
- •Public Administration And Public Policy
- •Contents
- •Acknowledgments
- •About The Authors
- •Comments On Purpose and Methods
- •Contents
- •1.1 Introduction
- •1.2 Culture
- •1.3 Colonial Legacies
- •1.3.1 British Colonial Legacy
- •1.3.2 Latin Legacy
- •1.3.3 American Legacy
- •1.4 Decentralization
- •1.5 Ethics
- •1.5.1 Types of Corruption
- •1.5.2 Ethics Management
- •1.6 Performance Management
- •1.6.2 Structural Changes
- •1.6.3 New Public Management
- •1.7 Civil Service
- •1.7.1 Size
- •1.7.2 Recruitment and Selection
- •1.7.3 Pay and Performance
- •1.7.4 Training
- •1.8 Conclusion
- •Contents
- •2.1 Introduction
- •2.2 Historical Developments and Legacies
- •2.2.1.1 First Legacy: The Tradition of King as Leader
- •2.2.1.2 Second Legacy: A Tradition of Authoritarian Rule, Centralization, and Big Government
- •2.2.1.3 Third Legacy: Traditions of Hierarchy and Clientelism
- •2.2.1.4 Fourth Legacy: A Tradition of Reconciliation
- •2.2.2.1 First Legacy: The Tradition of Bureaucratic Elites as a Privileged Group
- •2.2.2.2 Second Legacy: A Tradition of Authoritarian Rule, Centralization, and Big Government
- •2.2.2.3 Third Legacy: The Practice of Staging Military Coups
- •2.2.2.4 Fourth Legacy: A Tradition for Military Elites to be Loyal to the King
- •2.2.3.1 First Legacy: Elected Politicians as the New Political Boss
- •2.2.3.2 Second Legacy: Frequent and Unpredictable Changes of Political Bosses
- •2.2.3.3 Third Legacy: Politicians from the Provinces Becoming Bosses
- •2.2.3.4 Fourth Legacy: The Problem with the Credibility of Politicians
- •2.2.4.1 First Emerging Legacy: Big Businessmen in Power
- •2.2.4.2 Second Emerging Legacy: Super CEO Authoritarian Rule, Centralization, and Big Government
- •2.2.4.3 Third Emerging Legacy: Government must Serve Big Business Interests
- •2.2.5.1 Emerging Legacy: The Clash between Governance Values and Thai Realities
- •2.2.5.2 Traits of Governmental Culture Produced by the Five Masters
- •2.3 Uniqueness of the Thai Political Context
- •2.4 Conclusion
- •References
- •Appendix A
- •Contents
- •3.1 Thailand Administrative Structure
- •3.2 History of Decentralization in Thailand
- •3.2.1 Thailand as a Centralized State
- •3.2.2 Towards Decentralization
- •3.3 The Politics of Decentralization in Thailand
- •3.3.2 Shrinking Political Power of the Military and Bureaucracy
- •3.4 Drafting the TAO Law 199421
- •3.5 Impacts of the Decentralization Reform on Local Government in Thailand: Ongoing Challenges
- •3.5.1 Strong Executive System
- •3.5.2 Thai Local Political System
- •3.5.3 Fiscal Decentralization
- •3.5.4 Transferred Responsibilities
- •3.5.5 Limited Spending on Personnel
- •3.5.6 New Local Government Personnel System
- •3.6 Local Governments Reaching Out to Local Community
- •3.7 Conclusion
- •References
- •Contents
- •4.1 Introduction
- •4.2 Corruption: General Situation in Thailand
- •4.2.1 Transparency International and its Corruption Perception Index
- •4.2.2 Types of Corruption
- •4.3 A Deeper Look at Corruption in Thailand
- •4.3.1 Vanishing Moral Lessons
- •4.3.4 High Premium on Political Stability
- •4.4 Existing State Mechanisms to Fight Corruption
- •4.4.2 Constraints and Limitations of Public Agencies
- •4.6 Conclusion
- •References
- •Contents
- •5.1 Introduction
- •5.2 History of Performance Management
- •5.2.1 National Economic and Social Development Plans
- •5.2.2 Master Plan of Government Administrative Reform
- •5.3 Performance Management Reform: A Move Toward High Performance Organizations
- •5.3.1 Organization Restructuring to Increase Autonomy
- •5.3.2 Process Improvement through Information Technology
- •5.3.3 Knowledge Management Toward Learning Organizations
- •5.3.4 Performance Agreement
- •5.3.5 Challenges and Lessons Learned
- •5.3.5.1 Organizational Restructuring
- •5.3.5.2 Process Improvement through Information Technology
- •5.3.5.3 Knowledge Management
- •5.3.5.4 Performance Agreement
- •5.4.4 Outcome of Budgeting Reform: The Budget Process in Thailand
- •5.4.5 Conclusion
- •5.5 Conclusion
- •References
- •Contents
- •6.1.1 Civil Service Personnel
- •6.1.2 Development of the Civil Service Human Resource System
- •6.1.3 Problems of Civil Service Human Resource
