After the applause: understanding public management and public service ethos in the fight against Covid-19

Covid-19 has led to renewed public support for public services. Frontline workers symbolize a renewed ideal of public service ethos (PSE), though little attention has been paid to how the public managers delivering vital services interpret and mobilize PSE. We show how PSE is implemented by public managers reflecting their local contexts. We examine the theoretical roots of PSE and challenges by newer theories of public management before illustrating its contemporary manifestations through three case studies of local government responses to Covid-19 in England, showing how PSE has been adapted in current contexts and continues to inform public management practice.

Automated summary

Covid-19 has sparked renewed support for public services, with frontline workers symbolizing a revived notion of public service ethos (PSE). However, little attention has been given to how public managers interpret and mobilize PSE in delivering crucial services. By examining the theoretical origins of PSE and exploring challenges posed by newer theories of public management, we illustrate its contemporary manifestations through three case studies of local government responses to Covid-19 in England. These examples demonstrate how PSE has been adapted to current contexts and continues to inform public management practices.