Risk and the public service manager

The Department of Social Security's discussion document on equalizing state pension age is examined and put in context. The authors conclude that it takes too narrow a view of the equality issue, and argue for a more radical reappraisal of state pension provision for the 21st century.     

Business process re-engineering in theory and practice: business paradise regained?

This article examines the hype surrounding BPR from a historical, theoretical and empirical perspective. It delineates three ways in which politics are critical to understanding BPR and uses findings on BPR practice, including from case study work and a 1994/5 UK survey conducted by the authors, to locate and explain BPR's appeal and also the less radical outcomes of BPR practice.     

UK Housing Market: Time Series Processes with Independent and Identically Distributed Residuals

The paper examines whether a univariate data generating process can be identified which explains the data by having residuals that are independent and identically distributed, as verified by the BDS test. The stationary first differenced natural log quarterly house price index is regressed, initially with a constant variance and then with a conditional variance. The only regression function that produces independent and identically distributed standardised residuals is a mean process based on a pure random walk format with Exponential GARCH in mean for the conditional variance. There is an indication of an asymmetric volatility feedback effect but higher frequency data is required to confirm this. There could be scope for forecasting the index but this is tempered by the reduction in the power of the BDS test if there is a non-linear conditional variance process.     

PUBLIC SERVICES MANAGEMENT: ACTIVITIES, INITIATIVES AND LIMITS TO LEARNING

Private sector-style management initiatives to ensure UK public services managers’ learning from private sector management practice are examined, and their rationale questioned. The lack of a coherent, systematic and agreed view of what constitutes ‘management’ and ‘managerial work’ in the private sector is discussed. It is argued that there are reasons for believing that the particular character and organizational contexts of public services will require different managerial behaviours. The manner in which experimental managerial initiatives in some public services have shifted into mandatory innovations is examined. Such innovations can be incompatible with the values of those managing in the public service, who frequently fail to recognize the advantages of late innovation, incrementalism and circumspection. In public services particularly, many managerial activities are the province of ‘non managerial’ staff. Though frequently not considered, the values of these de facto managers may be central to the progress of such innovations. It is further argued that risk-taking as applied in a business context is inappropriate to the degree that public services managers must be concerned with the common weal, equity and accountability. The article concludes with a detailed research agenda to support the need to recognize public services management as a rich and varied area of managerial behaviour in its own right. Its character and variation warrants further investigation as a basis for formulating more appropriate management concepts against which to measure public services managers’ behaviour and performance.