Organizational Development in Public Administration

Cultural, economic and political trends are changing the way public administrations are organized and this book examines the new challenges managers face, with the need for a shift from a traditional bureaucratic model to a competency-based approach to organizational design and management in the areas of recruitment, training, career development and assessment. Through the analysis of an experimental project launched jointly by the Italian National School for Administration (SNA) and the Prime Minister's Office, this book showcases how a competency-based system can be a key tool in reforming HR in the public sector, with significant effects on the organization and management of public administration.

Mauricio Decastri is Full Professor of Organisation Theory at Tor Vergata University of Rome, Italy, and Head of the Management and Digital Innovation Teaching Department at the Italian National School for Administration.

Stefano Battini is Full Professor of Administrative Law at the University of Tuscia in Viterbo, Italy and President of the Italian National School for Administration (SNA).

Filomena Buonocore is Full Professor of Organization and Human Resource Management at the Parthenope University of Naples, Italy and Professor at the Italian National School for Administration (SNA).

Francesca Gagliarducci is General Deputy Secretary of the Italian Presidency of the Council of Ministers and Professor at the Italian National School for Administration (SNA).

Auteur

Mauricio Decastri is Full Professor of Organisation Theory at Tor Vergata University of Rome, Italy, and Head of the Management and Digital Innovation Teaching Department at the Italian National School for Administration.

Stefano Battini is Full Professor of Administrative Law at the University of Tuscia in Viterbo, Italy and President of the Italian National School for Administration (SNA). Filomena Buonocore is Full Professor of Organization and Human Resource Management at the Parthenope University of Naples, Italy and Professor at the Italian National School for Administration (SNA).

Francesca Gagliarducci is General Deputy Secretary of the Italian Presidency of the Council of Ministers and Professor at the Italian National School for Administration (SNA).

Contenu
Section I: Rethinking organization and human resource management in Public Sector
Chapter I: Organizing Public Administration1.1 Introduction1.2 Reforms and organizational change*1.2.1 NPM and post-NPM reforms*1.3 A new complexity for public administration: Organizinf according to the post-NPM reform1.4 The crisis of the bureaucratic model1.5 Conclusions
Chapter II: Rethinking the concept of competencies for public managers2.1 Introduction2.2. The concept of competence in a managerial perspective*2.2.1 The entity-based perspective2.2.2 The situationalist approach2.3 Competencies for public managers2.3.1 Competency-based Public Administration research2.3.2 Behavioral competencies of Italian public managers and employees*2.4 HRM practices and managerial competencies in the public context2.5 Competency model and HRM: Italian practices*2.5.1 The competency Portfolio developed by the Campania Region2.5.2 Competency mapping and learning process: the INPS case2.5.3 The Dictionary of Behavioral Competency of the Sardinia Region*2.6 The competency model: the other side of the coin
Chapter III: Human resource management in the Public Administration3.1 HRM in public organizations: main problems and challenges3.2 The concept of public motivation: levers and constraints3.3 Recruitment and training systems3.4 Evaluation systems3.5 Flexibility in worker relationships: new challenges in HRM3.6 Technology and new modes of working in Public Administration3.7 Considerations and conclusions
Section II: The Italian Case Study
Chapter IV: Public Management reform in Italy4.1 The conceptual framework for the reformist season4.2 The administrative reforms of the nineties *4.2.1 Assumptions and dimensions of radicalism of the administrative reforms4.2.2 The legislative interventions of the nineties: some cardinal points4.2.3 Linkages between the administrative reforms of the 1990s, NPM, and Post-NPM*4.3 Determinants and complexity of the administrative change: the answers of the Italian legislator *4.3.1 The determinants and the dimensions of complexity4.3.2 The implications of complexity4.3.3 The reforms of the Italian legislator*4.4 Current challenges
Chapter V: The key role of the SNA in promoting organizational change and competencies development5.1 Introduction5.2 How public entities lead to organizational development5.3 New training methodologies for competencies development5.4 The key role of Schools of Government in public employee training5.5 A comparative analysis with other European National Schools of Administrations5.6 The case of the Italian National School of Administration
Chapter VI: A Project for assessing public management competencies6.1 Introduction6.2 The Italian Presidency of the Council of Ministers6.4 Aims and metho6.5 Results: the key dimensions of managerial competence doman6.6 Implications for organizational design and human resource management6.7 Conclusions
Section III: Learning f...