Journal articles on the topic 'Public organisations'
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Ekowati, Dian. "Organizational Change in Public Service." International Research Journal of Business Studies 14, no. 2 (November 15, 2021): 159–70. http://dx.doi.org/10.21632/irjbs.14.2.159-170.
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This study aims to investigate institutional logics underlying the initiation of change management process in public sector organisations. Organisational Institutionalism is used to frame the analysis. The study took place in three different public organisations in the Province of East Java, including one-stop-service for licencing as well as that of vehicle registration, taxing and insurance and also from local health authority. Qualitative method was employed to analyse information gathered through semi-structured interviews with 35 respondents. The study unveiled various institutional logics underlying the adoption of changes and innovation in the organisations. It ranged from the most common reason of improving performance gaps up to the needs to clean the organisation’s name and build a better image. The study contributes to the idea that organisation’s previous experiences as well as perceived institutional character affect the needs to conduct changes.
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Johanne Klungseth, Nora. "Organising cleaning in Norwegian public FM." Journal of Facilities Management 12, no. 4 (August 26, 2014): 382–410. http://dx.doi.org/10.1108/jfm-02-2014-0007.
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Purpose – This paper aims to give an overview of the alternatives that Norwegian municipalities have regarding organisational models for their facility management (FM) and cleaning organisations, and to investigate what organisational models they apply, if building category or size of municipality influences their use of organisational models and whether their FM and cleaning organisations are organised similarly within identical municipalities. Design/methodology/approach – The research is based on a national survey conducted during year 2010. All Norwegian municipalities were invited to respond. The survey asked the head of the FM departments (or the chief executive officer [CEO] if the first could not answer) what organisational models they used for their FM and cleaning organisations and what changes they planned for the organisation in the future. All questions were asked according to different building categories to determine whether building category had any influence on their choices. Findings – Limited research has been published regarding the structure of the FM organisations in Norwegian municipalities and even less regarding their cleaning organisations. The results show that Norwegian municipalities prefer integrated models and also purchasing services from the private sector prior to applying decoupled models as inter-municipal alternatives and Municipal Limited Companies. The results do also indicate that Norwegian municipalities’ interest in such models is rising and that they seem to be moving away from traditional and integrated alternatives. Research limitations/implications – Although all municipalities were invited to the survey, only one-third responded. Originality/value – The article may represent a first thorough overview of what organisational models and what combinations of models Norwegian municipalities use for their FM and cleaning organisations. Compared to former studies, this article explores a greater variety in organisational models and a greater variety in researched building categories.
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Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.
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Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is an organised way to make sure that changes are completely implemented without any problems to make transitions from the aspects of individuals, groups, and organisations to an intended circumstances in the coming days by focusing on the wider impacts of change, particularly on people, where change takes place thoroughly in the entire organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the positive vision for the future perceived by management team as the factor of trust in management, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoy discussing their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.
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L. Luoma-aho, Vilma, and Mirja E. Makikangas. "Do public sector mergers (re)shape reputation?" International Journal of Public Sector Management 27, no. 1 (January 7, 2014): 39–52. http://dx.doi.org/10.1108/ijpsm-09-2012-0120.
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Purpose – The public sector worldwide is under pressure to downsize, which has led to mergers of public sector organisations. This paper seeks to bridge the unstudied gap of what happens to organisational reputation after a merger. The paper discusses change and reputation in the public sector, and reports findings of a longitudinal study on stakeholder assessments of four public sector organisations undergoing mergers recently. Design/methodology/approach – Following a theory-driven content analysis, this longitudinal study compares stakeholder assessments of four public sector organisations' reputations a year before an organisational merger with assessments of the two resulting organisations' reputations two years after the merger. Findings – The paper finds that the mergers did not really re-shape reputation, but the once established reputation persevered. Although the organisations faced greater expectations after the merger, only minor changes in reputation were detected post-merger: the reputation for expertise, heavy bureaucracy and trustworthiness remained strong after the merger, but certain traits, such as being international and esteemed, were lost. In both cases, one organisation's prior reputation slightly dominated the new reputation. Research limitations/implications – The findings may be limited to Finland and other Nordic countries, as well as those countries where trust in the public sector is high. Practical implications – Mergers may not change once-established reputations, and hence the improvements desired by mergers may go unnoticed by the different stakeholders. Organisations merging must prepare for increased stakeholder expectations, as the new organisations arise questions. Previous organisational traits may remain in stakeholders' assessments despite any achieved improvements. Originality/value – This paper addresses the gap in studying organisational reputation after public sector mergers, and contributes to both theory and practice by providing insight into the stability of once-established reputations.
