Page 68 - PAAT_Journal_V1-2019
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PAAT Journal Vol. 1, No. 1, (June 2019)


                              4.  Higher public confidence in the  overall executive,  legislative,  and  judicial

                    systems.
                              5.  Perceived higher efficiency from the adoption of the private-like management

                    style integrating the use of all resources for cost reduction.
                              6.  Higher confidence from development of vision and mission statement, as well

                    as business plans from public organizations.
                              7.  Higher satisfaction and employment confidence from public workforce after

                    the public organizational restructuring and adoption of performance management system, and
                    clarity on job description and job value.
                              8.  Higher efficiency after the adoption of continuous improvement concept.

                              9.  Freedom of expression in the overall public organizations.
                           However, the NPM has been challenged more and more in many areas described by

                    some as ‘adverse effects’ or ‘grey areas’; some of which are;
                              1.  Lack of effective control  on participation  of the public-private leading to

                    profiteering and conspiring corruption.
                              2.  Despite the overall shift to a more integration of organizations among public

                    agencies and between public-private agencies, true integration between all parties are very
                    doubtful.  And where the integration is effective, the remaining of the joint organizations fails
                    to cooperate.

                              3.  The implemented performance  management  has been ineffective,  not
                    effective as originally intended.

                              4.  Tremendously much more work and work process not only to satisfy all parties,
                    but to please everyone in all the parties which is opposite to the original intention.

                              5.  Empowerment to certain  authorities could  turn backfire  and promote
                    corruption and fraud.

                              6.  Key executives are not well trained to truly understand the use of power, but
                    to exercise for self-interest.
                              7.  Failure on true integration of public-private management system but turning

                    into conniving between key executives of both  parties for short-term and self-interest
                    profiteering instead of for national interest.

                           Documentary research on DPM and case studies: Since the inception of sharing
                    economy in the world market, the entire global service industry has been reshaped forever.

                    Giant companies with enormous investments like those in automotive industry, petroleum



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