- •6.2 Recruitment and Selection
- •6.2.1 Main Feature
- •6.2.2 Challenges of Recruitment and Selection
- •6.3.1 Main Feature
- •6.4.1 Main Feature
- •6.4.2 Salary Management
- •6.4.2.2 Performance Management and Salary Increase
- •6.4.3 Position Allowance
- •6.4.5 National Compensation Committee
- •6.4.6 Retirement and Pension
- •6.4.7 Challenges in Compensation
- •6.5 Training and Development
- •6.5.1 Main Feature
- •6.5.2 Challenges of Training and Development in the Civil Service
- •6.6 Discipline and Merit Protection
- •6.6.1 Main Feature
- •6.6.2 Challenges of Discipline
- •6.7 Conclusion
- •References
- •English References
- •Contents
- •7.1 Introduction
- •7.2 Setting and Context
- •7.3 Malayan Union and the Birth of the United Malays National Organization
- •7.4 Post Independence, New Economic Policy, and Malay Dominance
- •7.5 Centralization of Executive Powers under Mahathir
- •7.6 Administrative Values
- •7.6.1 Close Ties with the Political Party
- •7.6.2 Laws that Promote Secrecy, Continuing Concerns with Corruption
- •7.6.3 Politics over Performance
- •7.6.4 Increasing Islamization of the Civil Service
- •7.7 Ethnic Politics and Reforms
- •7.8 Conclusion
- •References
- •Contents
- •8.1 Introduction
- •8.2 System of Government in Malaysia
- •8.5 Community Relations and Emerging Recentralization
- •8.6 Process Toward Recentralization and Weakening Decentralization
- •8.7 Reinforcing Centralization
- •8.8 Restructuring and Impact on Decentralization
- •8.9 Where to Decentralization?
- •8.10 Conclusion
- •References
- •Contents
- •9.1 Introduction
- •9.2 Ethics and Corruption in Malaysia: General Observations
- •9.2.1 Factors of Corruption
- •9.3 Recent Corruption Scandals
- •9.3.1 Cases Involving Bureaucrats and Executives
- •9.3.2 Procurement Issues
- •9.4 Efforts to Address Corruption and Instill Ethics
- •9.4.1.1 Educational Strategy
- •9.4.1.2 Preventive Strategy
- •9.4.1.3 Punitive Strategy
- •9.4.2 Public Accounts Committee and Public Complaints Bureau
- •9.5 Other Efforts
- •9.6 Assessment and Recommendations
- •9.7 Conclusions
- •References
- •Contents
- •10.1 History of Performance Management in the Administrative System
- •10.1.1 Policy Frameworks
- •10.1.2 Organizational Structures
- •10.1.2.1 Values and Work Ethic
- •10.1.2.2 Administrative Devices
- •10.1.2.3 Performance, Financial, and Budgetary Reporting
- •10.2 Performance Management Reforms in the Past Ten Years
- •10.2.1 Electronic Government
- •10.2.2 Public Service Delivery System
- •10.2.3 Other Management Reforms
- •10.3 Assessment of Performance Management Reforms
- •10.4 Analysis and Recommendations
- •10.5 Conclusion
- •References
- •Contents
- •11.1 Introduction
- •11.2 Malaysian Civil Service
- •11.2.1 Public Service Department
- •11.2.2 Public Service Commission
- •11.2.3 Recruitment and Selection
- •11.2.4 Malaysian Administrative Modernization and Management Planning Unit
- •11.2.5 Administrative and Diplomatic Service
- •11.4 Civil Service Pension Scheme
- •11.5 Civil Service Neutrality
- •11.6 Civil Service Culture
- •11.7 Reform in the Malaysian Civil Service
- •11.8 Conclusion
- •References
- •Contents
- •12.1 Introduction
- •12.2.1 Context and Driving Force of Development
- •12.2.2 Major Institutional Development
- •12.3.1 Context and Driving Force of Development
- •12.3.2 Major Institutional Development
- •12.4.1 Context and Driving Force of Development
- •12.4.2 Major Institutional Development
- •12.5.1 Context and Driving Force of Development
- •12.5.2 Major Institutional Development
- •12.6.1 Context and Driving Force of Development
- •12.6.2 Major Institutional Development
- •12.7 Public Administration and Society
- •12.7.1 Public Accountability and Participation
- •12.7.2 Administrative Values
- •12.8 Societal and Political Challenge over Bureaucratic Dominance
- •12.9 Conclusion
- •References
- •Contents
- •13.1 Introduction
- •13.3 Constitutional Framework of the Basic Law
- •13.4 Changing Relations between the Central Authorities and the Hong Kong Special Administrative Region
- •13.4.1 Constitutional Dimension
- •13.4.1.1 Contending Interpretations over the Basic Law
- •13.4.1.3 New Constitutional Order in the Making
