Using public value theory to assist in understanding how and why executives integrate results-based management : exploratory case studies of the Canadian Federal public sector

Over the last two decades, the philosophy of public management in governments worldwide, including Canada’s, have embraced the principle of Results-based Management, has under the banner of New Public Management. It was believed that such private sector techniques would eventually lead to a fundamental cultural shift in the public sector – a leaner, more flexible, more responsive bureaucracy. This theme, Results-based Management, has been a consistent focus of Canadian ‘central agencies’ for over ten years, traditionally the time required to achieve significant organizational or cultural change. It is argued that to be meaningful, to go beyond political rhetoric, Results-based Management must introduce changes in executive focus and activities, as well as organizational accountability and reporting. However, the Auditor General of Canada and other commentators report, at best, limited progress. Through the perspectives of executive public servants themselves, this research examines and assesses how Canadian federal public sector executives have responded to changes in management and accountability introduced by Results-based Management. In seeking greater understanding of the underlying drivers of Resultsbased Management adaptation, this thesis investigates the theoretical contribution of Public Value theory in assessing executive behaviour. The primary research method consisted of two major case studies within the Canadian federal public sector, the first exploring regional perspectives in Saskatchewan, and the second, revealing perceptions of executives employed in a national health branch. In addition, the research also incorporated a series of interviews with senior executives to capture their perspective and validate the research findings from the two case studies.