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Kumar Singh, A. "Impact of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (August 20, 2010): 379–86. http://dx.doi.org/10.17221/64/2010-agricecon.
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This study is in the light of the liberal global Indian economy that has led to a competitive environment. In a changing scenario of the global business environment with a highly competitive market economy, the HRM practices and organisation culture will provide an edge to an organisation. This study is an attempt to understand the effect of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India. This study revealed that the HRM practices and organisational culture are a strong predictors of the managerial effectiveness of the public sector organisations surveyed.
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Vorster, Steenkamp. "belang van die interne publiek in openbare betrekkinge." Communicare: Journal for Communication Studies in Africa 3, no. 1 (November 21, 2022): 22–28. http://dx.doi.org/10.36615/jcsa.v3i1.2164.
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Should public relations officers tend to neglect the importance of their internal publics for the success of their organisations, the literature is explicit on the dangers of such negligence. In this article the nature of public relations as the important institutional communication function of organisations is explored with special reference to the importance of the attitudes and opinions of those who constitute an organisation's internal publics, as seen by various authors. The potential influence of employees, investors or other important groups as well as management itself on the public relations programme and the organisation itself is described and it is concluded that organisations with informed and motivating managements, devoted, motivated and loyal employees and supportive investors, will probably achieve greater overall success as those without these attributes. The public relations function should be encouraged by management to help achieve this through all the available communicative techniques.
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Glennon, Russ, Ian Hodgkinson, and Joanne Knowles. "Learning to manage public service organisations better: A scenario for teaching public administration." Teaching Public Administration 37, no. 1 (October 15, 2018): 31–45. http://dx.doi.org/10.1177/0144739418798148.
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In the context of public value, it is argued that there is a need to adopt the learning organisation philosophy to manage public service organisations better. For collaborative work with public sector managers or in management education, a fictitious scenario is presented to develop the concept of the learning organisation as paradox. Faced with multiple and conflicting demands, public managers find it difficult to change organisational behaviour in response to new knowledge. The scenario demonstrates how learning organisation philosophy can be used to translate new knowledge into new behaviours. Key skills required for public managers to exploit the knowledge of all organisational members and confront the challenges of a contested concept, such as public value, are developed and comprise summarising evidence, making judgements, sharing thought processes on a contentious issue, and arriving at a consensus together. Contributions to public administration theory and practice are discussed.
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Sheaff, Rod, Joyce Halliday, Mark Exworthy, Alex Gibson, Pauline W. Allen, Jonathan Clark, Sheena Asthana, and Russell Mannion. "Repositioning the boundaries between public and private healthcare providers in the English NHS." Journal of Health Organization and Management 33, no. 7/8 (November 7, 2019): 776–90. http://dx.doi.org/10.1108/jhom-12-2018-0355.
