Explaining The Willingness of Public Professionals To Implement Public Policies - Content, Context and Personality Characteristics-2

Explaining the willingness of public
professionals to implement public policies:

content, context and personality characteristics
(Tummers, L., Steijn, B., & Bekkers, V.)
Presented by
Putri, Kartika Aini(1C1081) & Thet Hnin San(1C1099)

Course: Public Policy Process
Prof. Dr. Seunghoo Lim
1
Background
Research Question
Theory
Hypotheses, Measure & Method

Content Result
Conclusion
Limitation
Discussion Question
2
Background
The attitudes and behaviours of street-level bureaucrats’ is important in policy

implementation (Lipsky,1980)
If public professionals are unwilling to implement policies
- decrease the effectiveness of policy implementation (Ewat,
Jennings,2004)
- affect the quality of interactions between professionals and
citizens (Bekkers et al.2007)

3
Research Question
What is the influence of (1) Policy Content and discretion (2) organizational
context and (3) personality characteristic on the willingness of public
professionals to implement new public policies?
4
Theory
● Change management theories

>> Planned change (top-down perspectives)
>> Emergent change (bottom-up perspectives)
● Used the ‘willingness to change’ concept (Metselaar ,1997) that is build
upon seminal theory of planned behavior.
● Seminal theory of planned behavior ⇒ Behaviour is a function of intentions
and perceived behavioural control.
5
Conts’
The concepts were chosen on the basis of following three criteria (see also
Judge et al. 1999):
(a) there appeared to be a theoretical relationship between the concept and the
willingness to implement new policies
(b) that well- validated measures for the concepts existed; and
(c) construct validity evidence existed for the concepts, and they had been
successfully used in previous research.
6
Method
● Conducted survey of Dutch mental healthcare professionals implementing a
new reimbursement policy
● Used Diagnosis Treatment Combinations (DTCs) policy as the basis for
testing the model ( Strongly on economic goals such as efficiency)
● Formulated five-point likert scales & used templates
7
Developing theoretical framework
(Hypotheses and measures)
8
Factor 1: Policy content and discretion (what)
Hypotheses Measures
H1: Societal meaninglessness will ● Societal meaninglessness
be negatively related to change ○ Benefits of a policy to
willingness. socially relevant goals
H2: Client meaninglessness will be ● Client meaninglessness
negatively related to change ○ Benefits of professionals
willingness. ● Personal meaninglessness
H3: Personal meaninglessness will ○ Added value of professionals
be negatively related to change ● Discretion
willingness. ○ Freedom of the implementer
H4: Discretion will be positively
related to change willingness. 9
Factor 2: Organizational context (where)
Hypotheses Measures
H5: Influence during organizational ● Influence during implementation
implementation will be positively ○ Used the concept of tactical
related to change willingness. powerlessness
H6: When managers are in favour of a ● Subjective norm
policy, this will have a positive ○ Attitudes of five groups
effect on change willingness. towards a policy
H7: When professional colleagues are in ○ Subjective norm: Managers
favour of a policy, this will have a ○ Subjective norm: Professional
positive effect on change colleagues
willingness. 10
Factor 3: Personality characteristics of the
implementers (who)
Hypotheses Measures
● Rebelliousness
H8: Rebelliousness will be negatively
○ Used validated scale
related to change willingness.
(theoretically & empirically
H9: Rule compliance will be
justifiable)
positively related to change
● Rule compliance
willingness.
○ Peoples’ belief as whether the
obey the rule or not
○ Used a scale from the
European Social Survey
11
Result
4.1 Descriptive statistics

The factors together accounted for 71% of the total variance. The most significant factor
did not account for a majority of the variance (only 32%). The fact that a single factor did
not emerge, and the first factor did not account for a majority of the variance, suggests
that common method variance is not a major concern here.
12
Result 4.2 Regression Result
Conducted to examine which factors predicted change of willingness.
Negatif Willingness to Change Positif Willingness to Change
Hypothesis 1,Hypothesis 8 Hypothesis 4, Hypothesis 9
External Influence Personal Value
Hypothesis 5, Hypothesis 6, Hypothesis 7 Hypothesis 2, Hypothesis 3
13
First, they note that the DTC policy can impose
change with respect to discretion.
Result Second, related to client meaninglessness, many

professionals felt their professional confidently
was being impinged upon
4.3 DTC Policy : Policy Content Third, many professionals felt that the DTC
and Discretion policy resulted in an increased administrative
workload, something which was not welcomed.
14
Conclusion
1. The Three meaninglessness factors ( societal, client and personal) have the
strongest influences on willingness to change
2. The subjective norm of especially professional colleagues in an
organization is an important factor in explaining the willingness of public
professionals to implement new policies
3. This study is one of the first policy implementation studies that explicitly
considers the personality characteristics of the implementations
15
Limitations
1. They examined factors influencing the willingness to implement public

policies. However, willingness or alternatively resistance to implementation may
not always predict behaviour.
2. The result of this study, and implications outlined, should be interpreted in

light of the study’s context, sample and response rate.
3. They did not include all possible factors that might influence willingness to
implement.
16
1. Do the three meaningless
(societal,client and personal) factors
Discussion
possible to implement the policies in
your organization?
Question
1. What are the other factors that
influence the implementation of
public policies?
17

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Explaining the willingness of public

professionals to implement public policies:

Putri, Kartika Aini(1C1081) & Thet Hnin San(1C1099)

Hypotheses, Measure & Method

The attitudes and behaviours of street-level bureaucrats’ is important in policy

If public professionals are unwilling to implement policies

- decrease the effectiveness of policy implementation (Ewat,

- affect the quality of interactions between professionals and

citizens (Bekkers et al.2007)

● Change management theories

(Hypotheses and measures)

4.1 Descriptive statistics

Negatif Willingness to Change Positif Willingness to Change

Hypothesis 1,Hypothesis 8 Hypothesis 4, Hypothesis 9

External Influence Personal Value

Hypothesis 5, Hypothesis 6, Hypothesis 7 Hypothesis 2, Hypothesis 3

Result Second, related to client meaninglessness, many

1. They examined factors influencing the willingness to implement public

2. The result of this study, and implications outlined, should be interpreted in

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