1,106
Views
9
CrossRef citations to date
0
Altmetric
ARTICLES

Ethics Problems in the New Public Service: Back to a Service Ethic?

REFERENCES

  • Adams, G. B., & Balfour, D. L. (2009). Unmasking administrative evil (2nd ed.). Washington, DC: Sage.
  • Adler, L., & Ginsburg, P. B. (2016). Affordable Care Act premiums are lower than you think. New York, NY: Brookings Institution.
  • Alchian, A., & Demsetz, H. (1972). Production, information costs, and economic organization. American Economic Review, 62(5), 777–795.
  • Allison, G. (1971). The essence of decision: Explaining the Cuban Missile Crisis. Boston, MA: Little-Brown.
  • Appleby, P. H. (1952). Morality and administration in democratic government. Baton Rouge, LA: Louisiana State University Press.
  • Arnold, R. D. (1990). The logic of congressional action. New Haven, CT: Yale University Press.
  • Bawn, K. (1995). Political control versus expertise: Congressional choices about administrative procedures. American Political Science Review, 89, 62–73.
  • Beeri, I., Dayan, R., Vigoda-Gadot, E., & Simcha, B. (2013). Advancing ethics in public organizations: The impact of an ethics program on employees’ perceptions and behaviors in a regional council. Journal of Business Ethics, 112, 59–78.
  • Bird, F. B., & Waters, J. A. (1989). The moral muteness of managers. California Management Review, 32(1), 73–88.
  • Bourgon, J. (2007). New directions for public administration: Serving beyond the predictable. Public Policy and Administration, 24(3), 309–330.
  • Bowman, J. (1990). Ethics in government: A national survey of public administrators. Public Administration Review, 50(3), 345–353.
  • Bowman, J., West, J. P., Berman, M., & Van Wart, M. (2016). The professional edge: Competencies in public service (2nd ed.). New York, NY: Routledge.
  • Bozeman, B. (1987). All organizations are public: Bridging public and private organization theory. San Francisco, CA: Jossey-Bass.
  • Bozeman, B., & Su, X. (2015). Public service motivation concepts and theory: A critique. Public Administration Review, 75, 700–710.
  • Brown, T., Potoski, M., & Van Slyke, D. (2006). Managing public service contracts: Aligning values, institutions, and markets. Public Administration Review, 66(3), 323–331
  • Bryson, J., Crosby, B. C., & Bloomberg, L. (2014). Public value governance: Moving beyond traditional public administration and the New Public Management. Public Administration Review, 74, 445–456.
  • Bueno de Mesquita, E. (2016). Political economy for public policy. Princeton, NJ: Princeton University Press.
  • Cable, Telecommunications, and Technology Committee of the New Orleans City Council v. Federal Communications Commission. (2013). 11–1547.
  • Carpenter, D. (2001). The forging of bureaucratic autonomy: Reputations, networks, and policy innovation in executive agencies, 1862–1928. Princeton, NJ: Princeton University Press.
  • Casey, C. (2015). Public values in governance networks: Management approaches and social policy tools in local community and economic development. American Review of Public Administration, 45(1), 106–127.
  • Chevron, USA, Inc. v. NRDC, Inc. (1984). 467 U.S. 837.
  • City of Arlington, Texas et al. v. Federal Communications Commission et al. (2013). 11–1545.
  • Cooper, T. (2001). The handbook of administrative ethics. New York, NY: Macel-Dekker.
  • Cooper, T. (2010). The responsible administrator: An approach to ethics for the administrative role. New York, NY: Wiley and Sons.
  • Cooper, T. L. (2012). The responsible administrator: An approach to ethics for the administrative role (6th ed.). San Francisco, CA: Jossey-Bass.
  • Dahl, R. (1947). A preface to democratic theory. New Haven, CT: Yale University Press.
  • Davies, N. (2000). Carers’ opinions and emotional responses following cardiac surgery: Cardiac rehabilitation implications for critical care nurses. Intensive and Critical Nursing, 16(2), 66–75.
  • De Graaf, G., & van der Wal, Z. (2010). Managing conflicting public values: Governing with integrity and effectiveness. American Review of Public Administration, 40(3), 623–630.