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Purpose Neo-liberal “reform” has in many countries shifted services across the boundary between the public and private sector. This policy re-opens the question of what structural and managerial differences, if any, differences of ownership make to healthcare providers. The purpose of this paper is to examine the connections between ownership, organisational structure and managerial regime within an elaboration of Donabedian’s reasoning about organisational structures. Using new data from England, it considers: how do the internal managerial regimes of differently owned healthcare providers differ, or not? In what respects did any such differences arise from differences in ownership or for other reasons? Design/methodology/approach An observational systematic qualitative comparison of differently owned providers was the strongest feasible research design. The authors systematically compared a maximum variety (by ownership) sample of community health services; out-of-hours primary care; and hospital planned orthopaedics and ophthalmology providers (n=12 cases). The framework of comparison was the ownership theory mentioned above. Findings The connection between ownership (on the one hand) and organisation structures and managerial regimes (on the other) differed at different organisational levels. Top-level governance structures diverged by organisational ownership and objectives among the case-study organisations. All the case-study organisations irrespective of ownership had hierarchical, bureaucratic structures and managerial regimes for coordinating everyday service production, but to differing extents. In doctor-owned organisations, the doctors’, but not other occupations’, work was controlled and coordinated in a more-or-less democratic, self-governing ways. Research limitations/implications This study was empirically limited to just one sector in one country, although within that sector the case-study organisations were typical of their kinds. It focussed on formal structures, omitting to varying extents other technologies of power and the differences in care processes and patient experiences within differently owned organisations. Practical implications Type of ownership does appear, overall, to make a difference to at least some important aspects of an organisation’s governance structures and managerial regime. For the broader field of health organisational research, these findings highlight the importance of the owners’ agency in explaining organisational change. The findings also call into question the practice of copying managerial techniques (and “fads”) across the public–private boundary. Originality/value Ownership does make important differences to healthcare providers’ top-level governance structures and accountabilities and to work coordination activity, but with different patterns at different organisational levels. These findings have implications for understanding the legitimacy, governance and accountability of healthcare organisations, the distribution and use power within them, and system-wide policy interventions, for instance to improve care coordination and for the correspondingly required foci of healthcare organisational research.
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Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.
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Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The main implication of this research on organisational culture suggest that there is a scope for further improvement in the sample study organisations which would improve their work life by overcoming the monotony.
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Azaki, Joshua. "Organisational Factors Affecting Knowledge Retention in a Public Organisation." European Conference on Knowledge Management 23, no. 2 (August 25, 2022): 1304–11. http://dx.doi.org/10.34190/eckm.23.2.758.
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Knowledge is a strategic resource for any organisation to maintain optimal operational efficiency and competitiveness. Knowledge could be in the knower's mind (tacit) or codified and stored in knowledge repositories for retrieval when needed (explicit). Knowledge retention in organisations is becoming a global concern as the shortage of professionals or knowledge workers persists. Organisations over the years have focused on investing in activities leading to knowledge creation, improving technological capabilities, and increasing performance with less attention given to knowledge retention. The Covid-19 pandemic has exacerbated this concern leading to the exit of more knowledge workers from organisations voluntarily or involuntarily. The current study seeks to investigate the role of organisational factors on knowledge retention in public organisations using the water sector in a South African metropolitan city. This study seeks to deepen the knowledge management scholarship by viewing knowledge retention as a system rather than a process or strategy only, as explored by most studies. The water sector is a knowledge-driven sector that utilises heterogeneous knowledge (engineers, hydrologists, technicians, IT specialists) to achieve its mandate, making it information and knowledge-rich. This study intends to use the knowledge-based view as a sensitising lens to explore how a public organisation systemically integrates and coordinates its heterogeneous knowledge resources to ensure that knowledge is retained as well as maintain optimal operational efficiency. The basic assumptions of the knowledge base view are that knowledge is the most strategic resource in an organisation, and its coordination facilitates optimised efficiency. The study will adopt a pragmatist paradigm to uncover the role of organisational factors on knowledge retention. A purposive sample of supervisors and managers in the water sector will be interviewed. Qualitative data will be collected, and qualitative methods will be used to analyse the data.
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Alhaqbani, Abdullah, Deborah M. Reed, Barbara M. Savage, and Jana Ries. "The impact of middle management commitment on improvement initiatives in public organisations." Business Process Management Journal 22, no. 5 (September 5, 2016): 924–38. http://dx.doi.org/10.1108/bpmj-01-2016-0018.
