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Journal articles on the topic 'Administration agencies'

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Published: 4 June 2021

Last updated: 4 February 2022

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1

Daramola, Oluwole, Ayodeji Olatunji, Ademola A. Akanmu, Adewale Yoade, Deborah Bunmi Ojo, and Babatunde Omotosho. "Multiplicity in Municipal Administration and Its Implication on Urban Planning Functions in Nigeria." International Journal of Social Ecology and Sustainable Development 12, no. 1 (January 2021): 1–11. http://dx.doi.org/10.4018/ijsesd.2021010101.

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This study assessed the effects of multiple components of municipal administrations on the functions of urban planning agencies in Nigeria, using Osun State as the case study. It examined the profile of the professionals across the levels of planning agencies in the state, the key activity areas of the planning agencies, operational parameters of the planning agencies, and the relationship between the planning agencies. Data used for the study were sourced from questionnaire administered on the heads of all the 35 planning agencies in the state. The study revealed that the agencies experienced conflict of interest in their operations and the reason for that was mostly jurisdictional. Also, the agencies seldom related with one another. The study concluded that the structure of municipal administration in Nigerian is responsible for proliferation of planning agencies and, consequently, the duplication of planning functions in the state, nay, Nigeria. It recommended, among others, legislative reform for effective municipal administration in the state and Nigeria, as a whole.

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Palm, Klas, Johan Lilja, and Håkan Wiklund. "Agencies, it’s time to innovate!" International Journal of Quality and Service Sciences 7, no. 1 (March 16, 2015): 34–49. http://dx.doi.org/10.1108/ijqss-04-2014-0029.

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Purpose – The purpose of this paper is to explore the phenomenon of innovation in the current Swedish governmental administration system. More specifically, the paper explores the current understanding within the system of what innovation is, as well as why and how it should be achieved. Innovation is currently at the top of many agendas worldwide: not only in the private sector but also when it comes to increasing quality, efficiency and effectiveness in public administration. In Sweden, this is reflected in the recent call from the Government for innovation in public management. However, innovation has not traditionally occurred to any significant extent on the strategic level of Swedish public management. Furthermore, governmental administration is a complex system in need of coordination and alignment for this new call to be effectively realized in practice. Design/methodology/approach – This paper has been based on a qualitative approach with a case consisting of three embedded units: the Government itself, a ministry and a Government agency. The data have been collected from documents and interviews. Findings – This paper shows that there is currently a notable disparity when it comes to how aspects of innovation are understood at different levels within the Swedish governmental administration system. Furthermore, the recent business development to increase the standardization of work processes is perceived as having created poorer preconditions for working with innovations. Practical implications – The results highlight critical areas of disparity and possibilities for improvement toward a shared understanding and aligned innovation actions within the system. Originality/value – This paper contributes knowledge about the current understanding of innovation in the Swedish governmental administration system.

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Egeberg, Morten, Åse Gornitzka, and Jarle Trondal. "Merit-based recruitment boosts good governance: how do European Union agencies recruit their personnel?" International Review of Administrative Sciences 85, no. 2 (June 21, 2017): 247–63. http://dx.doi.org/10.1177/0020852317691342.

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Studies show that public administrations that practise merit-based recruitment of their personnel are significantly less marked by corruption than administrations that do not recruit in this manner. While we know a lot about how EU member states score with regard to the degree of merit-based recruitment within their administrations, and also how the European Commission administration performs in this respect, recruitment practices within the increasing number of European Union regulatory (decentralized) agencies seem to remain a white spot in the literature so far. In this article, we make a first step in mapping recruitment practices within the secretariats of such agencies. We also investigate if it matters whether a European Union agency is located in a country marked by a non-meritocratic administrative culture or not. The article shows that European Union agencies seem to overwhelmingly apply meritocratic instruments when hiring people, regardless of their location. Points for practitioners This article argues and shows that recruitment based on merit enhances good and non-corrupt governance. The case in point is European Union agencies. The data presented illuminate that these agencies generally apply meritocratic instruments when hiring administrative staff. The study also shows that recruitment practices are not affected by the geographical location of European Union agencies. These agencies tend to practise the common merit-based European Union standards regardless of their location since agencies are components of the European Union administration.

