, abstract = {Die Dezentralisierung von Verantwortlichkeiten innerhalb von Beh{\"o}rden mit einer damit einhergehenden Zunahme der F{\"u}hrungsautonomie zur Leistungssteigerung sowie zur verbesserten Anpassung des {\"o}ffentlichen Dienstes an lokale Erford­ernisse waren w{\"a}hrend der letzten beiden Jahrzehnte in zahlreichen L{\"a}ndern Hauptthemen bei der Modernisierung der {\"o}ffentlichen Verwaltung. Eine gesteigerte individuelle Motivation und Leistungsf{\"a}higkeit werden oftmals als Belege hierf{\"u}r angef{\"u}hrt. Insbesondere hinsichtlich der HRM-Praxis scheinen zahlreiche europ{\"a}ische L{\"a}nder Strategien zu verfolgen, mit denen hoch zentralisierte HRM-Systeme und -Verfahren durch dezentralisierte HRM-Prozesse ersetzt werden, bei denen Entscheidungen lokaler getroffen werden, so dass leitenden Beamten/innen und verantwortlichen F{\"u}hrungskr{\"a}ften gr{\"o}ßerer Ermessensspielraum und mehr Verantwortlichkeit zugewiesen wird. In dieser Publikation von Christoph Demmke, Gerhard Hammerschmid und Renate Meyer wird analysiert, inwieweit HRM-Zust{\"a}ndigkeiten und Befugnisse in den europ{\"a}ischen L{\"a}ndern auf untere F{\"u}hrungsebenen verlagert wurden und wie die unterschiedlichen Beteiligten, wie etwa die f{\"u}r den gesamten {\"o}ffentlichen Dienst arbeitenden HRM-Einheiten, die zust{\"a}ndigen Minister, die ministeriumsinternen HRM-Einheiten, die leitenden Verwaltungsebenen, das zust{\"a}ndige Management und die Arbeitnehmervertreter/innen in die Entscheidungsfindung der HRM-Praxis einbezogen werden. Kommt es zu einer Europ{\"a}isierung der Verwaltungsreformprogramme und zu einer allgemeinen Aufl{\"o}sung traditioneller hierarchischer, zentral organisierter HRM-Leitlinien aufgrund einer zunehmenden Machtdezentralisierung hin zu den unteren Ebenen der {\"o}ffentlichen Verwaltung oder zu den teilautonomen Verwaltungen (Agenturen usw.)? Wie finden die Verwaltungen des {\"o}ffentlichen Dienstes und der Regierungen in Europa einen angemessenen Ausgleich zwischen den zeitgleich vorliegenden Forderungen nach Dezentralisierung von Verantwortlichkeiten und der Ber{\"u}cksichtigung von Zentralkoordinierung sowie Kontrollerfordernissen?}, language = {de} } @techreport{HammerschmidMeyer, type = {Working Paper}, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Verwaltungsmanagement und Verwaltungsreform aus Sicht der {\"o}sterreichischen Verwaltungsmanager: Ergebnisse einer {\"o}sterreichweiten Befragung von F{\"u}hrungskr{\"a}ften in der {\"o}ffentlichen Verwaltung}, edition = {Working Paper 2003/10}, publisher = {Department of Public Management/Wirtschaftsuniversit{\"a}t Wien}, address = {Wien}, language = {de} } @techreport{HammerschmidSeiwaldMeyer, type = {Working Paper}, author = {Hammerschmid, Gerhard and Seiwald, Johann and Meyer, Renate E.}, title = {General Education in Management: Perspektiven innovativer Lehrformen}, publisher = {GEM Projektbericht}, address = {Wien}, language = {de} } @incollection{HammerschmidMeyerSandner, author = {Hammerschmid, Gerhard and Meyer, Renate E. and Sandner, Karl}, title = {Aktuelle Trends des Verwaltungsmanagements: Verwaltungsreform aus Sicht {\"o}sterreichischer Verwaltungsmanager}, series = {Der {\"o}ffentliche Dienst im gesellschaftlichen System 2003 plus: Neue Herausforderungen}, volume = {2}, booktitle = {Der {\"o}ffentliche Dienst im gesellschaftlichen System 2003 plus: Neue Herausforderungen}, publisher = {Neuer Wissenschaftlicher Vertrag}, address = {Wien}, organization = {{\"O}sterreichische Verwaltungswissenschaftliche Gesellschaft}, isbn = {978-3-7083-0250-8}, pages = {57 -- 65}, language = {de} } @incollection{HammerschmidMeyerDemmke, author = {Hammerschmid, Gerhard and Meyer, Renate E. and Demmke, Christoph}, title = {Public Administration Modernization: Common reform trends or different paths and national understandings in the EU-countries}, series = {Cultural aspects of public management reforms}, booktitle = {Cultural aspects of public management reforms}, editor = {Schedler, Kunu and Proeller, Isabella}, publisher = {Elsevier}, address = {Amsterdam; London}, isbn = {9780762314003}, pages = {145 -- 170}, language = {en} } @incollection{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Die Mikroperspektive des Neo-Institutionalismus: Konzeption und Rolle des Akteurs}, series = {Einf{\"u}hrung in den Neo-Institutionalismus}, booktitle = {Einf{\"u}hrung in den Neo-Institutionalismus}, editor = {Hellmann, Kai Uwe and Senge, Konstanze}, publisher = {Verlag f{\"u}r Sozialwissenschaften}, address = {Wiesbaden}, isbn = {3-531-15070-7}, pages = {160 -- 171}, language = {de} } @incollection{HammerschmidMeyer, author = {Hammerschmid, Gerhard and Meyer, Renate E.