1. 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

2. 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

3. 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

4. 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

5. 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.

6. 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’

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

8. 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

9. 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.

10. 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

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