@article{FischerSiegelProelleretal.2022, author = {Fischer, Caroline and Siegel, John and Proeller, Isabella and Drathschmidt, Nicolas}, title = {Resilience through digitalisation}, series = {Public management review}, volume = {25}, journal = {Public management review}, number = {4}, publisher = {Routledge, Taylor \& Francis}, address = {London}, issn = {1471-9037}, doi = {10.1080/14719037.2022.2037014}, pages = {808 -- 835}, year = {2022}, abstract = {This article examines public service resilience during the COVID-19 pandemic and studies the switch to telework due to social distancing measures. We argue that the pandemic and related policies led to increasing demands on public organisations and their employees. Following the job demands-resources model, we argue that resilience only can arise in the presence of resources for buffering these demands. Survey data were collected from 1,189 German public employees, 380 participants were included for analysis. The results suggest that the public service was resilient against the crisis and that the shift to telework was not as demanding as expected.}, language = {en} } @article{ProellerSiegel2021, author = {Proeller, Isabella and Siegel, John}, title = {Public Management Reforms in Germany}, series = {Public Administration in Germany}, journal = {Public Administration in Germany}, publisher = {Palgrave Macmillan}, address = {Cham}, isbn = {978-3-030-53696-1}, doi = {10.1007/978-3-030-53697-8_22}, pages = {393 -- 410}, year = {2021}, abstract = {This chapter describes the most prominent public management reform trajectories in German public administration over the past decades since unification. In the 1990s, the New Steering Model emerged as a German variant of the NPM. Since the mid-2000s, local governments in Germany have been subjected to a mandatory reform of their budgeting and accounting system known as the New Municipal Financial Management reforms. Both reforms have led to a substantial change in terms of internal decentralisation, customer orientation, transparency in resource use and the financial situation of administrative bodies. But the emerging reform patterns and their impacts have not replaced the dominance of a strong legalist culture with hierarchical, centralised control. However, in the course of the reforms, a citizen-customer perspective, more participation of citizens and limited application of new management instruments have been accommodated within the persisting bureaucratic system.}, language = {en} } @article{KuhlmannProellerSchiemankeetal.2021, author = {Kuhlmann, Sabine and Proeller, Isabella and Schiemanke, Dieter and Ziekow, Jan}, title = {German Public Administration}, series = {Public Administration in Germany}, journal = {Public Administration in Germany}, publisher = {Palgrave Macmillan}, address = {Cham}, isbn = {978-3-030-53696-1}, doi = {10.1007/978-3-030-53697-8_1}, pages = {1 -- 13}, year = {2021}, abstract = {The international community of public administration and administrative sciences shows a great interest in the basic features of the German administrative system. The German public administration with its formative decentralisation (called: administrative federalism) is regarded as a prime example of multilevel governance and strong local self-government. Furthermore, over the past decades, the traditional profile of the German administrative system has significantly been reshaped and remoulded through reforms, processes of modernisation and the transformation process in East Germany. Studies on the German administrative system should focus especially on key institutional features of public administration; changing relationships between public administration, society and the private sector; administrative reforms at different levels of the federal system; and new challenges and modernisation approaches, such as digitalisation, open government and better regulation.}, language = {en} } @article{SiegelProeller2021, author = {Siegel, John and Proeller, Isabella}, title = {Human Resource Management in German Public Administration}, series = {Public Administration in Germany}, journal = {Public Administration in Germany}, publisher = {Palgrave Macmillan}, address = {Cham}, isbn = {978-3-030-53696-1}, doi = {10.1007/978-3-030-53697-8_21}, pages = {375 -- 391}, year = {2021}, abstract = {Human resource management (HRM) reform has not been the focus of attention in Germany despite its obvious relevance for effective policy implementation. Although there is a general trend worldwide towards convergence between public and private HRM strategies and practices, management of the workforce in German public administration still remains largely traditional and bureaucratic. This chapter describes and analyses German practices regarding the central functions and elements of HRM such as planning, recruitment, training and leadership. Furthermore, it explores the importance and contribution of public service motivation, performance-related pay and diversity management in the context of German practices. The chapter concludes by highlighting some of the major paradoxes of German public HRM in light of current challenges, such as demographic change, digital transformation and organisational development capabilities.