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Purpose – Top management commitment is considered a significant factor in improvement programmes, and many papers have been written about the role of top management commitment in implementing a quality management system. However, not considering other management levels’ commitment, such as middle management, may lead to issues in achieving organisational development. Public organisations that work through vertical structures may face a lack of middle management commitment, which might have a negative impact on lower and non-management staff commitment to improvement programmes. In this regard, the purpose of this paper is to examine the impact of middle management’s commitment towards improvement initiatives in public organisations. Design/methodology/approach – Empirical research with a mixed-method design used semi-structured interviews and a questionnaire to explore the current practices of continuous improvement (CI) and examine employees’ views from different management levels of the implications of current improvements in a Saudi public service organisation. Findings – The analysis indicated that the lower managers and non-management staff agree that, after the implementation of the quality management system, the organisation’s middle management showed a lack of commitment to that system. Moreover, this lack of commitment is recognised in the analysis of participants’ views of CI practices recorded in the questionnaire and interviews. This lack of commitment has caused poor employee commitment and thus a lack of problem solving in organisational departments. It is also responsible for a lack of employee involvement, the centralisation of decisions, deficiencies in terms of determining and applying training, inequality between employees and a lack of trust between employees and their managers. These issues could be managed and resolved through middle management and their commitment. Practical implications – Increasing middle managers’ awareness of the importance of their commitment to improvement initiatives can have an impact on employees’ commitment towards improvement initiatives, especially in those public organisations that have vertical/hierarchical structures. The level of commitment towards the implementation of improvement programmes needs further in-depth analyses to identify which factors influence public organisation leaders’ commitment to improvement programmes. Originality/value – The results of this study could motivate middle managers in public organisations to review their policies and to facilitate CI initiatives.
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Ganie-Rochman, Meuthia, and Rochman Achwan. "Civic Organisations and Governance Reform in Indonesian Cities." Asian Journal of Social Science 37, no. 5 (2009): 799–820. http://dx.doi.org/10.1163/156848409x12474536440663.
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AbstractMuch has been written about Indonesia's decentralisation since the fall of Soeharto. Scholars have developed different perspectives and provided useful analyses on 'right governance', but they seem to have largely neglected the organisational problems of civic organisations engaged in governance reform. By employing the concepts of legitimacy, organisational field and networks familiar in the sociology of organisation, this paper explores ways in which they develop and transform their organisations and networks, creating political issues and, mobilising the public. Three cities — Padang, Bandung, and Yogyakarta — were chosen as the study locations for the conspicuous and even prominent engagement of civic organisations in the struggle for reform of public governance. A qualitative method was used to collect data from various actors who are directly and indirectly engaged in contesting and cooperating with organisational actors in this area. This paper shows that the principles of independency and freedom within civic organisations have developed rapidly at the expense of organisational accountability. Such development has hampered the transformation of civic organisations into more influential social actors.
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Xanthopoulou, Panagiota, Alexandros Sahinidis, and Zorzeta Bakaki. "The Impact of Strong Cultures on Organisational Performance in Public Organisations. The Case of the Greek Public Administration." Social Sciences 11, no. 10 (October 18, 2022): 486. http://dx.doi.org/10.3390/socsci11100486.
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Existing literature suggests that a strong culture is essential to the success of an organisation. However, some researchers have since disputed this claim, arguing that while some strong cultures lead to success, others fail. Examining several examples over time, the so-called “case for a strong culture” presents significant weaknesses. The present study, based on the Competing Values Model, examines the effects of a culture’s strength on the organisational performance in the public sector. A sample of 92 departments of Greek public organisations was examined, of which a total of 424 people responded to an online questionnaire. The participating organisations and their departments range in size, in terms of the number of their staff, from 15 to 54 members, and come from different segments of the public administration. The results showed that there is no relationship between culture’s strength and an organisation’s performance and that strong cultures do not have a significant impact on organisational performance in the public sector. The main objective of this research is to enrich the existing knowledge on the relationship between culture and performance, especially in the area of the public sector, since existing studies mainly focus on culture comparisons between large companies using mainly small samples. This study highlights the importance of culture given the chronic problems of Greek public administration to create public value and to be innovative and effective. The results are also of particular importance for the post-pandemic period indicating the need for major changes and reforms in public administration.
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Badjie, Gibriel, Armanu Thoyib, Djumilah Hadiwidjojo, and Ainur Rofiq. "Testing the Relationship of Employee Empowerment and Organisational Performance." Jurnal Analisis Bisnis Ekonomi 18, no. 2 (December 9, 2020): 95–110. http://dx.doi.org/10.31603/bisnisekonomi.v18i2.3732.
