LEADER 05444nam 2200649Ia 450 001 9910779580803321 005 20230803020340.0 010 $a981-4434-54-X 010 $a1-299-13323-1 035 $a(CKB)2550000001006245 035 $a(EBL)1126841 035 $a(OCoLC)828792774 035 $a(SSID)ssj0001080270 035 $a(PQKBManifestationID)11641161 035 $a(PQKBTitleCode)TC0001080270 035 $a(PQKBWorkID)11069553 035 $a(PQKB)10858216 035 $a(MiAaPQ)EBC1126841 035 $a(WSP)00002880 035 $a(Au-PeEL)EBL1126841 035 $a(CaPaEBR)ebr10656082 035 $a(CaONFJC)MIL444573 035 $a(EXLCZ)992550000001006245 100 $a20120925d2013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aBuilding service-oriented government$b[electronic resource] $elessons, challenges and prospects /$feditor, Wu Wei 210 $aSingapore ;$aHackensack, NJ $cWorld Scientific$dc2013 215 $a1 online resource (189 p.) 225 0 $aNCPA research series,$x2315-4896 ;$v1 300 $aDescription based upon print version of record. 311 $a981-4434-53-1 320 $aIncludes bibliographical references and index. 327 $aPreface; Contents; Chapter 1. Evaluating Public Service Performance in Urban China: Findings From the 2011 Lien Chinese Cities Service-Oriented Government Project WU Wei, YU Wenxuan, LIN Tingjin, WANG Jun and TAM Waikeung; 1.1. Public Service, Service-Oriented Government and Evaluation; 1.2. 2011 Lien Chinese Cities Service-Oriented Government Index; 1.3. 2011 Lien Survey of Service-Oriented Government in Chinese Cities; 1.3.1. Telephone survey of urban citizens; 1.3.2. Telephone survey of businesses; 1.4. Findings of the 2011 Lien Survey of Service-Oriented Government in Chinese Cities 327 $a1.4.1. The citizen perspective1.4.2. The business perspective; 1.4.3. General public service; 1.4.4. Overall ranking of service-oriented government; 1.5. Conclusion; References; Chapter 2. Public Ethical Values and Service-Oriented Government Kuotsai Tom LIOU; 2.1. Ethical Values in Public Service; 2.2. Challenging Issues in Service-Oriented Government; 2.2.1. Equity issues in policy option; 2.2.2. Accountability concerns in service delivery; 2.2.3. Transparency emphasis in service attitude; 2.3. Conclusion; References 327 $aChapter 3. The Role of Emotional Labor in Public Service Meredith A NEWMAN3.1. What Emotional Labor Is and Is Not; 3.1.1. It is not emotional intelligence; 3.1.2. It is not public service motivation; 3.1.3. It is not leadership; 3.2. Emotional Labor: What It Is; 3.3. The Relationship Between Emotional Labor and Burnout; 3.3.1. First dimension: Emotional exhaustion; 3.3.2. Second dimension: Cynicism; 3.3.3. Third dimension: Ineffectiveness; 3.4. Implications for Practice; 3.4.1. Critical incident debriefings; 3.4.2. Self-care plans; 3.4.3. Redesign of jobs; 3.4.4. "Time-outs"; 3.5. Conclusion 327 $aReferencesChapter 4. Irrationality, Bricolage, Quality and Performance Measurement: Unpacking the Conundrum in a Comparative East-West Context Paul HIGGINS; 4.1. Introduction; 4.2. The Engineer and Bricoleur in Instrumental Performance Management; 4.3. Higher Order Bricolage; 4.4. Data and Activity Manipulation; 4.5. Rationality: Bricolage Nexus; 4.6. Conclusion; References; Chapter 5. Social Accountability for Public Service in Higher Education: A Text Analysis of Chinese Research Universities' Undergraduate Teaching- Learning Quality Annual Reports TIAN Linghui and XIONG Qingnian 327 $a5.1. Introduction5.2. Analysis; 5.3. Conclusion; 5.3.1. University, government and the public: Who is the quality for? Who to report to?; (1) Government-oriented quality; (2) Who was being ignored?; 5.3.2. Transparency; 5.3.3. Depth of involvement and inclusiveness of participation; 5.4. Discussion; References; Chapter 6. Integrated Development of Metropolitan Governance and Public Service: A Case Study of the Pearl River Delta Region YE Lin; 6.1. Introduction: Urbanization in China - A Call for Change; 6.2. Metropolitan Development and Public Service Delivery 327 $a6.3. A Case Study of Public Transportation Development in the Pearl River Delta 330 $aProviding quality public service is one of the essential functions of a government. In the turbulent time, however, governments worldwide are experiencing a variety of unprecedented challenges to meet citizens' increasing demands and expectations. In China, building a service-oriented government and a harmonious society is central to the 12th Five-Year Plan and challenges the governance philosophies, capacities and competencies of Chinese government at every level. Researchers of Nanyang Centre for Public Administration (NCPA) at Nanyang Technological University systematically examined the con 410 0$aNCPA research series. 606 $aPublic opinion$zChina 607 $aChina$xPolitics and government$y2002-$xForecasting 607 $aChina$xPolitics and government$y2002-$xPublic opinion 615 0$aPublic opinion 676 $a353.0951 701 $aWei$b Wu$01542511 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910779580803321 996 $aBuilding service-oriented government$93795313 997 $aUNINA