Organizational Development in Public Administration: The Italian Way

Intro -- Preface -- References -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- List of Boxes -- Part I: Rethinking Organization and Human Resource Management in Public Sector -- Chapter 1: Organizing Public Administration -- 1.1 Introduction -- 1.2 Reforms and Organizational Change -- 1.2.1 NPM and post-NPM Reforms -- 1.3 A New Complexity for Public Administration: Organizing According to the post-NPM Reforms -- 1.4 The Crisis of the Bureaucratic Model -- 1.5 Conclusions -- References -- Chapter 2: Rethinking the Concept of Competencies for Public Managers -- 2.1 Introduction -- 2.2 The Concept of Competence in a Managerial Perspective -- 2.2.1 The Entity-based Perspective -- 2.2.2 The Situationalist Approach -- 2.3 Competencies for Public Managers -- 2.3.1 Competency-based Public Administration Research -- 2.3.2 Behavioral Competencies of Italian Public Managers and Employees -- 2.4 HRM Practices and Managerial Competencies in the Public Context -- 2.5 Competency Model and HRM: Italian Practices -- 2.5.1 The Competency Portfolio Developed by the Campania Region -- 2.5.2 Competency Mapping and Learning Process: The INPS Case -- 2.5.3 The Dictionary of Behavioral Competency of the Sardinia Region -- 2.6 The Competency Model: The Other Side of the Coin -- References -- Chapter 3: Human Resource Management in the Public Administration -- 3.1 HRM in Public Organizations: Main Problems and Challenges -- 3.2 The Concept of Public Motivation: Levers and Constraints -- 3.3 Recruitment and Training Systems -- 3.4 Evaluation Systems -- 3.5 Flexibility in Worker Relationships: New Challenges in HRM -- 3.6 Technology and New Modes of Working in Public Administration -- 3.7 Considerations and Conclusions -- References -- Part II: The Italian Case Study -- Chapter 4: Public Management Reform in Italy.