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SCHOUT, ADRIAAN, and FABIAN PEREYRA. "THE INSTITUTIONALIZATION OF EU AGENCIES: AGENCIES AS ‘MINI COMMISSIONS’." Public Administration 89, no. 2 (July 20, 2010): 418–32. http://dx.doi.org/10.1111/j.1467-9299.2010.01821.x.

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Lee, Danbee, and Gregg G. Van Ryzin. "Bureaucratic reputation in the eyes of citizens: an analysis of US federal agencies." International Review of Administrative Sciences 86, no. 1 (June 21, 2018): 183–200. http://dx.doi.org/10.1177/0020852318769127.

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Bureaucratic reputation has been defined as a set of beliefs about a public organization’s capacities, roles, and obligations that are embedded in a network of multiple audiences (Carpenter, 2010). Although one of the most important audiences in a democracy is the citizenry, very little empirical investigation has looked at citizens’ beliefs about specific government agencies and what individual or contextual factors influence these beliefs. To examine this question, this study analyzes data from a unique 2013 Pew Political Survey that represents the responses of 1500 US citizens on the reputations of 12 federal agencies. Results demonstrate that citizens view the reputations of some agencies (such as the CDC and NASA) much more favorably than other agencies (such as the IRS and the Department of Education). In regression analyses, findings suggest that the reputation of federal agencies varies according to citizens’ general level of trust in government and their political ideology, but that demographic, socioeconomic and regional differences also shape reputation judgments. These findings provide some preliminary empirical understanding of the reputation of government agencies in the eyes of the citizenry and may have implications for agencies seeking to manage their relationship with the public.Points for practitionersBureaucratic reputation has important implications for public administrators because of its influence on a government agency’s autonomy, power, and legitimacy. Our study examines the reputations of 12 US federal government agencies and identifies individual and contextual determinants of citizens’ reputation ratings. We demonstrate that reputations differ between agencies and that certain factors – especially political ideology and trust in government – shape how the public views an agency’s reputation. These findings can help practitioners understand better how to strategically manage their agency’s reputation given an increasingly critical citizenry.

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Bouckaert, Geert, and B. Guy Peters. "Symposium on state autonomous agencies." Public Administration and Development 24, no. 2 (April 26, 2004): 89. http://dx.doi.org/10.1002/pad.314.

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Zhuravel, Ya V. "MECHANISM OF INFORMATION SUPPORT OF PUBLIC ADMINISTRATION AGENCIES." Comparative-analytical law, no. 1 (2020): 317–20. http://dx.doi.org/10.32782/2524-0390/2020.1.78.

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8

PLIATZKY, LEO. "QUANGOS AND AGENCIES." Public Administration 70, no. 4 (December 1992): 555–63. http://dx.doi.org/10.1111/j.1467-9299.1992.tb00955.x.

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9

Smirnova, Olga, Juita-Elena (Wie) Yusuf, and Suzanne Leland. "Managing for performance: Measurement and monitoring of contracts in the transit industry." Journal of Public Procurement 16, no. 2 (March 1, 2016): 208–42. http://dx.doi.org/10.1108/jopp-16-02-2016-b003.

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Public agencies contract out to pursue a variety of goals. But, these goals cannot be realized if the performance of contractors is not assessed and monitored. This study examines the state of performance measurement and contract monitoring in the U.S. transit agencies. We focus on three research questions: (1) What monitoring capacity exists within transit agencies? (2) What monitoring methods are used by transit agencies? (3) What performance measures are tracked by transit agencies? We find monitoring units are common in a third of agencies in the study. Service and customer complaints are the most common performance measures, while penalties and liquidated damages are the most frequent form of penalties. Finally, we find that transit agencies utilize a variety of output and outcome measures to monitor contractors.