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The research aimed to test the new measures of employee empowerment in a collectively social oriented society. The study applied questionnaire-based survey to obtain data and test the relationship between employee empowerment and organisational performance. A total of 80 completed questionnaires from the senior HR personnel from 40 organisations in the Gambia took part in the survey. Ten employees were engaged in a face-to-face interview, 2 private and 8 public organisations from among the 40 organisations that participated. Both SPSS and SmartPLS were utilised to analyse data. MGA is used to determine the difference private and public organisations. The study has indicated a significant relationship between employee empowerment and organisational performance. The findings revealed a small but not significant difference between the private and public organisations in their definition of employee empowerment in the Gambia based on MGA report. The findings discovered that the social nature of employees cannot be disputed, and a strong recognition of employees promotes organisation performance. HR department and organisational flexibility relates more to employee’s empowerment and has effect on attitude and behaviour. The study recommends further large-scale research in other environments outside the Gambia.
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Petkovic, Mirjana. "Redizajn organizacije preduzeca u javnom sektoru." Ekonomski anali 44, no. 158 (2003): 45–79. http://dx.doi.org/10.2298/eka0358045p.
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This paper addresses factors, parameters and organisational structure model of public companies. The premise is that public companies have massive, inefficient and expensive organisation due to conditions (contingent factors) influencing operations; with changes in conditions their organizational structure will unavoidably change. As a possible solution for organisational redesign of public companies network forms are suggested. Two possible forms of big companies restructuring and four levels of thinning of public companies organisations are described.
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Strużyna, Janusz, and Izabela Marzec. "Various Features of Organizational Structures and Employability in Selected Public Organizations." Kwartalnik Ekonomistów i Menedżerów 45, no. 3 (July 19, 2017): 69–86. http://dx.doi.org/10.5604/01.3001.0010.6284.
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The relation of human resource management to the structural dimension of an organisation has aroused interest of researchers for a long time. The organisational structure creates conditions for HRM, it describes allocation of tasks and responsibilities, determines the applied HRM tools, and as a result, it also decides about possibilities of employability enhancement in an organisation. This paper attempts to answer the question: what is the relationship between certain features of organisational structures and employability of public organisations’ employees. This aim will be achieved by presenting the results of empirical research concerning features of organisational structures and their ties with employability of employees carried out in labour offices, social welfare centres and municipal offices.
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Jørgensen, Poul Erik Flyvholm, and Maria Isaksson. "The compassionate organisation." International Journal of Public Sector Management 28, no. 1 (January 12, 2015): 72–83. http://dx.doi.org/10.1108/ijpsm-09-2013-0132.
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Purpose – The purpose of this paper is to test whether organisations in the public domain have embraced a corporate type of discourse, mirroring the private sector’s preferred orientation towards expertise, or whether they maintain their traditional discourse of goodwill towards the publics they serve. At a critical time for the public sector with inadequate funding and dominance of New Public Management approaches, will it be more motivated to portray itself as expert and efficient rather than altruistic? Design/methodology/approach – The paper applies a rhetorical framework to provide a detailed analysis of organisational value statements posted on the web sites of public and private organisations. The research considers the value priorities of 50 organisations in the UK and Scandinavia in order to gauge the extent of convergence between the two sectors’ preferred discourses. Findings – The research shows that the public sector sticks to its guns in maintaining a web-transmitted values discourse which forefronts goodwill towards its clients. It also shows that the public and private sectors take different approaches to goodwill. Originality/value – Strategists and communication specialists are encouraged to contemplate the extent to which their organisation’s projected web image equates their desired image to avoid alienating important public audiences and reinforce levels of trust. The current framework brings attention to the complex nature of goodwill and may be employed to better balance a discourse of organisational expertise against a discourse of goodwill in planning authentic value statements.
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Liukinevičienė, Laima, and Jurgita Blažienė. "The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors." Socialiniai tyrimai 45, no. 1 (February 20, 2022): 8–35. http://dx.doi.org/10.15388/soctyr.45.1.1.
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Recovery and resilience, the ability to operate under the conditions of uncertainty – these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that resilience is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a positive effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights:
According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation.
The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020).
Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020).
Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate.