}, title = {Public Management Reform and Staff Participation and Involvement: The Austrian Experiences}, series = {Staff participation and public management reform : some international comparisons}, booktitle = {Staff participation and public management reform : some international comparisons}, editor = {Hondeghem, Annie and Farnham, David and Horton, Sylvia}, publisher = {Palgrave McMillan}, address = {Houndmills}, isbn = {9781403935069}, pages = {83 -- 99}, language = {en} } @techreport{HammerschmidDemmkeMeyer, type = {Working Paper}, author = {Hammerschmid, Gerhard and Demmke, Christoph and Meyer, Renate E.}, title = {The Impact of Individual Assesments on Organisational Performance in the Public Services of EU Member States. Survey commissioned by the Portuguese EU-Presidency}, publisher = {European Institute of Public Administration (EIPA)}, address = {Maastricht}, pages = {102}, language = {en} } @techreport{HammerschmidEggerPeitlerMeyer, type = {Working Paper}, author = {Hammerschmid, Gerhard and Egger-Peitler, Isabell and Meyer, Renate E.}, title = {Public Sector Motivation : Besonderheiten der Motivation im {\"o}ffentlichen Sektor und darauf aufbauende M{\"o}glichkeiten der Anreizgestaltung im Public Management}, publisher = {WU Wien}, address = {Wien}, language = {de} } @misc{HammerschmidDemmkeMeyer, author = {Hammerschmid, Gerhard and Demmke, Christoph and Meyer, Renate E.}, title = {Measuring Individual and Organisational Performance in the Public Services of EU Member States}, editor = {Hammerschmid, Gerhard and Demmke, Christoph and Meyer, Renate E.}, publisher = {European Institute of Public Administration (EIPA)}, address = {Maastricht}, isbn = {978-90-6779-208-0}, pages = {121}, abstract = {This study compares and analyses the different individual and organisational performance assessment systems used by the public administrations of the Member States of the European Union (and Norway). This publication presents an analysis and comparison of the various performance assessment systems in place, their objectives, working procedures, challenges and effects. The focus, therefore, is less on concepts and more on the actual practices of managers doing performance assessments. The overall goal is to explore the main management challenges and success factors of implementing individual appraisal systems in public services in Europe. Based on deepening insights and practical experiences, the study intends to: - make available up-to-date information on experiences across European public administrations; - identify the main leadership challenges in successfully conducting individual assessments and linking them to organisational performance; - present and discuss good practices in the field; - provide practical guidance, by identifying the factors that will assist organisations in the design, implementation and revaluation of their systems in order to make performance assessments run more smoothly and contribute to improved organisational performance. Another purpose of this comparative study is to present more empirical evidence on the relationship between the assessment of individual and organisational performance. What are the criteria used? What is the relationship between organisational performance and individual performance? How can organisational and individual performance be measured? What are the main challenges in measuring organisational performance and individual performance? Are recent reforms in the field of individual performance assessment enhancing organisational performance?}, language = {en} } @misc{HammerschmidDemmkeMeyer, author = {Hammerschmid, Gerhard and Demmke, Christoph and Meyer, Renate E.}, title = {Decentralisation and accountability as a focus of public administration and modernisation: challenges and consequences for human resource management}, editor = {Hammerschmid, Gerhard and Demmke, Christoph and Meyer, Renate E.}, publisher = {EIPA/EU}, address = {Maastricht}, isbn = {90-6779-201-2}, pages = {138}, language = {en} }