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Perlmutter, Felice Davidson. "Administering Alternatiire Social Agencies:." Administration in Social Work 12, no. 2 (August 9, 1988): 109–18. http://dx.doi.org/10.1300/j147v12n02_10.

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Kim, Min Young, and Hyo Joo Lee. "A Comparative Study of Entrepreneurial Leadership and Organizational Culture Oriented toward Innovation in Central Government Agencies, Public Enterprises, and Executive Agencies." Korean Journal of Policy Studies 35, no. 3 (December 31, 2020): 35–65. http://dx.doi.org/10.52372/kjps35302.

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Research indicates that entrepreneurial leadership is positively related to organizational innovation among central government agencies, public enterprises, and executive agencies in Korea. In addition, a performanceoriented with a humane orientation supports organizational innovation, while hierarchical culture has a negative impact on organizational innovation in Korean public sectors. Among organization types, only central government agencies have been found to have a significant moderating effect on the relationship between performance-oriented culture and organizational innovation. Given that public enterprise is more market-based and that executive agencies have great autonomy in budgeting and personnel to ensure the maximization of performance, central government agencies should adopt more practices designed to improve performance in a positive work culture.

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Riany, Kenneth Goga. "Influence of Electronic Administration on Public Service Delivery among State Agencies in Kenya." European Journal of Business and Management Research 6, no. 2 (March 16, 2021): 39–43. http://dx.doi.org/10.24018/ejbmr.2021.6.2.712.

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E-Administration remains a key E-Government strategy that seeks to ensure the management of the government institutions and organizations if effectively done to enhance effectiveness and proper service delivery. The purpose of this study was to examine the influence of E-Administration on the public service delivery among state agencies in Kenya. The study adopted a descriptive research design to collect data from the target population comprising of 4230 employees within the management cadre at 132 specific government state agencies. Convenient sampling technique was used by the study to sample the respondents within the 132 specific government state agencies. A sampling formula was applied to calculate the sample size of 365 employees and self-developed questionnaires were used to collect data from the sample. Data was analyzed using descriptive and inferential statistics. The study found that E-Administration had a significant and positive influence on public service delivery by the state agencies in Kenya. The study further established that strategy execution had a significant moderating effect on the relationship between E-Administration and public service delivery by the state agencies in Kenya. The study recommended that the government through the state agencies should embrace E-Administration as a way of enhancing public service delivery. The management of state agencies should furthermore embrace strategy execution practices so as to enable success of E-Administration.

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SILVA, JEOVAN ASSIS DA, and TOMAS AQUINO GUIMARÃES. "Regulatory agencies and courts: interactions between administration and justice." Cadernos EBAPE.BR 18, no. 3 (September 20, 2020): 512–24. http://dx.doi.org/10.1590/1679-395120190015x.

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Resumo As inter-relações entre agências reguladoras e tribunais judiciais constituem tema de alto impacto nas relações sociais em geral, porém, ainda carecem de pesquisas empíricas e maior sistematização do conhecimento, sob uma perspectiva multidisciplinar. Nessa linha, este ensaio tem por objetivo realizar uma discussão articulada das principais tensões entre o Poder Executivo e o Poder Judiciário em decisões inerentes à atividade regulatória, apoiada nas principais lentes teóricas e no estado da arte aplicáveis ao fenômeno. O relacionamento entre agências e tribunais é marcado por dicotomias e a abordagem institucional do espaço regulatório e as reflexões trazidas pela Análise Econômica do Direito, dentre outras lentes de análise, revelam-se bastante úteis para a interpretação das tensões institucionais existentes em tal relacionamento. A literatura sobre revisão judicial de decisões de agências reguladoras aponta pesquisas sobre fatores que explicam a deferência judicial ou motivam um papel mais proeminente dos tribunais, passando também por temas relativos a: a) envolvimento de tribunais com questões técnicas e científicas; b) eficiência e desempenho; c) comportamentos calculados; d) custos de transação; e e) análises de custo-benefício. Propõe-se uma agenda de pesquisa que explore percepções de atores-chave desse ambiente acerca de litígios regulatórios, bem como estudos sobre fatores e condicionantes que explicam a deferência judicial em diferentes contextos.

