Value and Virtue in Public Administration: A Comparative Perspective

339 Pages·2011·2.513 MB·English

by  Michiel S. De Vries, Pan Suk Kim (eds.)

IIAS Series: Governance and Public Management
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GovernanceandPublicManagementSeries
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TacoBrandsen,Professor,RadboudUniversiteitNijmegen
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EditorialSeriesCommittee:
GérardTimsit,IIASPublicationsDirectorandSeriesEditor
RoletLoretan,IIASDirectorGeneral
TacoBrandsen,MemberandSeriesEditor
MichielDeVries,Member
ChristopherPollitt,Member,IRASEditorinChief
FabienneMaron,IIASScientificAdministratorandPublicationsCoordinator
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Titlesintheseriesinclude:
VictorBekkers,JurianEdelenbos,BramSteijn(editors)
INNOVATIONINTHEPUBLICSECTOR
LinkingCapacityandLeadership
MichielS.DeVries
THEIMPORTANCEOFNEGLECTINPOLICY-MAKING
MichielS.DeVriesandP.S.Reddy,M.ShamsulHaque(editors)
IMPROVINGLOCALGOVERNMENT
OutcomesofComparativeResearch
MichielS.DeVriesandPanSukKim(editors)
VALUEANDVIRTUEINPUBLICADMINISTRATION
AComparativePerspective
WouterVanDoorenandStevenVandeWalle(editors)
PERFORMANCEINFORMATIONINTHEPUBLICSECTOR
PerLægreidandKoenVerhoest(editors)
GOVERNANCEOFPUBLICSECTORORGANIZATIONS
Proliferation,AutonomyandPerformance
EberhardBohne
THEWORLDTRADEORGANIZATION
InstitutionalDevelopmentandReform
GovernanceandPublicManagementSeries
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Value and Virtue in Public
Administration
A Comparative Perspective
Editedby
Michiel S. De Vries
ProfessorofPublicAdministration,RadboudUniversityNijmegen,TheNetherlands
and
Pan Suk Kim
UnderwoodDistinguishedProfessorinPublicAdministration,YonseiUniversity,SouthKorea
Palgrave
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Editorialmatter,selection,introductionandconclusion©MichielS.DeVries
andPanSukKim2011
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Valueandvirtueinpublicadministration:acomparativeperspective/
editedbyMichielS.DeVriesandPanSukKim.
p. cm.
Includesbibliographicalreferencesandindex.
1. Publicadministration—Moralandethicalaspects.
2. Civilserviceethics. 3. Publicadministration—Moralandethical
aspects—Casestudies. 4. Civilserviceethics—Casestudies.
I. Vries,MichielS.de. II. Kim,P’an-sok.
JF1525.E8V342011
172—dc23 2011029577
10 9 8 7 6 5 4 3 2 1
20 19 18 17 16 15 14 13 12 11
Contents
ListofFigures vii
ListofTables viii
Preface ix
1 IntroductiontoValueandVirtueinPublicAdministration 1
MichielS.deVriesandPanSukKim
2 GovernanceandValuesinContemporaryPublicService 17
CharlesGarofalo
3 PublicVirtueApproaches 33
BerryTholen
4 EthicsandGlobalizationinHistoricalPerspective:
TheRelevanceofSocratesinOurDays 47
DemetriosArgyriades
5 TheCultural-EconomicPerspectiveonValuesandVirtues 84
EelkedeJong
6 TheSocialPsychologyPerspectiveonValuesandVirtues 98
IwonaSobisandMichielS.deVries
7 TheInstitutionalPerspectiveonValuesandVirtues 115
ElinorOstromandVincentOstrom
8 PublicAdministrationasaMenetypeB:Re-discovering
Trichotomies 135
BruceCuttingandAlexanderKouzmin
9 ContemporaryTrendsandDilemmasofAdministrativeEthics
intheDevelopingWorld 169
M.ShamsulHaque
10 TheValueProfileofCivilServantsinNewEuropean
DemocraciesthroughtheLensofEmbeddedEthics 186
JolantaPalidauskaite
v
vi Contents
11 TheEvilandItsCure:Clientelism,Corruption,andTheir
InstitutionalRemediesinLatinAmerica 208
ChristinaW.Andrews
12 PerilsandProspectsinFourAfricanCountries 228
MosesSindane
13 PublicSectorValueandVirtueandtheOECD 241
CynthiaE.LynchandThomasD.Lynch
14 ValuesandVirtuesintheJapanesePublicSector 256
HirokoKudo
15 Conclusions 275
MichielS.deVriesandPanSukKim
References 285
NotesontheContributors 312
AuthorIndex 317
SubjectIndex 322
List of Figures
5.1 Aframeworkforcultureandeconomics 88
6.1 Ernst&Young’simpliedpsychologicalcontract 111
7.1 Aframeworkforinstitutionalanalysis 120