  • DeMuth, C. (2016). Can the administrative state be tamed? Journal of Legal Analysis, 8, 121–190.
  • Denhardt, J. V., & Denhardt, R. B. (2011). The new public service: Serving not steering (3rd ed.). Armonk, NY: M.E. Sharpe.
  • Denhardt, J. V., & Denhardt, R. B. (2015). The New Public Service revisited. Public Administration Review, 75, 664–672.
  • Denhardt, R. B., & Denhardt, J. V. (2000). The New Public Service: Serving rather than steering. Public Administration Review, 60, 549–59.
  • Denhardt, R. B., & Denhardt, J. V. (2003). The New Public Service: An approach to reform. International Review of Public Administration, 8, 3–10.
  • Department of Transportation v. Association of American Railroads. (2015). 575 U.S.
  • Djerf-Pierre, M., Ekstrom, M., & Johansson, B. (2012). Policy failure or moral scandal? Political accountability, journalism and new public management. Media, Culture and Society, 35(8), 960–976.
  • Edwards, L. H., Poister, T. H., & Pasha, O. (2016). Operationalizing strategy content: An example from the transit industry. International Journal of Public Administration, 39, 395–403.
  • Elhauge, E. (2010). Why should we care about health care fragmentation and how to fix it. In E. Elhauge (Ed.), The fragmentation of U.S. healthcare (p. 18). New York, NY: Oxford University Press.
  • Emmerich, N., Swinglehurst, D., Maybin, J., Park, S., & Quilligan, S. (2015). Confronting the quality paradox: Towards new characterisations of ‘quality’ in contemporary healthcare. BMC Health Service Review. doi:10.1186/s12910-015-0006-z.
  • Epstein, D., & O’Halloran, S. (1999). Delegating powers: A transaction cost approach to policy making under separated powers. New York, NY: Cambridge University Press.
  • Eskridge, W., Frickey, P., & Garrett, E. (2007). Legislation and statutory interpretation (2nd ed.). New York, NY: Foundation Press.
  • Finer, H. (1941). Administrative responsibility in democratic government. Public Administration Review, 1(5), 335–350.
  • Fiorino, D. J. (2010). Sustainability as a conceptual focus for public administration. Public Administration Review, 70(s1), s78–s88.
  • Fisher, B., & Tronto, J. (1990). Toward a feminist theory of caring. In Abel, E. K. & Nelson, M. K. (eds.) Circles of care: Work and identity in women’s lives. New York, NY: State University of New York Press.
  • Fox, C. J. (2001). The use of philosophy in administrative ethics. In T. L. Cooper (Ed.), Handbook of administrative ethics (2nd ed., pp. 105–130). New York, NY: Marcel Dekker.
  • Fox, E., Myers, S., & Pearlman, R. A. (2007). Ethics consultation in United States hospitals: A national survey. American Journal of Bioethics, 7(2), 13–25.
  • Fukuyama, F. (2013). What is governance? Governance, 26(3), 347–368.
  • Gade, D., & Wilkins, V. M. (2013). Where did you serve? Veteran identity, representative bureaucracy, and vocational rehabilitation. Journal of Public Administration Research and Theory, 23, 267–288.
  • Getha-Taylor, H., Holmes, M. J., Jacobson, W. S., Morse, R. S., & Sowa, J. E. (2011). Focusing the public leadership lens: Research propositions and questions in the Minnowbrook tradition. Journal of Public Administration Research and Theory, 21(S1), i83–i97.
  • Goss, R. P. (1996). A distinct public administration ethics? Journal of Public Administration Research and Theory, 6(4), 573–597.
  • Gruening, G. (2001). Origin and theoretical basis of New Public Management. International Public Management Journal, 4, 1–25.
  • Gueras, D., & Garofalo, C. (2002). Practical ethics in public administration. Vienna, VA: Management Concepts.
  • Halfpenny, N. (2011). Discretion and control at the front line: Rationalities of practice in child and youth services (Doctoral dissertation). Curtin University, Perth, Australia.
