TY - BOOK A1 - Hammerschmid, Gerhard A1 - Demmke, Christoph A1 - Meyer, Renate E. T1 - Measuring Individual and Organisational Performance in the Public Services of EU Member States N2 - 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? Y1 - 2008 SN - 9789067792080 PB - EIPA CY - Maastricht [u.a.] ER - TY - JOUR A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. T1 - The degree of decentralization and individual decision making in central government human resource management: A European comparative perspective JF - Public Administration : an international journal N2 - 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. Y1 - 2010 U6 - https://doi.org/10.1111/j.1467-9299.2009.01798.x SN - 0033-3298 N1 - Available as e-publication in your Hertie Library. Als elektronische Ausgabe in der Hertie Bibliothek verfügbar. VL - 88 IS - 2 SP - 455 EP - 478 PB - Wiley-Blackwell CY - Oxford [u.a.] ER - TY - JOUR A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. A1 - Egger-Peitler, Isabell T1 - Das Konzept der Public Service Motivation : Status Quo der internationalen Diskussion und erste empirische Evidenzen für den deutschsprachigen Raum JF - dms : Der moderne Staat N2 - Das Konzept der Public Service Motivation (PSM) fokussiert auf die spezifischen Beweggründe und Motivationen, die für öffentlich Bedienstete charakteristisch sind und untersucht, welche Implikationen dies für zentrale Fragestellungen des Public Management wie etwa Arbeitszufriedenheit, Organizational Commitment, Anreizsysteme oder generell die Performance öffentlicher Verwaltungen, hat. Ursprüng¬lich für den angelsächsischen Raum entwickelt, gewinnen diese Fragestellungen zunehmend auch in Europa an Relevanz. Für den deutschsprachigen Raum liegen derzeit noch keine international anschlussfähigen Ergebnisse vor. Der vorliegende Beitrag präsentiert erste empirische Evidenzen aus Österreich und verortet diese in der internationalen PSM-Forschung. Die grundsätzliche Eignung des Konzeptes und mögliche Anwendungen in der deutschsprachigen Public Management-Forschung stehen dabei im Vordergrund. KW - Motivation KW - Personalmanagement KW - öffentlicher Dienst KW - Anreizsysteme KW - Public Management Y1 - 2009 UR - https://www.researchgate.net/publication/277073962_Das_Konzept_der_Public_Service_Motivation_-_Status_Quo_der_internationalen_Diskussion_und_erste_empirische_Evidenzen_fur_den_deutschsprachigen_Raum SN - 1865-7192 N1 - Available as print in your Hertie Library. Als Druckversion in der Hertie Bibliothek verfügbar. VL - 2 IS - 1 SP - 73 EP - 92 PB - Budrich CY - Leverkusen ER - TY - JOUR A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. T1 - Changing Institutional Logics and Executive Identities A Managerial Challenge to Public Administration in Austria JF - American Behavioral Scientiest N2 - 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. KW - Public administration KW - Austria KW - Managerial logic KW - Global logic KW - Public management KW - Social identity Y1 - 2006 U6 - https://doi.org/10.1177/0002764205285182 SN - 0002-7642 VL - 49 IS - 7 SP - 1000 EP - 1014 PB - Sage Publications CY - Thousand Oaks, CA ER - TY - JOUR A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. T1 - Public Management Reform: An Identity Project JF - Public Policy and Administration N2 - 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. Y1 - 2006 U6 - https://doi.org/10.1177/095207670602100107 VL - 21 IS - 1 SP - 99 EP - 115 PB - Sage Publications CY - Thousand Oaks (u.a.) ER - TY - JOUR A1 - Hammerschmid, Gerhard A1 - Lueger, Manfred A1 - Meyer, Renate E. A1 - Sandner, Karl T1 - Contextualizing influence activities: An objective hermeneutical approach JF - Organization Studies N2 - 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. Y1 - 2005 U6 - https://doi.org/10.1177/0170840605055265 SN - 0170-8406 VL - 26 IS - 8 SP - 1145 EP - 1168 PB - Sage Publications CY - London [u.a.] ER - TY - JOUR A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. T1 - New public management in Austria: Local Variation on a Global Theme? JF - Public Administration N2 - 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. Y1 - 2005 U6 - https://doi.org/10.1111/j.0033-3298.2005.00471.x SN - 0033-3298 VL - 83 IS - 3 SP - 709 EP - 733 PB - Wiley-Blackwell CY - Oxford ER - TY - JOUR A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. T1 - Public Management Dynamics in a Federal legalistic Rechtsstaat System: Results from an executive survey in Austria JF - International Journal of Public Sector Management N2 - 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. KW - Austria KW - Public administration KW - Public sector reform Y1 - 2005 U6 - https://doi.org/10.1108/09513550510624086 SN - 09513558 VL - 18 IS - 6/7 SP - 629 EP - 640 PB - Emerald Group Publishing Limited CY - Bradford ER - TY - CHAP A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. ED - Massey, Andrew T1 - Public Management Reform: an Identity Project T2 - Public Sector Reform N2 - 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. Y1 - 2013 SN - 9781446240892 N1 - Free online Access on first published version / Freier online Zugriff auf die zuerst publizierte Version: http://ppa.sagepub.com/content/21/1/99.full.pdf VL - 2 PB - SAGE CY - Los Angeles [u.a.] ER - TY - JOUR A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. T1 - Leitbilder in der öffentlichen Verwaltung Österreichs JF - Verwaltung und Management Y1 - 2001 SN - 0947-9856 VL - 7 IS - 4 SP - 207 EP - 211 PB - Nomos-Verl.-Ges. CY - Baden-Baden ER - TY - BOOK A1 - Hammerschmid, Gerhard A1 - Demmke, Christoph A1 - Meyer, Renate E. ED - Hammerschmid, Gerhard ED - Demmke, Christoph ED - Meyer, Renate E. T1 - Dezentralisierung und Verantwortlichkeit als Schwerpunkte der Modernisierung der öffentlichen Verwaltung : Herausforderungen und Folgen für das Personal-Management N2 - Die Dezentralisierung von Verantwortlichkeiten innerhalb von Behörden mit einer damit einhergehenden Zunahme der Führungsautonomie zur Leistungssteigerung sowie zur verbesserten Anpassung des öffentlichen Dienstes an lokale Erford­ernisse waren während der letzten beiden Jahrzehnte in zahlreichen Ländern Hauptthemen bei der Modernisierung der öffentlichen Verwaltung. Eine gesteigerte individuelle Motivation und Leistungsfähigkeit werden oftmals als Belege hierfür angeführt. Insbesondere hinsichtlich der HRM-Praxis scheinen zahlreiche europäische Länder 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 Führungskräften größerer Ermessensspielraum und mehr Verantwortlichkeit zugewiesen wird. In dieser Publikation von Christoph Demmke, Gerhard Hammerschmid und Renate Meyer wird analysiert, inwieweit HRM-Zuständigkeiten und Befugnisse in den europäischen Ländern auf untere Führungsebenen verlagert wurden und wie die unterschiedlichen Beteiligten, wie etwa die für den gesamten öffentlichen Dienst arbeitenden HRM-Einheiten, die zuständigen Minister, die ministeriumsinternen HRM-Einheiten, die leitenden Verwaltungsebenen, das zuständige Management und die Arbeitnehmervertreter/innen in die Entscheidungsfindung der HRM-Praxis einbezogen werden. Kommt es zu einer Europäisierung der Verwaltungsreformprogramme und zu einer allgemeinen Auflösung traditioneller hierarchischer, zentral organisierter HRM-Leitlinien aufgrund einer zunehmenden Machtdezentralisierung hin zu den unteren Ebenen der öffentlichen Verwaltung oder zu den teilautonomen Verwaltungen (Agenturen usw.)