Potentials for Improving Financial Management Capacities in Serbian Public Administration
In the process of joining the European Union the Republic of Serbia is expected to meet the requirements that are deemed to be universally accepted norms of social and government systems of member states. As part of that process, Serbia’s public administration, much less efficient than that of member states, is being transformed with a view to attaining the expected efficiency level. The aim of this paper is to give an overview of the existing capacities of civil servants in the Republic of Serbia in the area of financial management and the potentials for their improvement. The paper is based on the results of a research conducted under the CBHE ERAMSUS+ project, on a sample of 231 civil servants in the Serbian public administration engaged on budgeting, financial control and internal audit in the period March – May 2017. Authors of the paper were actively involved in the project.
Afonso, A., Schuknecht, L. & Tanzi, V. (2003) Public Sector Efficiency: An International Comparison, European Central Bank, Working Paper No. 242, available at: https://www.ecb.europa.eu/pub/pdf/scpwps/ecbwp242.pdf?97d51e6d2cca0da4180e5c215dcccd8e (December 26, 2018).
Afonso, A., Schuknecht, L. & Tanzi, V. (2006) Public Sector Efficiency: Evidence for New EU Member States and Emerging Markets, European Central Bank, Working Paper No. 581, available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=876945 (December 26, 2018).
Albrecht S. L., Bakker A. B., Gruman J. A., Macey W. H. & Saks A. M. (2015) Employee Engagement, Human Resource Management Practices and Competitive Advantage – An Integrated Approach, Journal of Organizational Effectiveness: People and Performance, 2, pp. 7-35.
Baekgaard M. & George B. (2018) Equal Access to the Top? Representative Bureaucracy and Politicians’ Recruitment Preferences for Top Administrative Staff, Journal of Public Administration Research and Theory, 28 (4), pp. 535-550.
Ballart, X. & Rico, G. (2018) Public or nonprofit? Career Preferences and Dimensions of Public Service Motivation, Public administration, 96(2), pp. 404-420.
Belardinelli, P., Bellé N., Sicillia, M. & Steccolini, I. (2018) Framing Effects under Different Uses of Performance Information: An Experimental Study on Public Managers, Public Administration Review, 78(6), pp. 841-851.
Bezes P., Jeannot G., (2017) Autonomy and Managerial Reforms in Europe: Let or Make Public Managers Manage?, Public administration, 96(1), pp. 3-22.
Boon J. & Vehoest K. (2018) By Design or by Drift: How, Where, and Why HRM Activities Are Organized in the Public Sector, Review of Public Personnel Administration, 38(1), pp 110-134.
Elnaga A. & Imran, A. (2013) The Effect of Training on Employee Performance, European Journal of Business and Management, 5(4), pp. 137- 147.
Eriksen., S. (2005) Unfinished transition: Public administration reform in Serbia 2001-2004. Paper presented at 13th NISPAcee Annual Conference Democratic Governance for the XXI Century: Challenges and Responses in CEE Countries. Moscow.
European Commission (2018) Serbia 2018 Report (Strasbourg: European Commission), available at: https://ec.europa.eu/neighbourhood-enlargement/sites/near/files/20180417-serbia-report.pdf (December 26, 2018).
European Commission, Directorate – General for Employment, Social Affairs and Inclusion, (2017) A comparative overview of public administration characteristics and performance in EU28, available at: https://ec.europa.eu/social/main.jsp?catId=738&langId=hr&pubId=8072, (December 26, 2018).
Financial Management, Accounting and Controlling Curricula Development for Capacity Building of Public Administration (2017) Research Report 1.1: Serbia, Mapping of Current Level of Knowledge of Employees in Public Administration in the Field of Financial Management, Accounting and Control, available at: http://www.finac.org.rs/site/results (December, 2018).
Financial Management, Accounting and Controlling Curricula Development for Capacity Building of Public Administration, (2017) Research Report 1.2: Serbia, Mapping of Current Level of Knowledge of Employees in Public Administration in the Field of Financial Management, Accounting and Control, available at: http://www.finac.org.rs/site/results (December 26, 2018).
Gandolfi, F. (2009) Training and Development in an Era of Downsizing, Journal of Management Research, 9(1), pp. 3-14.
Koprić, I., (2015) Zašto i kakva reforma lokalne i regionalne samouprave u Hrvatskoj, Croatian and Comparative Public Administration, 15(4), pp. 993-998.
Kovač, P. (2011) The Public Administration Reform Agenda in Slovenia – Two Decades of Challenges and Results, Croatian And Comparative Public Administration, 11(3), pp. 627-650.
Matei L. & Chsaru M., O. (2014) Implementation Guidelines of the New Public Management. Cases of Romania and Sweden, Procedia – Social and Behavioural Sciences, 143, pp. 857-861;
OECD (2016) Engaging Public Employees for a High – Performing Civil Service, OECD Public Governance Reviews (Paris: OECD Publishing), https://dx.doi.org/10.1787/9789264267190-en.
OECD (2017) Government at a Glance 2017 (Paris: OECD), https://dx.doi.org/10.1787/gov_glance-2017-en.
Republic of Serbia, Government of the Republic of Serbia (2004) Public Administration Reform Strategy (Belgrade: Government of the Republic of Serbia).
Saks, A. M. & Belcourt, M. (2006) An Investigation of Training Activities and Transfer of Training in Organizations, Human Resource Management, 45(4), pp. 629-648.
Sheehan, C. (2009) Outsourcing HRM Activities in Australian Organisations, Asia Pacific Journal of Human Resources, 47(2), pp. 236 – 253.
SIGMA (2017) The Principles of Public Administration, available at: http://www.sigmaweb.org/publications/Principles-of-Public-Administration_Edition-2017_ENG.pdf (December 26, 2018).
Štimac V. & Lazarević M. (2013) Public Management Work Context and Reforms in Serbia: Results froma a Large Scale Survey of Senior Public Executives (Belgrade: Belgrade Fund for Political Excellence, The Social Inclusion and Poverty Reduction Team of the Government of Republic of Serbia).
Tepe M. & Vanhuysse P. (2017) Are Future Bureaucrats More Prosocial, Public Administration, 95(4), pp. 957-975.
Trondal J, Murdoch Z & Geys B. (2018) How pre- and postrecruitment factors shape role perceptions of European Commission officials, Governance, 31(1), pp. 85–101.
Van der Steen M., Van Twist M. J. W. & Bressers D. (2018) The Sedimentation of Public Values: How a Variety of Governance Perspectives Guide the Practical Actions of Civil Servants, Review of Public Personnel Administration 2018, 38(4), pp. 387-414.
Vašiček V., Dragija M. & Hladika M., (2010) Impact of Public Internal Financial Control on Public Administration in Croatia, Theoretical and Applied Economics, 17(4), pp. 71-86.
It is a condition that the authors assign copyright or license the publication rights in their articles, including abstracts, to Institute for Local Self-Government Maribor. This enables us to ensure full copyright protection and to disseminate the article, and of course Journal, to the widest possible readership in print and electronic formats as appropriate. Authors retain many rights under the Institutes' right policies, which can be found at journal.lex-localis.press. Authors are themselves responsible for obtaining permission to reproduce copyright material from other sources.