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Fearne, Andrew. "The Administration of EC Agricultural Policies by National Agencies." Public Policy and Administration 6, no. 1 (March 1991): 62–71. http://dx.doi.org/10.1177/095207679100600108.

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Dzeng, R. J., W. C. Wang, and H. P. Tserng. "Module-Based Construction Schedule Administration for Public Infrastructure Agencies." Journal of Construction Engineering and Management 130, no. 1 (February 2004): 5–14. http://dx.doi.org/10.1061/(asce)0733-9364(2004)130:1(5).

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Shkurska, I. S. "ADMINISTRATIVE DISCRETION IN THE ACTIVITIES OF PUBLIC ADMINISTRATION AGENCIES." Juridical scientific and electronic journal, no. 3 (2021): 240–42. http://dx.doi.org/10.32782/2524-0374/2021-3/61.

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Weaver Nichols, Ann, and Rebecca Schilit. "Accreditation of Human Service Agencies:." Administration in Social Work 16, no. 1 (April 23, 1992): 11–23. http://dx.doi.org/10.1300/j147v16n01_02.

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Bhumiratana, Adisak, Apiradee Intarapuk, Suriyo Chujun, Wuthichai Kaewwaen, Prapa Sorosjinda-Nunthawarasilp, and Surachart Koyadun. "Thailand Momentum on Policy and Practice in Local Legislation on Dengue Vector Control." Interdisciplinary Perspectives on Infectious Diseases 2014 (2014): 1–11. http://dx.doi.org/10.1155/2014/217237.

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Over a past decade, an administrative decentralization model, adopted for local administration development in Thailand, is replacing the prior centralized (top-down) command system. The change offers challenges to local governmental agencies and other public health agencies at all the ministerial, regional, and provincial levels. A public health regulatory and legislative framework for dengue vector control by local governmental agencies is a national topic of interest because dengue control program has been integrated into healthcare services at the provincial level and also has been given priority in health plans of local governmental agencies. The enabling environments of local administrations are unique, so this critical review focuses on the authority of local governmental agencies responsible for disease prevention and control and on the functioning of local legislation with respect to dengue vector control and practices.

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19

Baekkeskov, Erik. "Reputation-Seeking by a Government Agency in Europe." Administration & Society 49, no. 2 (July 27, 2016): 163–89. http://dx.doi.org/10.1177/0095399714528177.

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Reputation-seeking can explain some decisions of U.S. federal agencies. However, it has remained unclear whether it could be used in the European context where agencies have proliferated in national and regional governance in the past few decades. This article shows that reputation-seeking can occur at autonomous agencies in the European context. A unique participant-observational study of an international public health agency acting in response to the 2009 H1N1 “swine” influenza pandemic provides bases for this conclusion. It adds empirical support for the proposition using real-time observations of and in-depth interviews on the agency’s decision-making processes.

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Hudspeth, Nancy, and Gerard Wellman. "Equity and public finance issues in the state subsidy of public transit." Journal of Public Budgeting, Accounting & Financial Management 30, no. 2 (June 4, 2018): 135–55. http://dx.doi.org/10.1108/jpbafm-02-2018-0014.

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Purpose Public transit is an essential service for people without access to an automobile, particularly those who are low income, elderly, or with disabilities. Previous research has found that large urban transit agencies receive less state funding per ride provided than suburban agencies. The paper aims to discuss this issue. Design/methodology/approach Using data from the National Transit Database for 37 of the largest US transit agencies, the authors create a panel data set of services provided and sources of operating funds for the period 1991-2009. The authors develop an equity index that represents the difference between the share of state funding that an agency receives and the share of the total transit rides in the state that it provides. The authors use fixed-effects regression modeling to examine the determinants of fiscal balance and the equity index. Findings The authors find that the share of an agency’s operating funds that come from dedicated taxes is a significant predictor of fiscal health as measured by its fiscal balance; reliance on passenger fares and provision of bus service are significant predictors of operating deficits. The equity index finds that large agencies receive less than their fair share of state transit funding based on ridership. Practical implications Dedicated tax revenues are a key ingredient to transit agencies’ fiscal stability. Transit agencies’ fiscal condition in states and localities that do not have a dedicated tax could benefit from such a tax. Social implications Transit is an essential service for people who are unable to drive or own an automobile; funding inequities maintain old patterns of segregation and isolation for “transit dependents.” Originality/value This study supports earlier research finding that large agencies receive less than their fair share of state funding based on ridership. It contributes to the literature on transportation equity and transit finance.