- •13.4.2 Political Dimension
- •13.4.2.3 Contention over Political Reform
- •13.4.3 The Economic Dimension
- •13.4.3.1 Expanding Intergovernmental Links
- •13.4.3.2 Fostering Closer Economic Partnership and Financial Relations
- •13.4.3.3 Seeking Cooperation and Coordination in Regional and National Development
- •13.4.4 External Dimension
- •13.5 Challenges and Prospects in the Relations between the Central Government and the Hong Kong Special Administrative Region
- •References
- •Contents
- •14.1 Honesty, Integrity, and Adherence to the Law
- •14.2 Accountability, Openness, and Political Neutrality
- •14.2.1 Accountability
- •14.2.2 Openness
- •14.2.3 Political Neutrality
- •14.3 Impartiality and Service to the Community
- •14.4 Conclusions
- •References
- •Contents
- •15.1 Introduction
- •15.2 Brief Overview of Performance Management in Hong Kong
- •15.3.1 Measuring and Assessing Performance
- •15.3.2 Adoption of Performance Pledges
- •15.3.3 Linking Budget to Performance
- •15.3.4 Relating Rewards to Performance
- •15.4 Assessment of Outcomes of Performance Management Reforms
- •15.4.1 Are Departments Properly Measuring their Performance?
- •15.4.2 Are Budget Decisions Based on Performance Results?
- •15.4.5 Overall Evaluation
- •15.5 Measurability of Performance
- •15.6 Ownership of, and Responsibility for, Performance
- •15.7 The Politics of Performance
- •15.8 Conclusion
- •References
- •Contents
- •16.1 Introduction
- •16.2 Structure of the Public Sector
- •16.2.1 Core Government
- •16.2.2 Hybrid Agencies
- •16.2.4 Private Businesses that Deliver Public Services
- •16.3 Administrative Values
- •16.4 Politicians and Bureaucrats
- •16.5 Management Tools and their Reform
- •16.5.1 Selection
- •16.5.2 Performance Management
- •16.5.3 Compensation
- •16.6 Conclusion
- •References
- •Contents
- •17.1 Introduction
- •17.2 The Philippines: A Brief Background
- •17.4 Philippine Bureaucracy during the Spanish Colonial Regime
- •17.6 American Colonial Regime and the Philippine Commonwealth
- •17.8 Independence Period and the Establishment of the Institute of Public Administration
- •17.9 Administrative Values in the Philippines
- •17.11 Conclusions
- •References
- •Contents
- •18.1 Introduction
- •18.2 Toward a Genuine Local Autonomy and Decentralization in the Philippines
- •18.2.1 Evolution of Local Autonomy
- •18.2.2 Government Structure and the Local Government System
- •18.2.3 Devolution under the Local Government Code of 1991
- •18.2.4 Local Government Finance
- •18.2.5 Local Government Bureaucracy and Personnel
- •18.3 Review of the Local Government Code of 1991 and its Implementation
- •18.3.1 Gains and Successes of Decentralization
- •18.3.2 Assessing the Impact of Decentralization
- •18.3.2.1 Overall Policy Design
- •18.3.2.2 Administrative and Political Issues
- •18.3.2.2.1 Central and Sub-National Role in Devolution
- •18.3.2.2.3 High Budget for Personnel at the Local Level
- •18.3.2.2.4 Political Capture by the Elite
- •18.3.2.3 Fiscal Decentralization Issues
- •18.3.2.3.1 Macroeconomic Stability
- •18.3.2.3.2 Policy Design Issues of the Internal Revenue Allotment
- •18.3.2.3.4 Disruptive Effect of the Creation of New Local Government Units
- •18.3.2.3.5 Disparate Planning, Unhealthy Competition, and Corruption
- •18.4 Local Governance Reforms, Capacity Building, and Research Agenda
- •18.4.1 Financial Resources and Reforming the Internal Revenue Allotment
- •18.4.3 Government Functions and Powers
- •18.4.6 Local Government Performance Measurement
- •18.4.7 Capacity Building
- •18.4.8 People Participation
- •18.4.9 Political Concerns
- •18.4.10 Federalism
- •18.5 Conclusions and the Way Forward
- •References
- •Annexes
- •Contents
- •19.1 Introduction
- •19.2 Control
- •19.2.1 Laws that Break Up the Alignment of Forces to Minimize State Capture
- •19.2.2 Executive Measures that Optimize Deterrence
- •19.2.3 Initiatives that Close Regulatory Gaps
- •19.2.4 Collateral Measures on Electoral Reform
- •19.3 Guidance
- •19.3.1 Leadership that Casts a Wide Net over Corrupt Acts
- •19.3.2 Limiting Monopoly and Discretion to Constrain Abuse of Power
- •19.3.3 Participatory Appraisal that Increases Agency Resistance against Misconduct
