The paper “ The Public Service of the Welsh Government and the CIPD Profession Map” is a spectacular example of the assignment on management. The First Minister of Wales Government established a commission to analyze public service delivery and governance in 2013. The minister asked the committee to put a greater emphasis on the devolved public service delivery. The committee analyzed the public sector within the context of five themes, including performance complexity, scale and capability, governance, scrutiny and delivery, leadership, culture and values, and performance management (The Welsh Government, 2014, p.
1). The report revealed that public service in Wales Government suffers from increased challenges. From the onset, the report attributed the increasing and prolonged challenges of austerity and recession in the public sector budget. The delivery of public services has continually become inadequate because of the expanding population and because a greater part of the population is becoming old. As the population grows old and expands at the same time, the public service meets many expectations that they can manage. As a result, the demand for public services continues to increase while the sector does not have adequate resources to meet them.
The inability of the public sector to meet the growing demands primarily results from austerity policies and recession in the civil service budget. The commission also maintained that the problems found in the public sector existed in the public service systems, culture, and process (The Welsh Government, 2014, p. 1). They reinforce one another and also exist independently. The commission provided some recommendations to redress the existing problems. However, the commission also maintained that the solutions they provided were holistic in nature and could not be used in part if at all the government wants to pursue a radical change.
The report established a need for change in the public service system, culture, and process. The solutions recommended by the commission would run between three and five years. This paper seeks to diagnose some of the key problems faced by Welsh public sector bodies, about performance complexity theme. It also seeks to Identify and critically explain the measures that can be taken to introduce the radical change in the public sector about the chosen theme.
Andrews, R. and Van de Walle, S., 2013. New Public management and citizens' perceptions of local service efficiency, responsiveness, equity and effectiveness. Public Management Review, 15(5), pp.762-783.
Demmke, C., Henökl, T. and Moilanen, T., 2008, May. What are Public Services Good at? Success of Public Services in the Field of Human Resource Management. In Report to the 50th Meeting of the Directors-General of Public Services of the Member States of the European Union. European Institute of Public Administration.
Denhardt, J.V. and Denhardt, R.B., 2015. The New Public Service Revisited. Public Administration Review.
Dunleavy, P., and Hood, C., 1994. From old public administration to new public management. Public money & management, 14(3), pp.9-16.
Feiock, R.C., and Andrew, S.A., 2006. Introduction: Understanding the relationships between non-profit organizations and local governments. Intl Journal of Public Administration, 29(10-11), pp.759-767.
Gruening, G., 2001. Origin and theoretical basis of New Public Management. International public management journal, 4(1), pp.1-25.
Ingraham, P.W. and Rosenbloom, D.H., 1998. The new public personnel and the new public service. International Journal of Public Administration, 21(6-8), pp.995-1025.
Jang, H.S. and Feiock, R.C., 2007. Public versus private funding of non-profit organizations: Implications for collaboration. Public Performance & Management Review, 31(2), pp.174-190.
Light, P.C., 2001. The new public service. Brookings Institution Press.
O'Flynn, J., 2007. From new public management to public value: Paradigmatic change and managerial implications. Australian journal of public administration, 66(3), pp.353-366.
Osborne, S.P., Radnor, Z. and Nasi, G., 2013. A new theory for public service management? Toward a (public) service-dominant approach. The American Review of Public Administration, 43(2), pp.135-158.
Perry, James L. "Democracy and the new public service." The American Review of Public Administration 37, no. 1 (2007): 3-16.
Piening, E.P., 2013. Dynamic capabilities in public organizations: A literature review and research agenda. Public Management Review, 15(2), pp.209-245.
Sloper, P., Linard, K.T. and Paterson, D., 1999, July. Towards a dynamic feedback framework for public sector performance management. In Proceedings of the 17th international system dynamics conference, Wellington.
The Welsh Government. (2014). The report of the Commission on Public Service Governance and Delivery. Retrieved 2016, from http://gov.wales/topics/improvingservices/public-service-governance-and-delivery/report/?lang=en
Armstrong, M. (2010). Armstrong's essential human resource management practice: a guide to people management. London, Kogan Page.
Beevers, K., & Rea, A. (2013). Learning and development practice. Wimbledon, Chartered institute of personnel & development.
CIPD. (2016). Professional Areas. Retrieved January 19, 2016, from http://www.cipd.co.uk/cipd-hr-profession/profession-map/professional-areas/
Farnham, D. (2014). Human resource management in context: strategies, insights and solutions.
Goksoy, A. (2016). Organizational change management strategies in modern business. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1091683.
Green, W., & Whitsed, C. (2015). Critical perspectives on internationalising the curriculum in disciplines: reflective narrative accounts from business, education and health. http://dx.doi.org/10.1007/978-94-6300-085-7.
Harrison, P., 2011. Learning culture, line manager and HR professional practice. Journal of European Industrial Training, 35(9), pp.914-928.
KEW, J., & STREDWICK, J. (2005). Business environment: managing in a strategic context. London, Chartered Inst. of Personnel and Development.
LEONE, S. (2014). Synergic integration of formal and informal e-learning environments for adult lifelong learners.
Marchington, M., & Wilkinson, A. (2006). Human resource management at work: people management and development. London, Chartered Institute of Personnel and Development.
TAYLOR, J., & FURNHAM, A. (2005). Learning at work excellent practice from best theory. Basingstoke [England], Palgrave Macmillan. http://public.eblib.com/choice/publicfullrecord.aspx?p=257649.
Truss, C., Mankin, D., & Kelliher, C. (2012). Strategic human resource management. Oxford, Oxford University Press.