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Reforms in French Public Universities. How does commitment to performance match with commitment to public values?

Author

Listed:
  • Stéphanie Chatelain-Ponroy

    (LIRSA-CRC - LIRSA. Centre de recherche en comptabilité - LIRSA - Laboratoire interdisciplinaire de recherche en sciences de l'action - CNAM - Conservatoire National des Arts et Métiers [CNAM])

  • Christine Musselin

    (CSO - Centre de sociologie des organisations (Sciences Po, CNRS) - Sciences Po - Sciences Po - CNRS - Centre National de la Recherche Scientifique)

  • Stéphanie Mignot-Gerard

    (IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12)

  • Samuel Sponem

    (HEC Montréal - HEC Montréal)

Abstract

NPM reforms that have been led recently in the public sector in many countries strongly emphasize the notion of performance. If the effects of these reforms on the core micro-processes of organizations retained a great deal of attention, few studies examined how these changes transformed the identities of civil servants. By contrast a growing body of "Public Service Motivation" research demonstrates that individuals may have predispositions to work in public institutions or organizations. In other words, civil servants share specific " public values ". As a consequence the incorporation of a culture of performance raises questions about its effects on the identities of public servants within public organizations. It is therefore relevant to ask whether the dissemination of a culture of performance results in less commitment to public values or if they are compatible with one another. In the remainder of the paper, we will address this theoretical issue by exploring the following question: how far can civil servants committed to public values be simultaneously be committed to performance impact in public institutions?

Suggested Citation

  • Stéphanie Chatelain-Ponroy & Christine Musselin & Stéphanie Mignot-Gerard & Samuel Sponem, 2013. "Reforms in French Public Universities. How does commitment to performance match with commitment to public values?," Post-Print halshs-00842166, HAL.
    • Handle: RePEc:hal:journl:halshs-00842166
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-00842166
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    References listed on IDEAS

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    1. David Morand & Kimberly Merriman, 2012. "“Equality Theory” as a Counterbalance to Equity Theory in Human Resource Management," Journal of Business Ethics, Springer, vol. 111(1), pages 133-144, November.
    2. Musselin, Christine, 2013. "How peer review empowers the academic profession and university managers: Changes in relationships between the state, universities and the professoriate," Research Policy, Elsevier, vol. 42(5), pages 1165-1173.
    3. Burney, Laurie L. & Henle, Christine A. & Widener, Sally K., 2009. "A path model examining the relations among strategic performance measurement system characteristics, organizational justice, and extra- and in-role performance," Accounting, Organizations and Society, Elsevier, vol. 34(3-4), pages 305-321, April.
    4. Just, Richard E. & Huffman, Wallace E., 2009. "The economics of universities in a new age of funding options," Research Policy, Elsevier, vol. 38(7), pages 1102-1116, September.
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    Keywords

    performance values; Public Service Motivation; University; public values;
    All these keywords.

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