- •19.3.4 Steps that Encourage Public Vigilance and the Growth of Civil Society Watchdogs
- •19.3.5 Decentralized Guidance that eases Log Jams in Centralized Decision Making
- •19.4 Management
- •19.5 Creating Virtuous Circles in Public Ethics and Accountability
- •19.6 Conclusion
- •References
- •Contents
- •20.1 Introduction
- •20.2 Problems and Challenges Facing Bureaucracy in the Philippines Today
- •20.3 Past Reform Initiatives of the Philippine Public Administrative System
- •20.4.1 Rebuilding Institutions and Improving Performance
- •20.4.1.1 Size and Effectiveness of the Bureaucracy
- •20.4.1.2 Privatization
- •20.4.1.3 Addressing Corruption
- •20.4.1.5 Improving Work Processes
- •20.4.2 Performance Management Initiatives for the New Millennium
- •20.4.2.1 Financial Management
- •20.4.2.2 New Government Accounting System
- •20.4.2.3 Public Expenditure Management
- •20.4.2.4 Procurement Reforms
- •20.4.3 Human Resource Management
- •20.4.3.1 Organizing for Performance
- •20.4.3.2 Performance Evaluation
- •20.4.3.3 Rationalizing the Bureaucracy
- •20.4.3.4 Public Sector Compensation
- •20.4.3.5 Quality Management Systems
- •20.4.3.6 Local Government Initiatives
- •20.5 Conclusion
- •References
- •Contents
- •21.1 Introduction
- •21.2 Country Development Context
- •21.3 Evolution and Current State of the Philippine Civil Service System
- •21.3.1 Beginnings of a Modern Civil Service
- •21.3.2 Inventory of Government Personnel
- •21.3.3 Recruitment and Selection
- •21.3.6 Training and Development
- •21.3.7 Incentive Structure in the Bureaucracy
- •21.3.8 Filipino Culture
- •21.3.9 Bureaucratic Values and Performance Culture
- •21.3.10 Grievance and Redress System
- •21.4 Development Performance of the Philippine Civil Service
- •21.5 Key Development Challenges
- •21.5.1 Corruption
- •21.6 Conclusion
- •References
- •Annexes
- •Contents
- •22.1 Introduction
- •22.2 History
- •22.3 Major Reform Measures since the Handover
- •22.4 Analysis of the Reform Roadmap
- •22.5 Conclusion
- •References
- •Contents
- •23.1 Decentralization, Autonomy, and Democracy
- •23.3.1 From Recession to Take Off
- •23.3.2 Politics of Growth
- •23.3.3 Government Inertia
- •23.4 Autonomy as Collective Identity
- •23.4.3 Social Group Dynamics
- •23.5 Conclusion
- •References
- •Contents
- •24.1 Introduction
- •24.2 Functions and Performance of the Commission Against Corruption of Macao
- •24.2.1 Functions
- •24.2.2 Guidelines on the Professional Ethics and Conduct of Public Servants
- •24.2.3 Performance
- •24.2.4 Structure
- •24.2.5 Personnel Establishment
- •24.3 New Challenges
- •24.3.1 The Case of Ao Man Long
- •24.3.2 Dilemma of Sunshine Law
- •24.4 Conclusion
- •References
- •Appendix A
- •Contents
- •25.1 Introduction
- •25.2 Theoretical Basis of the Reform
- •25.3 Historical Background
- •25.4 Problems in the Civil Service Culture
- •25.5 Systemic Problems
- •25.6 Performance Management Reform
- •25.6.1 Performance Pledges
- •25.6.2 Employee Performance Assessment
- •25.7 Results and Problems
- •25.7.1 Performance Pledge
- •25.7.2 Employee Performance Assessment
- •25.8 Conclusion and Future Development
- •References
- •Contents
- •26.1 Introduction
- •26.2 Civil Service System
- •26.2.1 Types of Civil Servants
- •26.2.2 Bureaucratic Structure
- •26.2.4 Personnel Management
- •26.4 Civil Service Reform
- •26.5 Conclusion
- •References

Acknowledgments
A book like this is only possible with the sincere dedication of the authors and all others who believe in its purpose. For the authors, their reward has been the chance to tell their part of the story of public administration in Southeast Asia. The editors, coordinators, and production staff have had the honor of helping them do so. As editors, we especially want to acknowledge the work of the area coordinators of this book: Ponlapat Buracom (Thailand), Loosee Beh (Malaysia), Peter T.Y. Cheung (Hong Kong), Alex Brillantes (the Philippines), and Newman Lam (Macao). Without their support, this project could not have succeeded. They are the “unsung heroes” of this project. We also thank Rich O’Hanley, Lara Zoble and Maura May who are outstanding editors and publishers of Taylor & Francis.