The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.According to scientific practice (Barasa et al. (2018); Gečienė (2020)), to analyse the passive and active resilience of the organisation, we have divided the internal factors of the organization’s resilience into two groups:
1. Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.2. Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.Hospitals are organisations whose management is subject to the same managerial principles as in budgetary institutions in general, and therefore the analyzed resilience features of organizations are also applicable to hospitals. Due to the specific purpose of organisations (human health is one of the most important values, health care is a constitutionally justified objective and public interest) and relevance during the 2020–2021 pandemic, there is an increase in the discourse of the scientific resilience of the health system, driven also by increased interaction between politicians, scientists and medical professionals. The resilience of the health system and individual health care institutions is becoming a priority objective of public policy, and the issue of resilience is linked not only to post-crisis recovery but also to the active prospect of resilience – to be prepared for future challenges. In addition to adaptive and planned resilience in the discourse of health system, science activates a discussion on the concept of everyday resilience, as hospitals have to deal with unforeseen challenges every day, the consequences of which can affect patients.
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Steyn, C., and M. Kahn. "Towards the development of a knowledge management practices survey for application in knowledge intensive organisations." South African Journal of Business Management 39, no. 1 (March 31, 2008): 45–53. http://dx.doi.org/10.4102/sajbm.v39i1.555.
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Various surveys of Knowledge Management Practices (KMPs) in private firms show how an increasing awareness of Knowledge Management (KM) is a critical determinant of an organisation’s competitiveness. While private sector strategies favouring internal knowledge sharing and external knowledge protection often provide strategic advantage, public sector research organisations such as South Africa’s science councils operate in an environment where, for reasons of wider public interest, transparency is encouraged and knowledge is rendered widely accessible. Unfortunately, however, little has been done to develop rigorous measurements of KMPs in such knowledge intensive organisations (KIOs) that primarily engage in knowledge intensive service activities. To complicate matters further, the majority of studies have been inter-organisational and multi-sectoral, focusing on large organisations in the private sector. Few studies have measured perceptions of KMPs amongst employees of a single organisation and even fewer have focused on KMPs within the public sector. This paper will discuss the theoretical and methodological approach used in the development of a survey aimed at measuring employee perceptions of KMPs within the Human Sciences Research Council (HSRC), one of South Africa’s largest public KIOs dedicated to ‘social science research that makes a difference.’ Principal component analysis of the survey data revealed six factors or constructs applicable to the measurement of KMPs. The results validate the survey instrument and offer a contribution toward the development of a KMP measurement instrument that may be applied across other KIOs in South Africa.
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Nanayakkara, Kusal, Sara Wilkinson, and Dulani Halvitigala. "Influence of dynamic changes of workplace on organisational culture." Journal of Management & Organization 27, no. 6 (November 2021): 1003–20. http://dx.doi.org/10.1017/jmo.2021.69.
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AbstractChallenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.
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Anttila, Timo, Tomi Sakari Oinas, and Armi Mustosmäki. "Towards formalisation: The organisation of work in the public and private sectors in Nordic countries." Acta Sociologica 62, no. 3 (March 26, 2018): 315–33. http://dx.doi.org/10.1177/0001699318761782.
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According to European comparative studies, organisational change and restructuration have been especially prevalent in Nordic countries. In particular, public-sector organisations have been under turbulence due to pressures for cost reduction and increased efficiency. Yet, not much is known about how these changes have affected the organisation of everyday work. Based on the three waves of European Working Conditions surveys (2000, 2005, 2010), this paper analyses the change in the organisation of work in Nordic countries. The aim is to look into types of work organisation in public- and private-sector organisations in Sweden, Finland, and Denmark. The questions asked are how the type of work organisation differs between sectors and to what extent are there changes in the prevalence of work organisation types. According to the results, the trend is a move away from the use of forms of work organisation characterised by high levels of learning and autonomy to more constrained or formalised forms. However, differences were also found between countries and sectors. The formalisation of work (i.e. features characteristic especially of the lean model of work organisation) is more common in the public sector and in Finland and Denmark compared to Sweden.
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Stenvall, Jari, and Petri Virtanen. "Intelligent Public Organisations." Public Organization Review 17, no. 2 (December 2, 2015): 195–209. http://dx.doi.org/10.1007/s11115-015-0331-1.