}, language = {en} } @article{ProellerAdam2019, author = {Proeller, Isabella and Adam, Jan P.}, title = {Organisationsreformen}, series = {Handbuch zur Verwaltungsreform}, journal = {Handbuch zur Verwaltungsreform}, edition = {5., vollst{\"a}ndig {\"u}berarb. Aufl.}, publisher = {Springer}, address = {Wiesbaden}, isbn = {978-3-658-21562-0}, pages = {305 -- 317}, year = {2019}, language = {de} } @article{RandmanLiivVintarProelleretal.2018, author = {Randman-Liiv, Tiina and Vintar, Mirko and Proeller, Isabella and Profiroiu, Marius Constantin}, title = {EGPA and the European Administrative Space}, series = {Public Administration in Europe : The Contribution of EGPA}, journal = {Public Administration in Europe : The Contribution of EGPA}, publisher = {Springer}, address = {Cham}, isbn = {978-3-319-92855-5}, doi = {10.1007/978-3-319-92856-2_9}, pages = {71 -- 81}, year = {2018}, abstract = {The chapter aims at addressing collaboration between the two main professional organizations in the field of Public Administration in Europe—the European Group of Public Administration (EGPA) and the Network of Institutes and Schools of Public Administration in Central and Eastern Europe (NISPAcee)—in their contribution to understanding, creating and institutionalizing the European Administrative Space. While the chapter gives an overview of both informal collaboration between Eastern and Western European scholars, and a joint accreditation initiative (EAPAA), its main focus is on Trans-European Dialogue (TED). The chapter outlines the challenges for the future of TED and proposes other potential ways of EGPA-NISPAcee collaboration.}, language = {en} } @article{ProellerSchedler2011, author = {Proeller, Isabella and Schedler, Kuno}, title = {Verwaltung im Gew{\"a}hrleistungsstaat}, isbn = {978-3-531- 17546-1}, year = {2011}, language = {de} } @article{ProellerSiegel2008, author = {Proeller, Isabella and Siegel, John Philipp}, title = {Die Rolle der Regierungszentrale in der strategischen Steuerung : internationale Perspektiven}, isbn = {978-3-03-823460- 9}, year = {2008}, language = {de} } @article{ProellerSiegel2009, author = {Proeller, Isabella and Siegel, John Philipp}, title = {Strategische Steuerung auf zentralstaatlicher Ebene : Ans{\"a}tze aus Skandinavien und dem Baltikum}, issn = {0947-9856}, year = {2009}, language = {de} } @article{ProellerSiegel2009, author = {Proeller, Isabella and Siegel, John Philipp}, title = {Performance Management in der deutschen Verwaltung : eine explorative Einsch{\"a}tzung}, series = {Der moderne Staat : dms: Zeitschrift f{\"u}r Public Policy, Recht und Management}, volume = {2}, journal = {Der moderne Staat : dms: Zeitschrift f{\"u}r Public Policy, Recht und Management}, number = {2}, publisher = {Budrich}, address = {Leverkusen}, issn = {1865-7192}, pages = {463 -- 482}, year = {2009}, abstract = {Performance Management, hier verstanden als leistungs- und wirkungsorientierte Steuerung der Verwaltung, ist eine bedeutende Funktion moderner Verwaltungsf{\"u}hrung und steht im Mittelpunkt der internationalen Public-Management-Theorie und -Praxis. In diesem Beitrag wird der Umsetzungsstand des Performance Managements in Deutschland untersucht und dabei auf Bund, L{\"a}nder und Kommunen eingegangen. Die Analyse orientiert sich insbesondere an den Handlungsfeldern Performance Budgeting, ergebnisorientierte Steuerung sowie Benchmarking und geht der Frage nach, welcher Typus der Performance-Steuerung im Sinne der Kategorien von Bouckaert und Halligan (2008) realisiert ist. Der Beitrag kommt auf der Basis von Literatur- und Dokumentenrecherchen zum Schluss, dass auf Bundes- und Landesebene kaum integrative und fl{\"a}chendeckende Ans{\"a}tze implementiert sind, verweist aber auf Einzelbeispiele weitergehender Praktiken. Auf kommunaler Ebene ist der Umsetzungsstand h{\"o}her, was an der Realisierung entsprechender Elemente des Neuen Steuerungsmodells und zunehmend dem neuen Haushalts- und Rechnungswesen liegt. Erkl{\"a}rt und interpretiert wird dieser Stand durch kulturelle, strukturelle und pragmatische Faktoren.}, language = {de} }