8.1 Thetrinitarianhierarchyofsociety 137
8.2 Thetrinityofpoliticalpowers 138
8.3 Thetrinityofjurisdictionalpower 141
8.4 Thesub-trinityofexecutivepower 145
8.5 Theprincipaltrinityoftheintellect 150
8.6 Thetrinityofsocietyinterests 151
8.7 Essentialnatureofthepublicinterest 153
8.8 PA’sauthorityonthepublicinterest 156
8.9 Thegovernancetrichotomy 157
8.10 Thetrinityofpoliticalstudies 158
8.11 Thetrinityofgovernmentinaction 159
8.12 Thetrinityofpolicydecisionmaking 166
8.13 Thetrinityofpolicyimplementation 167
10.1 Transformationofcivilservicesysteminnewdemocracies 205
11.1 RankingaccordingtotheCorruptionPerceptionIndex 210
11.2 Rankingaccordinglytotheaverageineachcountryinreply
tothequestion:“Imaginethatthetotalofpublicservantsin
yourcountrywas100andthatyoushouldsayhowmanyof
amongthese100arecorrupt.Howmanywouldyousayare
corrupt?” 211
11.3 Rankingaccordinglyinpercentageofrepliesfor“more”to
thequestions:“Doyouthinkthatthereismore,thesame,or
lesscorruptionamongpoliticiansthanintherestof
society?” 212
vii
List of Tables
10.1 Constitutionalvalues 189
10.2 Citizens’rightsinrelationshiptopublicauthorities 190
10.3 Constitutionalprovisionsinregardtocivilservice 191
10.4 Generalprinciplesofcivilservice 194
10.5 Civilservants’dutiesprescribedbyCivilServiceAct 198
10.6 Frequencyofvaluesidentifiedincodesofethics/codesof
conduct 200
10.7 Aninventoryofprinciplesforcivilservantsemphasizedin
differentlegislation 202
10.8 Differencesbetweennomenclatura’sethosandEuropean
Unionethicalstandards 205
viii
Preface
We are living in a rapidly changing society and the field of public
administration is no exception. Public administration is a field of study
and analysis linked with law, political science, sociology, business man-
agement, economics, psychology, technology, and engineering. Although
thehistoricaldevelopmentofpublicadministrationdiffersfromonecoun-
try to another, political science and the law have significantly affected the
developmentofmodernPublicAdministration.Historicallandmarksinthe
disciplineofPublicAdministrationincludetheessayentitled“TheStudyof
Administration”publishedbyWoodrowWilson,whicharguedthatthesci-
entific concept of administration needed to be removed from the strife of
politics. Since then, several paradigms have been raised reflecting the state
ofpublicadministrationinagivenperiod.
Common features of several paradigms that developed during the eco-
nomiccrisesincludeefficiencyandeconomy.Forexample,duringtheGreat
DepressionintheUnitedStatesandtherestoftheworld,aparadigmof“best
ways”wasintroducedalongwiththedevelopmentofbusinessmanagement.
Similarly, with the economic and financial crises affecting many countries
aroundtheworldsincethelate1980s,newpublicmanagement(NPM)was
introduced in emphasizing managerialism and management techniques,
contractualismandentrepreneurship,market-driventechniques,citizensas
customers,deregulationsandmarkettransactions,andtighterperformance
management.
Itisfinetosaythatdemocracycannotfunctionwithoutefficientadmin-
istration,butotherargumentsondimensionssuchasvaluesandvirtuesare
perhaps even more relevant to the nature and dynamics of public admin-
istration. A strong emphasis on instrumental managerialism misplaces the
meaningofpublicadministration.Theassumptionsofefficiencyandecon-
omy do not capture the complexity of a phenomenon that involves the
publicaswellaspublicconsequences.Business-likemanagementalonecan-
not resolve all the problems in the public sector. NPM or post-NPM may
work in a certain country, but it cannot be universally applied because
each society is different. In that regard, critical analysis of the funda-
mental and instrumental ways of governing is necessary to go beyond
NPM or post-NPM, which heavily relies on economic and management
theories.
In a time of financial strife, there is the tendency to focus on efficiency
andtheeconomyattheexpenseofvirtuesandvalues.Thesetwoelements
ix