Showing papers by "Lars Tummers published in 2009"

Policy Alienation of Public Professionals: Application in a New Public Management context

Abstract: Today, many public professionals feel estranged from the policy programmes they implement; that is, they experience ‘policy alienation’. This is of concern as, for satisfactory implementation, some identification with the policy is required. We conceptualise policy alienation based on the sociological concept of work alienation, and show how this can be used in policy implementation research. Studying a Dutch case of professionals implementing a new work disability decree, we observe how NPM practices increase policy alienation because of a perceived dysfunctional focus on efficiency and results. A large number of policy changes and stricter implementation rules further increased policy alienation.

Policy alienation of public professionals: The development of a scale

Abstract: textToday, many public professionals feel estranged from the policy programs they implement. That is, they experience ‘policy alienation’. This is of concern as, for satisfactory implementation, some identification with the policy is required. We develop a quantitative scale to measure policy alienation. Policy alienation is associated conceptually with five (sub) dimensions: 1. strategic powerlessness, 2. tactical powerlessness, 3. operational powerlessness, 4. societal meaninglessness and 5. client meaninglessness. We developed Likert-type items for these (sub) dimensions to create a policy alienation scale. This scale is refined by interviewing twenty experts. The refined scale is administered in a survey of 470 healthcare professionals implementing a new financial reward policy: Diagnosis Treatment Combinations. The resulting 23-item policy alienation scale shows good psychometric qualities. Construct validity tests show that policy alienation correlates as expected with job satisfaction, role conflicts and change willingness. A reliable and valid policy alienation scale can add to the understanding why implementing public professionals embrace or resist particular public policies.

Beleidsvervreemding van publieke professionals : Theoretisch raamwerk en een casus over verzekeringsartsen en arbeidsdeskundigen

Abstract: textIn dit artikel introduceren we het begrip beleidsvervreemding. We definieren beleidsvervreemding als een algemene cognitieve staat van psychologische ontkoppeling met het beleid, in dit geval van de publieke professional die het beleid uitvoert. Beleidsvervreemding kan bijvoorbeeld ontstaan wanneer een professional een nieuw beleid als zinloos ervaart. Hiermee willen we een bijdrage leveren aan het huidige maatschappelijke debat over de rol van publieke professionals. Volgens sommige auteurs staan professionals onder druk en komt dit vooral omdat managers niet meer weten wat er op de werkvloer gebeurt. Anderen vragen zich af of ‘de managers’ de oorzaak zijn van alle gepercipieerde problemen van professionals. Het concept beleidsvervreemding onderzoekt deze claims. Niet alleen de invloed van managers, maar ook die van beleidsmakers en mondigere clienten wordt meegenomen. Na de conceptualisatie illustreren we met een casestudie over verzekeringsartsen en arbeidsdeskundigen hoe beleidsvervreemding empirisch onderzoekbaar is.

Policy Alienation of Public Professionals: Application in a New Public Management Context

Abstract: Today, many public professionals feel estranged from the policy programmes they implement; that is, they experience ‘policy alienation’. This is of concern as, for satisfactory implementation, some identification with the policy is required. We conceptualize policy alienation based on the sociological concept of work alienation, and show how this can be used in policy implementation research. Studying a Dutch case of professionals implementing a new work disability decree, we observe how NPM practices increase policy alienation because of a perceived dysfunctional focus on efficiency and results. A large number of policy changes and stricter implementation rules further increased policy alienation.