  • Hall, T. H., & Ross, A. A. G. (2010). Affective politics after 9/11. International Organization, 69(4), 847–879.
  • Harris, R. (2015). The history of team production theory. Seattle Law Review, 38, 537–559.
  • Hartley, J., Alford, J., Hughes, O., & Yates, S. (2015). Public value and political astuteness in the work of public managers: The art of the possible. Public Administration, 93, 195–211.
  • Hassan, S., Wright, B., & Yukl, G. (2016). Does ethical leadership matter in government? Effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Administration Review, 74(3), 333–343.
  • Head, B. W., & Alford, J. (2015). Wicked problems: Implications for public policy and management. Administration and Society, 47(6), 711–739.
  • Hefetz, A., & Warner, M. E. (2004). Privatization and its reverse: Explaining the dynamics of the government contracting process. Journal of Public Administration Research and Theory, 14, 171–190.
  • Held, V. (2006). Feminist moral inquiry and the feminist future. In V. Held (Ed.), Justice and care (pp. 153–176). Boulder, CO: Westview Press.
  • Hood, A. (1998). Public officials, government and the public trust: Schizophrenia? Australian Journal of Public Administration, 57(1), 99–114.
  • Hood, C. (1995). Contemporary public management: A new global paradigm? Public Policy and Administration, 10(2), 104–117.
  • Howell, K. B. (2009). The costs of “broken windows” policing: Twenty years and counting. 37 Cardanzo Law Rev. 1059.
  • Hughes, O. E. (2012). Public management and administration: An introduction (4th ed.). New York, NY: Palgrave-MacMillan.
  • Hylton, M. O. (2016). Introduction to thinking about a post-ACA world: Litigation, cost shifting and enforcement of statutory rights. Employment Rights and Employment Policy Journal, 20, 219.
  • Jorgensen, T. B., & Rutgers, M. R. (2015). Public values: Core or confusion? Introduction to the centrality and puzzlement of public values research. American Review of Public Administration, 45, 3–12.
  • Jos, P., & Tompkins, M. (2009). Keeping it public: Defending public service values in a customer service age. Public Administration Review, 69(6), 1077–1086.
  • Jost, T. (2014). Implementing health reform: Excepted benefits final rule. Health Affairs Blog. Retrieved from http://healthaffairs.org/blog/2014/09/29/implementing-health-reform-excepted-benefits-final-rule/
  • King v. Burwell. (2015). 576 U.S.
  • Knott, J., & Hammond, T. (2003). Formal theory and public administration. In G. Peters & J. Pierre (Eds.), Handbook of public administration (pp. 138–148). London, UK: Sage Publications.
  • Koehler, M., & Rainey, H. G. (2008). Interdisciplinary foundations of public service motivation. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 33–55). Oxford, UK: Oxford University Press.
  • Lewis, C. W., & Gilman, S. C. (2012). The ethics challenge in public administration: A problem solving guide. New York, NY: John Wiley & Sons.
  • Lowery, D. (1998). Consumer sovereignty and quasi-market failure. Journal of Public Administration Research and Theory, 8, 137–172.
  • Lowery, D. (1999). Answering the public choice challenge: A neoprogressive research challenge. Governance: An International Journal of Policy and Administration, 12, 29–55.
  • Lubienski, C. (2005). Public schools in marketized environments: Shifting incentives and unintended consequences of competition‐based educational reforms. American Journal of Education, 111, 464–486.
  • Luton, L. S. (2003). Administrative state and society: A case study of the United States of America. In G. Peters & J. Pierre (Eds.), Handbook of public administration (pp. 169–176). Thousand Oaks, CA: Sage.
  • Maesschalck, J. (2004a). The impact of New Public Management reforms on public servants’ ethics: Towards a theory. Public Administration, 82, 465–489.
  • Maesschalck, J. (2004b). Approaches to ethics management in the public sector: A proposed extension of the compliance–integrity continuum. Public Integrity, 7, 20–41.
  • Manning, S., & Gurney, A. (1992). Operational risk within an insurance market. Journal of Financial Regulation and Compliance, 13(4), 293–300.