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Guerra, Sérgio, Natasha Schmitt Caccia Salinas, and Lucas Thevenard Gomes. "Regulatory agencies in response to the COVID-19 crisis." Revista de Administração Pública 54, no. 4 (August 2020): 874–97. http://dx.doi.org/10.1590/0034-761220200321x.

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Resumo Este artigo tem por objetivo analisar as respostas das agências reguladoras federais para o enfrentamento da crise de saúde pública gerada pelo novo coronavírus. Parte-se do entendimento de que a avaliação empírica dos padrões de resposta evidenciados pelas agências durante a crise da COVID-19 cumpre um papel importante no aprimoramento da função pública. Em primeiro lugar, porque oferece subsídios para que a própria atividade regulatória se adapte de forma mais célere às necessidades do atual momento de crise. Em segundo, porque o contexto excepcional gerado pela pandemia coloca em evidência alguns traços essenciais da atividade regulatória: suas condições de exercício e funcionalidades, suas limitações e potencialidades e, sobretudo, sua importância para a minimização de danos em cenários marcados por instabilidade estrutural. Os dados utilizados no presente estudo foram extraídos do Diário Oficial da União (DOU) e dos sítios eletrônicos das 11 agências reguladoras federais. Para a presente análise, foram selecionadas apenas as medidas com efetivo impacto regulatório sobre o setor regulado. Identificamos uma significativa heterogeneidade no volume de respostas das agências, em parte relacionada a diferenças setoriais, mas sobretudo decorrente de assimetrias na capacidade institucional desses órgãos. Identificamos também uma heterogeneidade no conteúdo das respostas das agências a problemas regulatórios semelhantes, evidenciando falhas de coordenação regulatória que precisam ser urgentemente solucionadas.

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Schinkel, Maarten Pieter, Lukáš Tóth, and Jan Tuinstra. "Discretionary Authority and Prioritizing in Government Agencies." Journal of Public Administration Research and Theory 30, no. 2 (October 22, 2019): 240–56. http://dx.doi.org/10.1093/jopart/muz018.

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Abstract Government agencies have a certain freedom to choose among different possible courses of action. This article studies agency decision making on priorities in a principal–agent framework with multiple tasks. Agency leadership has discretion over part of the agency’s budget to incentivize staff in the pickup of cases. The head is concerned not only with society’s benefits from the agency’s overall performance, but also with the organization’s public image. Based on their talent and the contracts offered by the head, staff officials choose which type of task to pursue: complex major cases with an uncertain outcome or basic minor and simple cases with a higher probability of success. We show how the size of the agency’s discretionary budget influences both the scale and type of tasks it will engage in. Small changes in the budget can cause extensive restructuring from major to minor tasks, or vice versa, causing social welfare jumps. The mechanism provides overhead authorities with some control over the priorities of supposedly independent agencies. It applies generally to government bureaus with the formal and informal discretion to choose their tasks. Antitrust authorities serve as one illustration of implications for institutional design.

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Judge, David, Brian W. Hogwood, and Murray McVicar. "The ‘Pondlife’ of Executive Agencies:." Public Policy and Administration 12, no. 2 (April 1997): 95–115. http://dx.doi.org/10.1177/095207679701200208.

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Bailie, Warren R., and David Johnson. "Governmental ethics and ethics agencies." Canadian Public Administration/Administration publique du Canada 34, no. 1 (March 1991): 158–64. http://dx.doi.org/10.1111/j.1754-7121.1991.tb01450.x.

