From sustainability to Public Gouvernance Responsability 14ème Forum sur la Modernisation de l’Administration Publique et              des Institutions de l’Etat, Marrakech 21 Juin 2018 From sustainability to Public Gouvernance Responsability Mohamed MAKKAOUI IAGES

Overview Waves of reform thinking Introduction Waves of reform thinking Public administration paradigm changes Hard Vs Soft NPM RPG: from HRM perspective Summary and conclusion

Introduction New millennium: A series for multiple crisis. Global context: challenging, unpredectible, uncertain and more subject to rapid and short-term forms of change (reforms or modernization). Ethics, responsability and values became more than fashionable trends

Waves of reform thinking Economically: macro-economic crisis, Manageriallly: Line Managers as a customer of HR professionals, Strategically: End users goals as means of Bottom line Goals, Philosophically: from conflict and differentiation to harmony and justice , Choices Vs. end Point on several continua. History 1960s and 1970s 1980s and 1990s 2000s 2010 Today Concepts WB NPM NPG Scope R. Planning Transparency and Trust Focus Improving the performance of poeple doing their national civic duty NWS RPG Business- like Entrepreunrial gov. Networks

NPM At the higher level: general theory or doctrine that the public sector can be improved by the importation of business concepts, techniques, and values. At the more Mundane level: NPM is a bundle of specific concepts and practices (Greater emphasis on ‘performance’, especially through the measurement of outputs preference for lean, flat, small, specialized (disaggregated) organizational forms over large, multi-functional forms.  

Hard Vs Soft NPM way of thinking the economistic, principal-and-agent the more managerial Concerns low trust leadership and innovation—and more trusting of the inherent creativity of staff If they are Properly trained Properly led and motivated Focus ‘make the managers manage’ ‘let the managers manage’

New Public Governance Cycle Talk: Fashion Decision: Nomadism Practice: Efficiency Results: Evaluation Public Vs private Bureaucracy Vs Market

RPG Fields Desirable Feasible Sustainable 8 Admin Debates today MNEs of the bureaucracy free managers to manage empower service consumers Control Management Parties Citizens Content Implementation Results Tenured career Demogra Qualification Promotion by seniority Locally Socio-economic Globally MNEs Politic Admin HRM Networks Economic Bottom-line goals Priorities making savings improving public service quality Desirable Image flexibility and innovation citizen trust legitimacy 8 Feasible Culture Motivate staff promote cultural change tenure and downsize Sustainable Legislation open government transparency protect privacy

HRM policies and practices Staffing MOTIVATION TRAINING EVALUATION Compensation Appraisal IHRM 9 from centralized to decentralized determination of employment conditions. from statutory to contractual or managerial governance from career systems to post-bureaucratic (position systems) alignment of pay levels with private sector practices change to special retirement schemes.

Summary and conclusion More empowered citizens, the knowledge and commitment of our public servants. Premium on transparency, trust and flexibility. Managing diversity, competencies and knowledge, innovation and creativity. The globe All environmental forces requires speed, quality, innovation and globalisation Advice Structure RPG Technology Finance The globe

Thanks for your interest Bibliograhy: Ali, A., 1988. A cross-national perspective of managerial work value systems. Advances in International Comparative Management, 3, pp.1-169. Lynn, L., Heinrich, C., and Hill, C. (2001) Improving Governance: A New Logic for Empirical Research, Washington, DC, Georgetown University Press. Pollitt et Bouckaert, 2011. Public management reform: A comparative Analysis – New Public Management, Governance, and the Neo-Weberian State, OUP Oxford, 2011.