In addition, we remember two people who have passed away since the beginning of this project. Rich O’Connell (senior editor) and Professor Jack Rabin (editor-in-chief) both encouraged and supported this work through Taylor & Francis. We are sure that they would be pleased to see this book in its final form. Finally, an untold number of people made it possible for us to work on this book, including colleagues, former teachers, and spouses. I deeply thank Dira Berman, my spouse. We deeply appreciate the support and contributions of all.
Evan Berman
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© 2011 by Taylor and Francis Group, LLC

About the Authors
LooSee Beh is senior lecturer in the Department of Administrative Studies and Politics, Faculty of Economics and Administration, University of Malaya. She received her PhD from University Putra Malaysia. Her research interests are public administration, human resource management, governance issues, and policy analysis. She has published in local and international publications, and serves as resource person with local and international bodies in workshops, conferences, and training sessions. She was on sabbatical leave as a visiting academic at the Center for Governance and Public Policy/Department of Politics and Public Policy, Griffith University in 2008–2009. She is also an editorial board member of the international journal, Contemporary Management Research.
Evan M. Berman is university chair professor at the National Chengchi University in Taipei (Taiwan), Doctoral Program in Asia-Pacific Studies, and the Department of Public Administration. He is also editor-in-chief of American Society for Public Administration’s (ASPA) book series in Public Administration & Public Policy (Taylor & Francis), and senior editor of Public Performance & Management Review. His areas of interest are public performance, human relations and motivation, and emerging forms of governance. He has published in the leading journals of the discipline. He is also editor-in-chief of Encyclopedia of Public Administration and Public Policy (3/e, 2007). Before joining NCCU, he was the Huey McElveen Distinguished Professor at Louisiana State University, past recipient of a Distinguished Fulbright Scholarship at Yonsei University (Seoul, South Korea), and taught at the University of Central Florida and the University of Miami. He was raised in the Netherlands.
Liu Bolong is professor in the Department of Government and Public Administration, University of Macao. He also serves as director for the Research Center for Contemporary China Studies at the University of Macao. He writes and edits books including China Public Policies,
Evaluation on China’s Agricultural Policies, and Administrative Reforms in China’s Special Economic Regions. He has also contributed many articles on Macao public administration and reforms, and comparison between Hong Kong and Macao political developments. His current research interests include policy studies in Mainland China, Hong Kong, and Macao, and Macao public administrative reforms.
Bidhya Bowornwathana is associate professor in the Department of Public Administration, Faculty of Political Science, Chulalongkorn University, Bangkok, Thailand. He served as secretary and member of the Royal Thai Government’s National Administrative Reform Commissions. His publications appeared in Public Administration Review, Governance, Public Administration and Development, Asia Pacific Journal of Public Administration, Public Administration: An International Quarterly, and International Public Management Review. He has a forthcoming
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© 2011 by Taylor and Francis Group, LLC
xviii About the Authors
chapter in Rosemary O’Leary, David Van Slyke, and Soon Hee Kim, eds., The Future of Public Administration, Public Management and Public Service Around the World: The Minnowbrook Perspective, Georgetown University Press. He co-edited several books such as Civil Service Systems in Asia (with John P. Burns); Comparative Governance Reform in Asia (with Clay Wescott); and The Many Faces of Public Management Reform in Asia-Pacific (with Clay Wescott and Lawrence R. Jones).
Alex B. Brillantes Jr. is professor and dean of the National College of Public Administration and Governance, University of the Philippines (UP-NCPAG). He earned his doctorate degree in political science at the Hawaii University and has participated in an executive leadership training program at the Kennedy School of Government, Harvard University. He has served as executive director of the Local Government Academy of the Department of the Interior and Local Government and director of the Center for Local and Regional Governance of UP-NCPAG. He has been serving as a senior policy and governance specialist to development organizations in various capacity development programs and activities in the Philippines and abroad. He has authored books and numerous papers and articles on matters of public administration, political science, and decentralization.