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Shoemark, Lyn. "Equal Opportunity Units: Change Agencies." Australian Journal of Public Administration 55, no. 3 (September 1996): 129–31. http://dx.doi.org/10.1111/j.1467-8500.1996.tb01232.x.

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Wechsler, Barton, and Robert W. Backoff. "Policy Making and Administration in State Agencies: Strategic Management Approaches." Public Administration Review 46, no. 4 (July 1986): 321. http://dx.doi.org/10.2307/976305.

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Barbieri, Dario, and Edoardo Ongaro. "EU agencies: what is common and what is distinctive compared with national-level public agencies." International Review of Administrative Sciences 74, no. 3 (September 2008): 395–420. http://dx.doi.org/10.1177/0020852308095310.

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The number and relevance of EU agencies have rapidly increased over the years: EU agencies nowadays constitute an important part of the EU institutional landscape. The article investigates the EU agencies through categories of analysis well established in studies of public management focused on the phenomenon of agencies at the country level: structural disaggregation, autonomy, and contractualization. It emerges that EU agencies are relatively homogeneous, an aspect that differentiates European agencies from the highly heterogeneous world of national-level agencies. The main features of the EU agencies are examined, the `European type' of agency is identified and defined, and the way the EU agency model differs from country-level agencies is analysed. Research agendas on the reform of the European Union might benefit from systematic investigation of EU agencies: theoretical frameworks drawn from the public management field can provide a significant contribution in this respect. Points for practitioners EU agencies are no longer `residual' organizations: they are a significant component of the functioning of the EU system and policy networks. By investigating the features of such agencies through the conceptual lenses of public management, and through comparison with the (much more investigated) national-level agencies, the article provides an outline of EU agencies in terms of structural relations with the other EU institutions, autonomy, and modalities of steering and control. Reforms of the EU through the establishment or revamping of agencies could benefit from the systematic consideration of such features.

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Auer, Jenifer Claire, Eric C. Twombly, and Carol J. De Vita. "Social Service Agencies and Program Change." Public Performance & Management Review 34, no. 3 (March 1, 2011): 378–96. http://dx.doi.org/10.2753/pmr1530-9576340303.

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O'Brien, John E., and Peter J. Collier. "Merger Problems for Human Service Agencies:." Administration in Social Work 15, no. 3 (August 8, 1991): 19–31. http://dx.doi.org/10.1300/j147v15n03_02.

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Berman, Evan M. "Implementing TQM in State Welfare Agencies." Administration in Social Work 19, no. 1 (May 19, 1995): 55–72. http://dx.doi.org/10.1300/j147v19n01_04.

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Vinokur-Kaplan, Diane, Srinika Jayaratne, and Wayne A. Chess. "Job Satisfaction and Retention of Social Workers in Public Agencies, Non-Profit Agencies, and Private Practice:." Administration in Social Work 18, no. 3 (October 26, 1994): 93–121. http://dx.doi.org/10.1300/j147v18n03_04.

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Rahman, Prof Abd. "Performance accountability of public agencies in the act government." Indonesia Prime 2, no. 1 (July 27, 2018): 40–44. http://dx.doi.org/10.29209/id.v2i1.23.

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Performance accountability of public bodies meaning widespread not only limited liability in law but also in the field of non-law. Special accountability law, imaged through the performance creation of the law (legal creating), as well as in the implementation of the law (legal applying) as the embodiment of government action (Bestuurhandeling). In the concept of the law of State administration and administrative law, Government action in question is the Act or acts committed by State administration in carrying out the task of Government.

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Verschuere, Bram, and Tobias Bach. "Executive Agencies, Ministers, and Departments." Administration & Society 44, no. 2 (July 20, 2011): 183–206. http://dx.doi.org/10.1177/0095399711412918.

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QIAN, Jiwei. "Tax Administration Reform in China." East Asian Policy 10, no. 03 (July 2018): 66–74. http://dx.doi.org/10.1142/s1793930518000284.

