Lægreid, Per & Paul G. Roness (2007):
Rewards of High Public Office - The Case of Norway
Departement of Administration and Organization Theory, University of Bergen.
Please note: This page may contain data in Norwegian that is not translated to English.
Type of publication:
Notat
Number of pages:
34
Language of publication:
Engelsk
Country of publication:
Norge
NSD-reference:
2613
This page was last updated:
6/9 2007
Affiliations related to this publication:
- Storting
- Regjering
- Stat
- Departement
- Heleide statsaksjeselskap
- Statsaksjeselskap (deleigd; majoritet)
Publikasjonens datagrunnlag:
- Komparativ over tid
Land som er gjenstand for studien:
- Norge
Verkemiddel i den konstituerande styringa:
- 1.6 Pedagogiske verkemiddel
Verkemiddel i den operative styringa av ststlege verksemder:
- 2.2 Kontraktslignande avtaler
Studieoppdrag:
- Forskning
Studietype:
- Iverksetting/implementeringsstudie
- Effektstudie/implikasjoner/resultater
- Kartlegging/kunnskapsgrunnlag
Type effekt:
- Strukturelle og styringsmessige effektar
- Verdimessige effektar
- Effekter på forvaltningskultur
Sektor (cofog):
- Utøvande og lovgivande myndigheiter K
Summary:
Norway has a long and strong egalitarian tradition affecting rewards for high public office (RHPO). In this paper the underlying question is why, in a country as rich as Norway, RHPOs have been so low compared to those in comparable countries. In the last two decades, attempts have been made to make greater differentiations in salaries. We discuss these efforts at reforming the salary systems for high public offices, focusing particularly on the attempts to introduce performance-based salaries for top civil servants. From the beginning of the 1990s onwards, New Public Management (NPM) had greater influence on the decisions about rewards, both directly by reforming the salary systems and indirectly by structural devolution. Our main research question is if this has led to major changes in actual rewards, or whether the international doctrines have been modified by national features like administrative culture and reform efforts.