Ponlapat Buracom is currently an associate professor and director of the International Doctoral Program in Development Administration at the Graduate School of Public Administration, National Institute of Development Administration (NIDA) in Bangkok, T hailand. He is also a member of the Administrative Board of NIDA Research Center and has served as an advisor at Devawongse Varopakarn Institute of the Ministry of Foreign Affairs. His recent publications include: Explaining the Growth of Public Spending in Thailand (2007) and Public Spending: Allocative E ciency and International Experiences (2008). He received his PhD in political science with a specialization in political economy from Northwestern University, USA. His research interests include public sector economics, comparative administrative development, public spending analysis, and budgeting.
John P. Burns is chair professor of politics and public administration at the University of Hong Kong. He obtained undergraduate degrees from St. Olaf College and Oxford University, and a PhD in political science from Columbia University. He teaches courses and does research on comparative politics and public administration, specializing in China including Hong Kong. His research interests focus on public sector human resource management, civil service reform, party-state relations, and public sector reform. He is author or editor of eight books, and his articles have appeared in the China Quarterly, Journal of Contemporary China, Pacific A airs, and
Public Administration and Development. He is a member of the editorial committee of the China Quarterly and served on the HKSAR Government’s Civil Service Training and Development Advisory Committee from 1997 to 2003.
Anthony B.L. Cheung, GBS, JP, is president of the Hong Kong Institute of Education, carrying the concurrent title of chair professor of public administration. He is also director of the Center for Governance and Citizenship at the Institute. Professor Cheung received his PhD degree in government from the London School of Economics and Political Science, University of London, UK. He has written extensively on governance, privatization, civil service and public sector reforms, government and politics in Hong Kong and China, and Asian administrative reforms. He writes regular columns in the South China Morning Post, Ming Pao (in Chinese), and Hong Kong Economic Journal (in Chinese). Professor Cheung is a non-official member of the Executive Council of the Hong Kong Special Administrative Region, chairman of the Consumer Council, chairman of the Subsidized Housing Committee of the Housing Authority, member of the Greater Pearl River Delta Region Business Council, and member of the board
© 2011 by Taylor and Francis Group, LLC
About the Authors xix
of directors of The Hong Kong Mortgage Corporation Limited. Professor Cheung is the founding chairman of the policy think-tank SynergyNet and a founding director of the Hong Kong Policy Research Institute. He is a former member of the Legislative Council (1995–1997) and former vice-chairman of the Democratic Party (1994–1998).
Peter T.Y. Cheung is associate professor and director of the MPA Program in the Department of Politics and Public Administration at the University of Hong Kong. He holds a PhD in political science from the University of Washington, Seattle. He was a former research and planning director in the Central Policy Unit of the Hong Kong Special Administrative Region Government. He is also the coordinator of the Greater Pearl River Delta and Hong Kong Research Area of the Strategic Research Theme on Contemporary China Studies and the China Area of Inquiry for the new undergraduate curriculum at the University of Hong Kong. His research focuses on the relations between the central government in Beijing and Hong Kong, cross-boundary cooperation in south China, and the politics of policy making in Hong Kong.
James Chin is Professor and Head of the School of Arts and Social Sciences, Monash University, Malaysian Campus. He has published widely on Malaysian politics in journals such as Asian Survey, Journal of Contemporary Asia, Journal of Democracy, Electoral Studies, Democratisation, Cotemporary South East Asia, Asian Journal of Political Science, South East Asian Affairs and South East Asia Research. His most recent publication is the edited volume, Impressions of the Goh Chok Tong Years in Singapore by Bridget Welsh, James Chin, Arun Mahizhan, and Tan Tarn How (Eds.), 2009. He holds a PhD from Victoria University of Wellington. Prior to his academic career, he worked as a financial journalist.
Alex H. Choi is assistant professor in the Department of Government and Public Administration, University of Macao. His publications have appeared in journals like Studies in Political Economy, Critical Asian Studies, Journal of Contemporary Asia, and Journal of Comparative Asian Development. His current research interests include migrant workers, democratization, electronic government, and Third World governance.
Ma. Oliva Z. Domingo, DPA, is a professor at the National College of Public Administration and Governance and concurrently the director of the Center for Leadership, Citizenship and Democracy of the same college. Dr. Domingo teaches courses in human resource development, human behavior in organizations, public personnel administration, organization studies, voluntary sector management, and resource generation for the voluntary sector. She is also involved in various research, training, and consultancy activities with a variety of clientele for projects sponsored by local and international institutions. Dr. Domingo received her doctor of public administration degree from the University of the Philippines.
