Article2000

Public Sector Reform and Middle Managers in Hong Kong

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Public Policy and Administration Research Public Administration in Developing Nations Public Administration and Political Analysis

Abstract

This article examines the impact of public sector reform on the work and attitudes of executive officers in the Hong Kong government. It is based on a survey of 414 officers conducted in June 1999. Although the reforms have generally been well-received, those that promoted greater departmental responsiveness to the public were better accepted than those that involved internal management changes. There was no evidence to support the proposition that middle managers felt more empowered by reforms.

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References

1999Careering Downwards? Middle Managers' Experiences in the Downsized Organization 1996Public sector reform and the re‐legitimation of public bureaucratic power 1997Death Imagery and the Experience of Organizational Downsizing 1998Non‐élite employees’ perceptions of organizational change in English local government 1990Democracy and the Administrative State: The Case of Hong Kong 1998Empowerment in an executive agency? A grass‐roots assessment of strategic intent

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