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The recent initiative to integrate National Tax Service and Local Tax Service at the provincial level and below is a major step towards reforming the tax administration. The State Administration of Taxation will be the main supervisor of the integrated taxation agencies. Social insurance contributions by employees and employers will be collected by tax authority nationwide and not by social security bureaus.

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Fulginiti, Jeanne. "Ethnography in School Administration." Practicing Anthropology 8, no. 3-4 (July 1, 1986): 20–21. http://dx.doi.org/10.17730/praa.8.3-4.37384j14x33176k1.

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Anthropologists often select a field site, live there a number of years, write about their observations, and return to the site late in their careers to assess changes. Contemporary practicing anthropologists inhabit public and private agencies much like classic village-dwelling anthropologists. The notable difference in their behavior within the social system stems from a deeply held belief that the purpose of understanding the sociocultural context includes the creation of change. The practicing' anthropologist uses data collected to facilitate effective social action.

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Perumal, Sundresan, Sakinah Ali Pitchay, Ganthan Narayana Samy, Bharanidharan Shanmugam, Pritheega Magalingam, and Sameer Hasan Albakri. "Transformative Cyber Security Model for Malaysian Government Agencies." International Journal of Engineering & Technology 7, no. 4.15 (October 7, 2018): 87. http://dx.doi.org/10.14419/ijet.v7i4.15.21377.

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The growth of cyberspace world has uprising government agencies in a new way to serve citizen in a proactive, efficient and productive manner. To have an open, stable and vibrant cyberspace, governments should be more resilient to cyber-attacks and able to protect all government agency’s interest in cyberspace. Therefore, the government needs a transformative cyber governance security model to protect valuable government agencies’ information. The model should be able to detect, defend and deter the vulnerabilities, threats and risks that will emerge in the day to day government administration operation. This paper has introduced a study for some existing cyber governance security models. Thus, it helps in determining the main features of the required model.

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Blount, Ian Y., Jay Seetharaman, and Trevor L. Brown. "The impact of strategy on public sector set-aside programs: the case of the state of Ohio." Journal of Public Procurement 18, no. 1 (March 5, 2018): 31–49. http://dx.doi.org/10.1108/jopp-03-2018-003.

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Purpose The purpose of this study is to examine the impact of program strategy on the implementation of the efficacy of a procurement set-aside program at the state level. Design/methodology/approach This study examines the impact of program implementation strategy across two administrations considering the most compelling alternative arguments for what drives agency purchasing through contracts with MBEs. Findings The results of mixed effects linear regression models on the procurement expenditures of 70 state agencies in Ohio from 2008-2015 show significantly higher rates of procurement expenditures with MBEs under the Kasich administration. Originality/value These results provide support for the argument that changes in program implementation strategy led to substantive increases in the use of MBEs by state agencies in Ohio.

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Bila, V. R. "Public Administration’s Regulatory Acts: Classification Issues." Bulletin of Kharkiv National University of Internal Affairs 87, no. 4 (December 22, 2019): 71–80. http://dx.doi.org/10.32631/v.2019.4.07.

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The author has attempted to group public administration’s normative acts. The advantages of classification as the method of cognition of state and legal phenomena and rules of its conduction have been outlined. The criteria for classification of public administration’s regulatory acts have been clarified. That made it possible to specify the content of the components identified as a result of the classification. The author has emphasized the necessity of forming theoretical system of regulatory acts as forms of public administration, establishing their clear hierarchy and competent independence. Based on the competence of the public administration entity, it has been offered to distinguish general, departmental, interagency and local regulatory acts. The author has offered to improve the competence of public administration agencies with regard to normative and legal regulation of public administration relations. The author has indicated on the need to rethink the scope of the concept of local regulatory acts and has offered to include exclusively the acts of professional self-government agencies of socially important professions. The author has emphasized on the necessity to set general requirements for local rule-making in order to avoid procedural violations. According to the functional purpose, the author has offered to distinguish program, regulatory, law enforcement, competence, statutory and structural acts, as well as planning acts. Competent acts define the sphere of responsibility, main tasks and powers, managerial relations within the agency of public administration and its organizational and legal form; structural acts – the territorial and functional structure of public administration agencies, distribution of powers, etc., statutory acts – the procedure of management and functioning of public institution. Program and planning acts do not cause the immediate effects of legal consequences such as the emergence, change or termination of subjective rights and legal obligations and related legal relations, which, however, does not mean that they do not lose the features of normativity. The legal force of such acts will depend on the entity that approved the act: the higher its place in the hierarchy of executive authorities, the higher its legal power.

