The new public management and professionalization as levers of improvement of the public service in morocco
The professionalization is a polysemous concept (Richard Wittorski, 2008), it is deployed in the form of disparate practices of stakeholders. The scope of intervention of each institution is important and taking into account the specific interest of each actor in the public sector is fundamental. The professionalization contributes to the scaffolding of a social and professional identity of the public sector (Dubar, 1998).
Today, New Public Management (NMP) manifests itself through public-private partnership models. These models can promote professionalization through the synergy effect and constitute a lever for the development of the public sector. The application of new management practices often call for professionalization, the challenge of which, according to Dugué (1994), is to "swallow the flexibility pill".
The coupling of these practices seems to interest the academic and professional community in the quest for effective management of public affairs. Thus, in the context of the 2015-2030 reform vision in Morocco, the focus is accentuated on sectoral vocational training and cooperation between university vocational training and research centers (CSEFRS, 2015).
The objective of this article is to respond to the following problem: the professionalization of the public service understood as a permanent individual and collective improvement and the NPM understood as an operating mode of effective management, do they allow to face the economic social evolution and environmental issues in the Moroccan context?
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