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Hashim, Kamarul Liza. "Enhancing Innovative Work Behaviour of Malaysian Public Sector Employees." Malaysian Journal of Social Sciences and Humanities (MJSSH) 6, no. 2 (February 7, 2021): 253–65. http://dx.doi.org/10.47405/mjssh.v6i2.665.
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One primary driver to boost organisations’ competitiveness and efficiency lies in employees’ innovative work behaviour. The goal of this study is to investigate the direct influence of ethical leadership, organisational commitment, and self-efficacy on innovative work behaviour of Malaysian public sector employees. This study adapted a quantitative method. Data were collected from 347 civil servants working in public sector organisations. Results revealed that ethical leadership, organisational commitment, and self-efficacy affect employees’ innovative work behaviour in public sector organisations. This research paper is expected to benefit the industry, practitioners, and academicians for future reference.
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Boon, Jan, Heidi Houlberg Salomonsen, and Koen Verhoest. "The Effects of Organisational Features on Media Attention for Public Organisations." Policy & Politics 47, no. 2 (April 26, 2019): 245–64. http://dx.doi.org/10.1332/030557318x15407316633243.
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This article seeks to explain the frequency and tone of media attention for public organisations. Expectations are formulated on the impact of fundamental organisational features on the frequency and tone of coverage of public organisations. A fuzzy-set qualitative comparative analysis (fsQCA) is used to analyse the nuanced interplay between legal independence, primary task and organisational size. The results show that this configurational approach is necessary to understand which public organisations appear in the media and how. Legal independence, task and size do not operate independently, but combine in explaining the media attention for public organisations.
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Wright, Susan, and Davydd J. Greenwood. "Universities run for, by, and with the faculty, students and staff: Alternatives to the neoliberal destruction of higher education." Learning and Teaching 10, no. 1 (March 1, 2017): 42–65. http://dx.doi.org/10.3167/latiss.2017.100104.
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After analysing the organisational pathologies and societal ills created by the neoliberalisation of universities, the article engages in an organisational critique of the pseudo-business model currently in use. It poses as a solution the re-creation of universities as trusts, with a model of beneficiary ownership, a matrix form of organisation and renewed relations with society. For inspiration it looks to beneficiaryrun organisations on the model of the John Lewis Partnership or the Mondragón University. The article explains why such beneficial matrix organisations are superior to current universities and how they offer an opportunity to recreate universities for the public good.
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Romanelli, Mauro. "Public organisations and innovation for smart and sustainable working." ITM Web of Conferences 41 (2022): 02001. http://dx.doi.org/10.1051/itmconf/20224102001.
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Public organisations are developing the potential of information technology to drive smart working as collaborative innovation in order to shape sustainable organisation for public value creation. Smart working is emerging as a new way to enable the work relationship as a framework which fosters collaborative innovation. Public organisations are embracing smart working mind set and practices as a way to enhance collaborative innovation and achieve sustainability as a vision for innovation and change in managing res publica, developing the social and human side in collaborative smart working by using the potential of information technology.
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Alghadeer, Abdulaziz, and Sherif Mohamed. "Diffusion of Organisational Innovation in Saudi Arabia: The Case of the Project Management Office (PMO)." International Journal of Innovation and Technology Management 13, no. 04 (July 25, 2016): 1650019. http://dx.doi.org/10.1142/s021987701650019x.
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Recent innovation diffusion in organisations literature suggests that innovation diffusion dimensions and characteristics are not independent of each other, rather organisational internal environment interacts with both an organisational external environment and an innovation’s characteristics. The purpose of this paper is to examine the validity of the framework consisting of organisational innovation dimensions and characteristics within Saudi Arabian organisations. We test this model with survey data from a large-scale survey of 223 Saudi public and private project-based organisations, these organisations had either adopted, or intended to adopt, the project management office (PMO). To obtain a broad representation of respondents, and to minimise bias, the survey did not target any specific industry. Statistical analysis, specifically exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were conducted to ascertain the factors underlying each construct. Structural equations modelling (SEM) was sequentially utilised to determine the factor structure of the model and to assess the relationships between model constructs. This paper took an initiative step towards a conceptual framework for organisational innovation diffusion, represented by the PMO. Its results revealed that perceived organisational innovation climate functions as a gateway to the organisational innovation diffusion. It was also found that technology mediate the relationships between socio-culture and organisation climate for innovation. More importantly, PMO complexity was not related to the intention to implement the PMO. The quantitative study showed that the framework is a useful tool for studying the diffusion of organisation innovation. The model can potentially form the foundations of a framework for organisations seeking to enhance the organisational innovation diffusion that could in turn strengthen their business performance.
