The State of the Public Service

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Over the past 20 years, the management of the public service has changed tremendously in most OECD countries. First, governments have tried to reduce the size of their public employment to decrease the costs of producing government services, either directly or indirectly by contracting out the production of services to the private sector under the assumption that it would be more efficient. Second, in many cases, governments have tried to apply general good management principles to the management of public employees. As a consequence, many areas of public employment have lost their uniqueness and have become quite similar to the general employment system in the different countries. This book takes stock of the main changes in the management of public services across OECD countries. It also examines how countries manage to find a balance between, on the one hand, attention to fundamental values such as fairness, equity, justice and social cohesion to maintain political confidence in the government system as a whole and, on the other hand, a focus on efficiency, productivity and effectiveness.

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Annex - HRM Composite Indicators

Construction, Weighting and Theoretical Framework

Building composite indicators is a challenging task. There are important rules for the development of meaningful indicators including having a clear theoretical framework, respecting clear rules and proceeding with caution. The HRM composites presented in this document follow the steps identified in the Handbook on Constructing Composite Indicators (OECD and European Commission, 2008) that are necessary for building meaningful composite or synthetic indicators. 

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