A special issue of International Journal of Public Sector Performance Management
Competence has been at the centre of a significant number of research and initiatives in public organisations over the past few years. This gives rise to various challenges. In addition to various instruments of competence planning and rewarding, a competence management system also consists of principles regarding its design, implementation and development in a sustainable manner.
Traditionally, there are three ways of analysing public service professions. One way is to classify and analyse professions by different location and role; the second is to analyse changing relations between the public service professions and more demanding service by users; the third would be tracking the evolution of professionalisation projects, often aimed at moving from a gentleman amateur tradition to a professional civil servant.
The aim of this issue is to look further into this last prospect, by identifying the characteristics and determinants of the competence and the incompetence in public managers.
Topics covered include, but are not limited to:
- Impact of rewarding policies on competence management
- Team work, project management and competences
- Public sector attractiveness for experienced managers
- Knowledge management and competence management
- Intellectual capital evaluation
- Performance evaluation and competence management
- Determinants of competence in the public sector
- Competence of managers in local government, central government, healthcare services and public agencies
- Managing competences of street-level bureaucrats
Submission of full paper before: 1 November, 2007
Notification of acceptance before: 10 January, 2008
Submission of final and revised manuscripts: 1 April, 2008