Public Sector Reform and Middle Managers in Hong Kong

Abstract

This article examines the impact of public sector reform on the work and attitudes of executive officers in the Hong Kong government. It is based on a survey of 414 officers conducted in June 1999. Although the reforms have generally been well-received, those that promoted greater departmental responsiveness to the public were better accepted than those that involved internal management changes. There was no evidence to support the proposition that middle managers felt more empowered by reforms.

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Notes on contributors

Ian Scott

Ian Scott is Professor of Politics and Government at Murdoch University, Australia.