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Caulfield, Janice. "Executive agencies in Tanzania: liberalization and Third World debt." Public Administration and Development 22, no. 3 (2002): 209–20. http://dx.doi.org/10.1002/pad.229.

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Lundsgaarde, Erik, and Adam Moe Fejerskov. "Development agencies of the future: The limits of adaptation." Public Administration and Development 38, no. 5 (October 18, 2018): 169–78. http://dx.doi.org/10.1002/pad.1841.

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Schware, Robert, and Ziauddin Choudhury. "Aid agencies and information technology development." Information Technology for Development 3, no. 2 (June 1988): 145–58. http://dx.doi.org/10.1080/02681102.1988.9627121.

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42

James, Oliver. "Evaluating Executive Agencies in UK Government." Public Policy and Administration 16, no. 3 (July 2001): 24–52. http://dx.doi.org/10.1177/095207670101600303.

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Hogwood, Brian W. "Developments in Regulatory Agencies in Britain." International Review of Administrative Sciences 56, no. 4 (December 1990): 595–612. http://dx.doi.org/10.1177/002085239005600401.

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Prenzler, Tim, and Colleen Lewis. "Performance Indicators for Police Oversight Agencies." Australian Journal of Public Administration 64, no. 2 (June 2005): 77–83. http://dx.doi.org/10.1111/j.1467-8500.2005.00443.x.

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Škorić, Milica. "Comparative analysis of public agencies in Croatia and Sweden." Pravo - teorija i praksa 38, no. 2 (2021): 114–28. http://dx.doi.org/10.5937/ptp2102114s.

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Although public agencies have existed for several decades, in Serbia, they are new forms of government bodies. The aspiration to modernize the public administration and harmonize it with modern trends can be an opportunity to see the stages of development and models of control and autonomy of the agency from the decades-long development of Swedish public agencies. The example of Croatia will show the potential of the former socialist state for such reforms and how important reforms are on the road to the European Union in the XXI century. Through the analysis of relevant literature and a comparative method, there are presented the reforms of public agencies being implemented in selected countries since their first appearance till nowadays. This paper focuses on the process of creation and development of public agencies in Sweden and Croatia, as members of the European Union, whose development of a public administration differs significantly, all in order to answer the questions: How much do public agencies contribute to decentralization? Are these bodies necessary for the approach and accession to the EU?

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Caillier, James Gerard. "Factors Affecting Job Performance in Public Agencies." Public Performance & Management Review 34, no. 2 (December 1, 2010): 139–65. http://dx.doi.org/10.2753/pmr1530-9576340201.

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Overman, Sjors. "How Creating Semiautonomous Agencies Affects Staff Satisfaction." Public Performance & Management Review 43, no. 2 (June 12, 2019): 433–60. http://dx.doi.org/10.1080/15309576.2019.1622579.

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Ulbrich, Frank. "Deploying centres of excellence in government agencies." Electronic Government, an International Journal 7, no. 4 (2010): 362. http://dx.doi.org/10.1504/eg.2010.035721.

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Rai, Gauri S. "Control Structure and Conflict in Public Agencies." Administration in Social Work 9, no. 4 (October 2, 1985): 75–87. http://dx.doi.org/10.1300/j147v09n04_07.

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Rai, Gauri S. "Complexity and Coordination in Child Welfare Agencies." Administration in Social Work 18, no. 1 (September 20, 1994): 87–105. http://dx.doi.org/10.1300/j147v18n01_05.

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