The effect of new public management on participative decision-making in a public sector organisation

This paper explores the effect of New Public Management on Participative Decision-Making in a public sector organisation. Data were collected from a large public sector organisation in Victoria, where 24 semi-structured interviews were used to obtain information on the aforementioned phenomena. The findings suggest a 'hybridity' of traditional bureaucratic public sector management and new public management, including participative decision-making (i.e., delegation and participation). Implications arising from these findings are discussed, including the provision of appropriate training for managers and subordinates to prepare each for their decision-making roles.