  • March Mining v. EEOC. (2015). 575 U. S.
  • Meier, K. J., & Nicholson-Crotty, J. (2006). Gender, representative bureaucracy, and law enforcement: The case of sexual assault. Public Administration Review, 66, 850–860.
  • Meier, K. J., & O’Toole, L. J. (2001). Managerial strategies and behavior in networks: A model with evidence from U.S. public education. Journal of Public Administration Research and Theory, 11, 271–294.
  • Miller, S., & Moulton, S. (2014). Publicness in policy environments: A multilevel analysis of substance abuse treatment services. Journal of Public Administration Research and Theory, 24, 553–589.
  • Mintzburg, H. (1996). Managing government, government management. Harvard Business Review, 93, 75–83.
  • Moncrief, A. R., & Lee, E. (2011). The positive case for centralization in healthcare regulation: The federalism failures of the ACA. Kansas Journal of Law & Pubic Policy, 20, 266.
  • Mosher, F. C. (1992). Public administration old and new: A letter from Frederick C. Mosher. Journal of Public Administration Research and Theory, 2, 199–202.
  • Moynihan, D. P. (2014). History as a source of values. In B. Cook & D. Morgan (Eds.), New public governance: A regime perspective (pp. 55–66). San Francisco, CA: M.E. Sharpe.
  • National Association of Insurance Commissioners. (2013). State insurance regulation: History, purpose and structure. Kansas City, MO: NAIC.
  • No Child Left Behind. (2001). Public Law 107–110.
  • O’Brien, D. T., Offenhuber, D., Baldwin-Phillipi, J., Sands, M., & Gordon, E. (2017). Uncharted territoriality in coproduction: The motivations for 311 reporting. Journal of Public Administration Research and Theory, 27(1), 320–335.
  • O’Leary, R. (2013). The ethics of dissent: Managing guerilla government, 2nd edition. Washington, DC: Sage.
  • Osborne, S. (2006). The new public governance? Public Management Review, 8(3), 377–387.
  • Osborne, S. O., Radnor, Z., & Nasi, G. (2015). A new theory for public service management? Toward a (public) service-dominant approach. American Review of Public Administration, 43(2), 135–158.
  • Osborne, S., Radnor, Z., Kinder, T., & Martinez, I. V. (2015). The service framework: A public-service-dominant approach to sustainable public services. British Journal of Management, 26(3), 424–438.
  • Parton, N. (2003). Rethinking professional practice: The contributions of social constructionism and the feminist “ethics of care.” British Journal of Social Work, 33, 1–16.
  • Palus, C. K., & Webb-Yackee, S. (2016). Clerks or kings? Partisan alignment and delegation to the US bureaucracy. Journal of Public Administration Research and Theory, 26(4), 693–708.
  • Perry, J. L. (1996). Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1), 5–22.
  • Perry, J. (1997). Antecedents of public service motivation. Journal of Public Administration Research and Theory, 7(2), 181–197.
  • Perry, J., & Vandenabeele, W. (2015). Public service motivation research: Achievements, challenges, and future directions. Public Administration Review, 75(5), 692–699.
  • Pfiffner, J. P. (1999). The public service ethic in new public personnel systems. Public Personnel Management, 28, 541–555.
  • Pratchett, L. (2000). The inherently unethical nature of public service ethics. In R. A. Chapman (Ed.), Ethics in public service for the new millennium (pp. 111–125). Aldershot, UK: Ashgate.
  • Rauh, J. (2015). Problems in identifying public and private organizations: A demonstration using a simple naive Bayesian classification. Public Organization Review, 25, 33–47.
  • Rose, J. M. (2007). Corporate directors and social responsibility: Ethics versus shareholder value. Journal of Business Ethics, 73(3), 319–331.
  • Rourke, E. (1969). Bureaucracy, politics, and public policy. Boston, MA: Little-Brown.
  • Sayre, W. S. (1958). Premises of public administration: Past and emerging. Public Administration Review, 18(2), 102–105.
  • Schneider, A. L., & Ingram, H. M. (2005). Deserving and entitled: Social construction and public policy. New York, NY: State University of New York Press.