Eduardo Gonzalez is professor at the Asian Center, University of the Philippines. He was formerly president of the Development Academy of the Philippines. He is also honorary fellow of the Asian Productivity Organization. He has authored numerous journal articles and edited books on governance and institutions. He obtained his PhD in public policy from the Wharton School, University of Pennsylvania, and a master of urban and regional development from the University of the Philippines. His research interests include institutional economics, public policy analysis, political economy, and development studies.
Bruce Kam-kwan Kwong is an assistant professor in the Department of Government and Public Administration, University of Macao. His research interests include elections in Hong Kong and Macao, policing in greater China, and anti-corruption in Macao. He has written several referred journal articles, book chapters, and co-edited books on topics of Hong Kong and Macao politics and public administration. His recent publication is the book entitled PatronClient Politics and Elections in Hong Kong, published in early 2010.
© 2011 by Taylor and Francis Group, LLC
xx About the Authors
Newman M.K. Lam is associate professor in the Department of Government and Public Administration, University of Macao. He is a member of the Macao government’s Conselho Consultivo para a Reforma da Administração Pública and Comissão De Avaliaçao Dos Serviços Públicos. He had previously served as head of the Department of Social Sciences and later as head of the Department of Government and Public Administration, University of Macao. His research interest is in civil service reform, organization behavior, and public finance.
Eliza W.Y. Lee is an associate professor in the Department of Politics and Public Administration, the University of Hong Kong. She obtained her BSocSc from The Chinese University of Hong Kong and her PhD from Syracuse University. Prior to joining HKU, she taught at The Chinese University of Hong Kong. Her current research interests are the politics of social policy development, civil society organizations, participatory governance, public management and gender, with particular focus on Hong Kong and its comparison with selected Asian states. Her articles have appeared in Governance, Policy and Politics, Journal of Social Policy, Voluntas, Public Administration Review, Asian Survey, and International Review of Administrative Science. She is a member of the editorial board of Voluntas, and an associate editor of the AsianPacific Journal of Public Administration. She is currently the principal investigator of an RGCfunded research project entitled “The Politics of Social Policy Development in Hong Kong: Societal Mobilization in a Semi-Democracy.”
Tippawan Lorsuwannarat is an associate professor and Dean of the Graduate School of Public Administration, National Institute of Development Administration (NIDA), Bangkok, Thailand. She is an academic council member of Rajabhat University at Nakhonrajsima and a research subcommittee member of the Office of the National Anti-Corruption Commission. She was also an advisory committee member of the Software Industry Promotion Agency (Public Organization), a sub-committee of the Government Administrative Reform Committee, and a specialist for Thailand International Public Sector Standard Management System and Outcomes (Thailand International PSO). Her recent publications include Public Administration: the Partnerships among Public, Local, and Civil Society (Central Administration) (2009) funded by the National Research Council of Thailand, Budget Reform Implementation in T hailand (2008), and E-Government in Thailand: Development or Illusion (2006). She received her BA in economics from Thammasat University and her MPA from the National Institute of Development Administration in Bangkok. She has a PhD degree in administrative studies from York University, Canada. Her research interests include organizational innovation, public management, e-government, and government budgeting.
Chandra-nuj Mahakanjana is assistant professor at the Graduate School of Public Administration, National Institute of Development Administration in Bangkok, Thailand. She received her PhD and MA in political science from Northern Illinois University, USA and her BA from the Department of Political Science, Chulalongkorn University in Bangkok, Thailand. Her research areas are decentralization, local government, democratization, social capital, and civil society.
Noor Hazilah Abd Manaf is an associate professor in the Department of Business Administration, Faculty of Economics and Management Sciences, International Islamic University Malaysia. She received her MPA and PhD degrees from the University of Malaya. Her research interest in public administration focuses mainly on quality management and service quality, and healthcare management. She is currently visiting research fellow at the Institute of Health Management, Ministry of Health Malaysia.
Joel V. Mangahas is a professor at the National College of Public Administration and Governance (NCPAG), University of the Philippines, and is currently working with the Asian Development Bank Philippine Country Office as country specialist. Prior to this, he served as
© 2011 by Taylor and Francis Group, LLC
About the Authors xxi
college secretary and director for studies at the Center for Public Administration and Governance Education, NCPAG, and then as director of the Center for Policy and Executive Development. Dr. Mangahas has had extensive consulting assignments with the Asian Development Bank, the Asian Development Bank Institute, the European Commission, the United Nations Development Program (UNDP), the World Bank, and a number of government agencies in the Philippines and abroad. He has published articles and papers in local and international journals and books. He received his PhD in political science from Kobe University, Japan, and his PhD in Philippine studies from the University of the Philippines.
