Article2005

How Much Decentralization?

33 citations0/0 files storedThe American Review of Public Administration

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Public Policy and Administration Research Public Administration and Governance Public Administration in Developing Nations

Abstract

This article examines the extent of managerial autonomy middle managers in Canadian governments report in financial and human resources management areas. It analyzes whether during a period of intense government restructuring middle managers’ autonomy has increased or not and whether there are any environmental or structural factors that could explain the variation in the extent of managerial autonomy reported by them. Managers reported the most autonomy regarding quality and client consultation issues and relatively high levels of autonomy for performance management, training and development, and staffing decisions. The extent of perceived managerial autonomy was found to be statistically significantly related to being a manager of a work unit in the periphery, managing a small unit, leading a corporate unit, and having greater emphasis on results.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 1997The New Public Management: Canada in Comparative Perspective 1999The Paradox of Managerialism 1998International encyclopedia of public policy and administration 1998Managerialism ‐ something old, something borrowed, little new 2003The Reinvention of Public Personnel Administration: An Analysis of the Diffusion of Personnel Management Reforms in the States 1968International Encyclopedia of Public Policy and Administration Volume 1

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