Akademik Veri Yönetim Sistemi
AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, 2026 (SSCI, Scopus)
The ongoing debate between New Public Management (NPM) and post-New Public Management (post-NPM) represents a central tension in contemporary public administration, yet its implications for personnel management remain insufficiently explored. NPM reforms, with their focus on efficiency, performance measurement, and market-oriented mechanisms, have been criticised for fragmenting organisations and neglecting the human dimension of governance. In contrast, post-NPM emphasises trust, collaboration, employee empowerment, and public value creation. This article critically analyses personnel management through the lens of post-NPM, arguing that it redefines employee roles, reshapes motivation, and repositions human resources as a core element of governance capacity. Drawing on recent theoretical and empirical studies, the paper advances three key contributions: (1) it conceptualises four evolving dimensions of personnel management-employee roles, professional development, well-being, and leadership-within post-NPM frameworks; (2) it integrates insights from public service motivation, networked governance, and collaborative governance theories to illuminate attitudinal and institutional dynamics; and (3) it outlines practical strategies and future research directions addressing challenges such as digital transformation, work-life balance, and sustaining motivation in complex governance settings. Ultimately, the article calls for a shift beyond managerialism toward a more human-centred, trust-based, and sustainable model of personnel management in the public sector.Points for practitioners Transitioning from New Public Management to post-NPM requires reorienting personnel management toward collaboration, trust, and employee empowerment rather than rigid managerial control. Evidence shows that participatory decision-making and decentralised personnel structures enhance employee engagement, job satisfaction, and accountability in public organisations. Empowering employees and leveraging their professional expertise supports innovation and improves the responsiveness and quality of public service delivery. Integrating democratic values into personnel management practices strengthens institutional legitimacy and fosters a sustained commitment to public service among employees.