Phang Siew Nooi is a professor in the School of Business, Sunway University College, Malaysia. She received her PhD from the University of Birmingham, UK. Phang has special interest in public administration, particularly local government management and is a specialist in this area of research and development, especially in Malaysia. In this context, she is associated as a country expert and research consultant with various local and international agencies. Phang has authored and co-authored numerous local and international publications on local government management and fi nance as well as on urban environmental management.
Danilo Dela Rosa Reyes, DPA, is a professor at the National College of Public Administration and Governance (NCPAG), University of the Philippines. He served as director of the Center for Administrative Development (now Center for Policy and Executive Development) of the NCPAG and as a member of the board of directors of a number of corporations in the Philippines, including the United Coconut Planter’s Bank. Dr. Reyes also worked as consultant for some elected national government officials and several government agencies. He has authored various books and articles in the field of public administration. He received his doctor of public administration degree from the University of the Philippines.
Ian Scott is emeritus professor and fellow of the Asia Research Center at Murdoch University and adjunct professor in the Department of Public and Social Administration at the City University of Hong Kong. He taught at the University of Hong Kong between 1976 and 1995 and was chair professor in the Department of Politics and Public Administration between 1990 and 1995. Between 1995 and 2002, he was chair professor of Government and Politics at Murdoch University. His recent research has focused on the public sector in Hong Kong and on public service ethics and corruption.
Piyawat Sivaracks is a senior executive officer in the Thailand Office of the Civil Service Commission and director of its Civil Service Training Institute, which is responsible for the study and evaluation of training and development for public sector human resource management, analysis and research on policies, systems, and guidelines on public personnel development, and the training and development of officials.
Jose O. Tiu Sonco II is a lecturer at the National College of Public Administration and Governance, University of the Philippines (UP-NCPAG). He earned his MA in political science at the Graduate School of International Cooperation Studies, Kobe University, Japan, and a BA in public administration at UP-NCPAG. He has served as research associate for UP-NCPAG since 2002 and has been involved in many research and extension activities, such as training for local and national government officials. His research interests include governance, decentralization, fiscal decentralization and intergovernmental fiscal transfers, performance measures, and the political dynamics of policy change and institutions. He has co-authored a number of articles and papers published by international and local institutions.
Juree Vichit-Vadakan teaches at the National Institute of Development Administration (NIDA) in Bangkok, and has served as dean, vice-president, and president of NIDA. Dr. Juree earned her BA, MA, and PhD degrees from the University of California, Berkeley. Her main
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xxii About the Authors
interests are civil society as a development partner, transparency and accountability for good governance, and gender equality and women’s participation in decision making. She also founded the Center for Philanthropy and Civil Society, and is a strong advocate for women’s leadership and political engagement through her studies on women’s issues. She also served as chair of Women for the Promotion of Democracy and was appointed to the United Nations Commission on the Status of Women (2004–2007). Dr. Juree received the Hass International Award 2006 and an honorary doctor degree in law from Indiana University in 2007.
Eilo Yu Wing-yat is an assistant professor in the Department of Government and Public Administration, University of Macao. He also serves as coordinator of the Public Administration Program and teaches Macao and Hong Kong Public Administration in the University of Macao. His research focuses on government and politics in Macao, Hong Kong, and Taiwan. He has authored and co-authored articles and book volumes in public sector reform, e-government and politics, and party and election. He has also conducted several government research projects on public sector reform in the Macao Special Administrative Region.
Achakorn Wongpreedee is assistant professor of Public Administration and a director of the Master of Public Administration Executives Program (Phitsanulok campus) in the Graduate School of Public Administration, National Institute of Development Administration (NIDA), Thailand. He graduated with a BA (first class honor) and a PhD in political science from Chulalongkorn University. After six years of staying as a Japanese Government Scholarship recipient, he graduated another field of doctoral degree from Kyoto University’s Graduate School of Asian and African Area Studies. He is interested in democratization, decentralization, and local government and politics in Thailand.
Tricia Yeoh was formerly director of the Center for Public Policy Studies at the Asian Strategy and Leadership Institute (ASLI) based in Kuala Lumpur. She is now a member of its advisory panel, and is currently attached to the Selangor State Government as research officer for the Selangor chief minister. Her past positions include regional coordinator for Asia Pacific at Revenue Watch Institute. She is qualified in econometrics and has a masters of science in research methodology in psychology. She has written and presented at international conferences, and her comments as a Malaysian analyst have appeared in the Economist, the International Herald Tribune, and the New York Times, among others. Her interests include socioeconomic policy on public administration, national unity and interethnic relations, and revenue transparency of the extractive industry.
© 2011 by Taylor and Francis Group, LLC