X hits on this document

PDF document

Globalisation and the Governance of Hong Kong - page 22 / 28

116 views

0 shares

0 downloads

0 comments

22 / 28

hand, and demands with the situation’.

for more services on the In sum, the main aim

other, the government drafted PSR to cope of PSR appears to be political rather than

administrative. Although its timing document should be regarded as a

coincided with the diffusion product of uncertain political

of NPM elsewhere, the environment surrounding

impending reunification with NPM underpinnings to Hong

China. Burns

(1994:

Kong’s PSR,

he was

248) argued that although surprised at its introduction

there were given that

NPM assumes a relatively stable and predictable be said of the backdrop to Hong Kong’s PSR status. PSR was being drafted at the same time that its basic tenets could be guaranteed as part to preserve.

administrative environment.

This cannot

given

the

prospect

of

transition

to

SAR

as

the

Basic Law,

of

the

‘continuity’

so it could be argued that the Law intended

Patten (1992-1997)

The next phase of administrative reform in Hong Kong began with the appointment of

Chris made

Patten as Governor. an impression on the

Unlike style of

his predecessors, Patten administration during his

was term

a career politician who in of ice. In particular,

Patten was ‘the Patten

in favour of more open and regime forced even the most

responsive government. humble civil servant to

As Vines (1997) notes, recognise that he or she

was also responsible to the public’. Public Sector Reform provided

his

approach

to

administrative

reform

in

Hong

Kong.

The

first

Patten with a basis for change of note under

Patten came with the scrutinies that marked

establishment of the Ef iciency Unit in 1992. the introduction of its UK predecessor in 1979,

Unlike the inancial the Unit marked the

appearance of a ‘softer’ phase of NPM, or

civil service. financial and

The focus also switched to policy management in PSR.

a shift towards a ‘client based culture’ for the human resource management from a stress on Like its counterpart in the UK, much of its

establishment was to do viewed the Unit as ‘an

with agent

symbolic as well as practical impact. of change with authority from the top

Sankey (1993: 78) to cross traditional

boundaries’ and its purpose was to put into practice particular, the Performance Pledge (PP) initiative, a

the philosophy of key responsibility

the PSR report. In of the Unit, would

10

Simon Vickers, former HK government civil servant, Interview, 2 April 1998.

22

Document info
Document views116
Page views116
Page last viewedSat Dec 10 04:10:33 UTC 2016
Pages28
Paragraphs1191
Words9811

Comments