New Public Management in Its Serving of Internal Stakeholders:Case Studies of Autonomous Public Organizations in Thailand
Over the past few decades, governments around the world have undergone organizational reform to revamp the bureaucratic system of its inefficient administration. As a result, new forms of institutions which incorporate both public and private management practices have emerged under the concept of New Public Management (NPM). While a large amount of NPM-related researchis gearedtowardsthe benefitsin which these hybrid-like organizations bestow onexternal stakeholders, fewer studies have taken into account the impacton internal stakeholders or the employees working in the organizations. Focusing on the latter group of stakeholders, this paper looks into the case of twelve NPM-type organizations in Thailand from a human resource perspective. Known as Autonomous Public Organizations (APOs), the main argument is that success of these APOs, among other dimensions, will depend most significantly on whether they have been able to achieve HR effectiveness as promised by the reform or not. Through in-depth interviews with 56 key informants from the twelve APOs, this research (1) draws on a comparative framework of different HR practices that are being adopted in the APOs; (2) identifieskey HR challenges in which these APOs are pressured to resolve; and (3) provide practical recommendations that can help enhance greater HR effectiveness in NPM-type organizations.
New Public Management Administrative reform Human resource management Autonomous Public Organizations Internal stakeholders
MALINVISA Sakdiyakorn
Business Administration Division, Mahidol University International College,Mahidol University, Nakhonpathom, Thailand
国际会议
2010 International Conference on Public Administration(6th)(2010 第六届公共管理国际会议)
澳大利亚堪培拉
英文
481-496
2010-10-22（万方平台首次上网日期，不代表论文的发表时间）