Improving Public Sector Productivity: Concepts and Practice.

• Author: Patel, Hargovind S.

There is a lot of literature in various places on the topic of productivity improvement, but Ellen D. Rosen, author of Improving Public Sector Productivity: Concepts and Practice, has put it in one book. The book discusses systematically and in detail various fundamental topics, such as productivity concepts and application, productivity measurement, improving the work process, training and motivating the worker, management options for obtaining resources, managing for productivity and the strategy.

The productivity of our public agencies has never been more important than now. Taxpayers, elected officials, clients and public servants have a stake in making public agencies more efficient, effective and respected. Taxpayers have drawn the line on what they are willing to pay for government programs and are increasingly worried about public debt. Elected officials are casting about for ways to meet a high level of citizen demand for services in the face of fiscal limitations. Clients are increasingly distrustful of government and critical of the quality of the public services they receive.

Productivity measurement is variously defined as measurement of efficiency, effectiveness, cost reduction, input-output, management improvement, performance, methods improvement, work standards and program evaluation. Its central concern is making better use of the taxpayer's dollar by making agencies more efficient. It provides the kind of solid information that elected officials need in order to make rational and defensible decisions about the allocation of resources.

Productivity improvement programs produce changes in organizational routine--people may be doing different tasks, using new technology or participating in new decision-making modes. Preparation for these new situations is essential if the innovations are to be successful. Productivity improvement is also an exercise in inducing change in the face of resistance. Success depends on maintaining pressure for change, recognizing and dealing with constraints, and motivating actors to cooperate. Unpredictabilities, complexities and variabilities exist, and thus there is always some risk in undertaking change. No decision is guaranteed to be successful, but thoughtful discussion and consideration of factors and alternatives beforehand will improve the likelihood of success.

Another point made by the author is it is often not the managers but the workers at every level and sector of the organization...