This study investigates doctrinal coherence as a factor in the implementation of New Public Management (NPM) reforms with a particular focus on its managerialist component. We explore whether NPM progenitors, the United Kingdom, the United States and New Zealand, fully embraced the core NPM principle of managerial empowerment.
We reviewed foundational NPM documents and conducted a qualitative analysis of survey instruments designed to assess agency management quality across the three jurisdictions to probe whether reformers intended to empower managers other than those at the top of the hierarchy.
We conclude that reformers in these jurisdictions promoted the empowerment of top-level managers to the substantial exclusion of those at mid- and lower levels of the hierarchy, who comprise the bulk of the managerial workforce and who play critical roles in operational decision-making and cultural transformation. We argue that this top-down approach contradicts managerialist doctrine and impedes attempts at culture change.
This study highlights doctrinal coherence as a factor in reform design and implementation. It further emphasizes the importance of distinguishing between managers at different hierarchical levels when undertaking reforms that center on the large-scale restructuring of public agencies. Attention is drawn to how alternative management philosophies can impact reform implementation.
