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Input Controls in the Public Sector [electronic resource] : What Does Economic Theory offer?

Author/Creator:
International Monetary Fund
Publication:
Washington, D.C. : International Monetary Fund, 1988.
Format/Description:
Government document
Book
1 online resource (40 p.)
Series:
IMF eLibrary
IMF Working Papers
Status/Location:
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Local subjects:
Benefits. (search)
Capital expenditure. (search)
Expenditure. (search)
Expenditure control. (search)
Expenditure controls. (search)
Expenditure decisions. (search)
Expenditure management. (search)
Expenditures. (search)
Fringe benefits. (search)
Government expenditure. (search)
Input mix. (search)
Management of government expenditure. (search)
Personnel expenditure. (search)
Public expenditure. (search)
Public expenditures. (search)
Public spending. (search)
Salaries. (search)
Salary. (search)
Salary increase. (search)
Salary increases. (search)
Wage. (search)
Wages. (search)
New Zealand. (search)
Summary:
This paper reviews the economic literature on bureaucratic behavior, the theory of the firm, and agency theory and its application to the public sector, to determine whether any lessons can be drawn regarding how far governments should go in delegating control over inputs to public sector managers. Against a background survey of country practices, the paper concludes that input controls are one of a number of ways of dealing with the agency problem of trying to ensure that bureaucrats act in the interests of the government. Other methods can be, and have been, used for dealing with moral hazard-type agency problems, but features of current budgetary systems make it more difficult to deal with inputs that have implications for future resource use.
Notes:
Description based on print version record.
Contributor:
International Monetary Fund
Other format:
Print Version:
ISBN:
1451965559:
9781451965551
ISSN:
1018-5941
Publisher Number:
10.5089/9781451965551.001
Access Restriction:
Restricted for use by site license.