Intro
Preface
References
Contents
Notes on Contributors
List of Figures
List of Tables
List of Boxes
Part I: Rethinking Organization and Human Resource Management in Public Sector
Chapter 1: Organizing Public Administration
1.1 Introduction
1.2 Reforms and Organizational Change
1.2.1 NPM and post-NPM Reforms
1.3 A New Complexity for Public Administration: Organizing According to the post-NPM Reforms
1.4 The Crisis of the Bureaucratic Model
1.5 Conclusions
References
Chapter 2: Rethinking the Concept of Competencies for Public Managers

2.1 Introduction
2.2 The Concept of Competence in a Managerial Perspective
2.2.1 The Entity-based Perspective
2.2.2 The Situationalist Approach
2.3 Competencies for Public Managers
2.3.1 Competency-based Public Administration Research
2.3.2 Behavioral Competencies of Italian Public Managers and Employees
2.4 HRM Practices and Managerial Competencies in the Public Context
2.5 Competency Model and HRM: Italian Practices
2.5.1 The Competency Portfolio Developed by the Campania Region
2.5.2 Competency Mapping and Learning Process: The INPS Case

2.5.3 The Dictionary of Behavioral Competency of the Sardinia Region
2.6 The Competency Model: The Other Side of the Coin
References
Chapter 3: Human Resource Management in the Public Administration
3.1 HRM in Public Organizations: Main Problems and Challenges
3.2 The Concept of Public Motivation: Levers and Constraints
3.3 Recruitment and Training Systems
3.4 Evaluation Systems
3.5 Flexibility in Worker Relationships: New Challenges in HRM
3.6 Technology and New Modes of Working in Public Administration
3.7 Considerations and Conclusions
References

Part II: The Italian Case Study
Chapter 4: Public Management Reform in Italy
4.1 The Conceptual Framework for the Reformist Season
4.2 The Administrative Reforms of the 1990s
4.2.1 Assumptions and Dimensions of Radicalism of the Administrative Reforms
4.2.2 The Legislative Interventions of the 1990s: Some Cardinal Points
4.2.3 Linkages Between the Administrative Reforms of the 1990s, NPM, and Post-NPM
4.3 Determinants and Complexity of the Administrative Change: The Answers of the Italian Legislator
4.3.1 The Determinants and the Dimensions of Complexity

4.3.2 The Implications of Complexity
4.3.3 The Reforms of the Italian Legislator
4.4 Current Challenges
References
Chapter 5: The Key Role of the SNA in Promoting Organizational Change and Competencies Development
5.1 Introduction
5.2 How Public Entities Lead to Organizational Development
5.3 New Training Methodologies for Competencies Development
5.4 The Key Role of Schools of Government in Public Employee Training
5.5 A Comparative Analysis with Other European National Schools of Administration