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2 Baltic Journal of Law & Politics

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Development of performance management reforms in Lithuanian public sector

100%

Kaselis M.

nr 2

50-74

The article presents result-based performance management in the public sector and challenges for its formation. The attention is paid to the fact that despite the managerial character, this is a perspective with political implications. Before the result-based performance management in Lithuania is analyzed, the American experience has been presented, where almost each new administration of the President (since President Lyndon B. Johnson) has introduced systemic novelties with regard to the development of management on the federal level. Lastly, qualitative research data is used to present the attitudes of Lithuanian civil servants and politicians to the components of performance management, while the programmes of the political parties for the Lithuanian Seimas (Parliament) in 2012-2016 help to reveal the attitudes of the present party in power towards the components of performance management.

Context as a Factor in Senior Civil Service Reform: Opinions and Attitudes of Senior Executives in Lithuania

51%

Civinskas R. , Kaselis M. , Pivoras S.

Baltic Journal of Law & Politics

2016

tom 9

nr 1

124-152

This article analyses the contextual factors and their impact on the planned creation of senior civil service (henceforth, SCS) within the Lithuanian civil service system since 2008. Based on a survey of Lithuanian senior executives’ conducted in 2014 and qualitative semi-structured interviews, the aim of this article is to reveal and explain incentives and obstacles of SCS reform in Lithuania. Empirical research data clarifies attitudes of senior civil servants and their role perceptions. Senior executives’ attitudes towards the establishment of the SCS system were clearly positive. However, the research data reveals that supportive attitudes depend on the perception of the roles of senior executives. Senior civil servants who perceived themselves firstly as actors in policy formation and policy implementers were much more favourable towards the creation of SCS than senior civil servants with other role identities.