  • Sevenhuijsn, S. (1998). Citizenship and the ethics of care: Feminist considerations on justice, morality and politics. New York, NY: Routledge.
  • Simon, H. (1944). Decision-making and administrative organization. Public Administration Review, 4(1), 16–30.
  • Snyder, P., Hall, M., Robertson, J., Jasinski, T., & Miller, J. (2006). Ethical rationality: A strategic approach to organizational crisis. Journal of Business Ethics, 63(4), 371–383.
  • Stazyk, E., & Davis, R. (2015). Taking the “high road”: Does public service motivation alter ethical decision making processes? Public Administration, 93, 627–645.
  • Stensota, H. (2010). The conditions of care: Reframing the debate about public sector ethic. Public Administration Review, 70, 295–303.
  • Stout, L. (2002). Bad and not-so-bad arguments for shareholder primacy. 75 S. Cal. L. Rev. 1189.
  • Stout, L. (2013). The toxic side effects of shareholder primacy. 161 U. Pa. L. Rev. 2003.
  • Stout, L., & Blair, M. (2001). Trust, trustworthiness, and the behavioral foundations of corporate Law. 149 U. Penn. L. Rev. 1735.
  • Svara, J. (2014). Who are the keepers of the code? Articulating and upholding ethical standards in the field of public administration. Public Administration Review, 74(5), 561–569.
  • Teske, P., Schneider, M., Buckley, J., & Clark, S. (2000). Does charter school competition improve traditional public schools? (Civic Report 10). New York, NY: Center for Civic Education at the Manhattan Institute.
  • Turner, M., & Hulme, D. (1997). Governance, administration and development: Making the state work. New York, NY: Springer.
  • Van der Wal, Z., Nabatchi, T., & de Graaf, G. (2015). From galaxies to universe: A cross-disciplinary review and analysis of public values from 1969–2012. American Review of Public Administration, 45, 13–28.
  • Van de Walle, S., Kampen, J. K., & Bouckaert, G. (2005). Deep impact for high impact agencies? Assessing the role of bureaucratic encounters in evaluations of government. Public Performance and Management Review, 28, 532–549.
  • Van Wart, M. (1996). The sources of ethical decision making in the public sector. Public Administration Review, 56(6), 525–533.
  • Waldo, D. (1955). The Study of Public Administration. New York, NY: Random House.
  • Walker, C. J. (2016). Toward a context specific chevron defense. 81 Missouri Law Rev. 1095.
  • Wicks, A. C., & Freeman, R. E. (1998). Organization studies and the new pragmatism: Positivism, anti-positivism, and the search for ethics. Organization Science, 9(2), 123–140.
  • Williams, J. F. (1999). Good-enough principles for welfare. Journal of Social Policy, 28, 667–687.
  • Williams, P. (2011). The life and times of the boundary spanner. Journal of Integrated Care, 19, 26–33.
  • Williamson, O. E. (1983). Organization form, residual claimants, and corporate control. Journal of Law and Economics, 26(2), 351–366.
  • Witesman, E., & Walters, L. (2015). Public service values: A new approach to the study of motivation in the public sphere. Public Administration, 92, 375–405.
  • Wood, R. C. (1955). Ethics in government as a problem in executive management. Public Administration Review, 15, 1–7.
  • Wright, B., Moynihan, D. P., & Pandey, S. (2012). Pulling the levers: Transformational leadership, public service motivation, and mission valence. Public Administration Review, 72, 206–215.
  • Yackee, J., & Yackee, S. W. (2016). From legislation to regulation: An empirical examination of agency responsiveness to congressional delegation and regulatory authority. Administrative Law Review, 68, 395–445.
  • Yackee, S. W. (2015). Participant voice in the bureaucratic policymaking process. Journal of Public Administration Research and Theory, 25, 427–449.
  • Zaller, J. R. (1996). The myth of the massive median impact revived new support for a discredited idea. In D. C. Mutz, P. M. Sniderman, & R. M. Brody (Eds.), Political persuasion and attitude change (pp. 17–78). Chicago, IL: University of Chicago Press.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.