? Wie finden die Verwaltungen des öffentlichen Dienstes und der Regierungen in Europa einen angemessenen Ausgleich zwischen den zeitgleich vorliegenden Forderungen nach Dezentralisierung von Verantwortlichkeiten und der Berücksichtigung von Zentralkoordinierung sowie Kontrollerfordernissen? Y1 - 2007 SN - 978-90-6779-203-5 PB - Europ. Inst. of Public Administration (EIPA) CY - Maastricht ER - TY - RPRT A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. T1 - Verwaltungsmanagement und Verwaltungsreform aus Sicht der österreichischen Verwaltungsmanager: Ergebnisse einer österreichweiten Befragung von Führungskräften in der öffentlichen Verwaltung Y1 - 2003 PB - Department of Public Management/Wirtschaftsuniversität Wien CY - Wien ET - Working Paper 2003/10 ER - TY - RPRT A1 - Hammerschmid, Gerhard A1 - Seiwald, Johann A1 - Meyer, Renate E. T1 - General Education in Management: Perspektiven innovativer Lehrformen Y1 - 2002 PB - GEM Projektbericht CY - Wien ER - TY - CHAP A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. A1 - Sandner, Karl T1 - Aktuelle Trends des Verwaltungsmanagements: Verwaltungsreform aus Sicht österreichischer Verwaltungsmanager T2 - Der öffentliche Dienst im gesellschaftlichen System 2003 plus: Neue Herausforderungen Y1 - 2005 SN - 978-3-7083-0250-8 VL - 2 SP - 57 EP - 65 PB - Neuer Wissenschaftlicher Vertrag CY - Wien ER - TY - CHAP A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. A1 - Demmke, Christoph ED - Schedler, Kunu ED - Proeller, Isabella T1 - Public Administration Modernization: Common reform trends or different paths and national understandings in the EU-countries T2 - Cultural aspects of public management reforms Y1 - 2007 SN - 9780762314003 SN - 0-7623-1400-1 N1 - Volltext / Fulltext: http://www.emeraldinsight.com/doi/pdfplus/10.1016/S0732-1317%2807%2916006-1 SP - 145 EP - 170 PB - Elsevier CY - Amsterdam; London ER - TY - CHAP A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. ED - Hellmann, Kai Uwe ED - Senge, Konstanze T1 - Die Mikroperspektive des Neo-Institutionalismus: Konzeption und Rolle des Akteurs T2 - Einführung in den Neo-Institutionalismus Y1 - 2006 SN - 3-531-15070-7 SN - 978-3-531-15070-3 SP - 160 EP - 171 PB - Verlag für Sozialwissenschaften CY - Wiesbaden ER - TY - CHAP A1 - Hammerschmid, Gerhard A1 - Meyer, Renate E. ED - Hondeghem, Annie ED - Farnham, David ED - Horton, Sylvia T1 - Public Management Reform and Staff Participation and Involvement: The Austrian Experiences T2 - Staff participation and public management reform : some international comparisons Y1 - 2005 SN - 9781403935069 SP - 83 EP - 99 PB - Palgrave McMillan CY - Houndmills ER - TY - RPRT A1 - Hammerschmid, Gerhard A1 - Demmke, Christoph A1 - Meyer, Renate E. T1 - The Impact of Individual Assesments on Organisational Performance in the Public Services of EU Member States. Survey commissioned by the Portuguese EU-Presidency Y1 - 2007 UR - http://www.dgap.gov.pt/media/0601010000/paper13_eipa_study_impactindividualassessment_dgmeeting.pdf N1 - Publikation ist im Internet als Volltext frei verfügbar:http://www.dgap.gov.pt/media/0601010000/paper13_eipa_study_impactindividualassessment_dgmeeting.pdf Free online Access / Freier online Zugriff: http://www.dgap.gov.pt/media/0601010000/paper13_eipa_study_impactindividualassessment_dgmeeting.pdf PB - European Institute of Public Administration (EIPA) CY - Maastricht ER - TY - RPRT A1 - Hammerschmid, Gerhard A1 - Egger-Peitler, Isabell A1 - Meyer, Renate E. T1 - Public Sector Motivation : Besonderheiten der Motivation im öffentlichen Sektor und darauf aufbauende Möglichkeiten der Anreizgestaltung im Public Management Y1 - 2007 PB - WU Wien CY - Wien ER - TY - GEN A1 - Hammerschmid, Gerhard A1 - Demmke, Christoph A1 - Meyer, Renate E. ED - Hammerschmid, Gerhard ED - Demmke, Christoph ED - Meyer, Renate E. T1 - Measuring Individual and Organisational Performance in the Public Services of EU Member States N2 - 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? Y1 - 2008 SN - 978-90-6779-208-0 PB - European Institute of Public Administration (EIPA) CY - Maastricht ER - TY - GEN A1 - Hammerschmid, Gerhard A1 - Demmke, Christoph A1 - Meyer, Renate E. ED - Hammerschmid, Gerhard ED - Demmke, Christoph ED - Meyer, Renate E. T1 - Decentralisation and accountability as a focus of public administration and modernisation: challenges and consequences for human resource management Y1 - 2006 SN - 90-6779-201-2 SN - 978-90-6779-201-1 PB - EIPA/EU CY - Maastricht ER -