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Maslesa, Esmir, and Per Anker Jensen. "Drivers for IWMS implementation in real estate management." Journal of Corporate Real Estate 21, no. 1 (April 1, 2019): 72–87. http://dx.doi.org/10.1108/jcre-08-2018-0025.
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Purpose IT platforms such as integrated workplace management system (IWMS) gain higher importance in real estate management, but there is a lack of knowledge on what IWMS is and what the drivers are for its implementation in real estate organisations. The paper aims to provide knowledge on this. Design/methodology/approach The research combines theories of real estate management, IT implementations and change management, with a qualitative case study of IWMS implementation in a public real estate organisation in Denmark. The research data consist of customer surveys, document studies, semi-structured interviews and in-depth analysis of IWMS features. Findings The paper identifies several drivers for IWMS implementation, such as data standardisation, validation and easier data exchange, business process optimisation, decrease in IT costs and improved customer service. Furthermore, the case study reveals that the IWMS implementation is not considered as a definite IT project but as an organisational change project impacting the entire organisation. Originality/value There has so far not been any public real estate organisations in Denmark using IWMS, and the knowledge about IWMS in public real estate sector is therefore limited. To date, no one has analysed what the drivers are for IWMS implementation in real estate organisations. This research paper brings new knowledge on IWMS and presents drivers for IWMS implementation, observed from an implementation process in a public real estate organisation.
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Stroeve, Sybert, Job Smeltink, and Barry Kirwan. "Assessing and Advancing Safety Management in Aviation." Safety 8, no. 2 (March 22, 2022): 20. http://dx.doi.org/10.3390/safety8020020.
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A safety management system (SMS) is the overall set of procedures, documentation, and knowledge systems as well as the processes using them, which are employed within an organisation to control and improve its safety performance. Safety management systems are often observed as being bureaucratic, distinct from actual operations, and being too much focused on the prevention of deviations from procedures rather than on the effective support of safety in the real operational context. The soft parts of advancing safety in organisations, such as the multitude of interrelations and the informal aspects in an organisation that influence safety, are often only considered to a limited extent. As a way forward, this paper presents two coupled approaches. Firstly, a generic tool for assessing the maturity of safety management of aviation organisations is presented, which accounts for recent insights in effectively incorporating human factors. This assessment tool provides insight into the strong and weak topics of an organisation’s SMS. Secondly, an overview is given of a range of approaches that aim to improve the safety of aviation organisations by strengthening relevant organisational processes and structures, with a focus on human factors. The relations of these approaches with SMS are discussed, and the links with topics of the SMS maturity assessment tool are highlighted.
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Corbett, Greg, Ian Collier, and Sophy Palmer. "Public Engagement - More than just fun." EPJ Web of Conferences 245 (2020): 08025. http://dx.doi.org/10.1051/epjconf/202024508025.
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Public Engagement (PE) with science should be more than “fun” for the staff involved. PE should be a strategic aim of any publically funded science organisation to ensure the public develops an understanding and appreciation of their work, its benefits to everyday life and to ensure the next generation is enthused to take up STEM careers. Most scientific organisations do have aims to do this, but very few have significant budgets to deliver this. In a landscape of ever tightening budgets, how can we develop a sustainable culture of PE within these organisations? UKRI/STFC’s Scientific Computing Department present how we have worked to embed a culture of PE with the department by developing our early career staff members; highlighting the impact PE makes at the departmental and project level; and linking PE to our competency framework. We will also discuss how our departmental work interacts with and complements STFC’s organisational-wide PE effort, such as making use of a shared evaluation framework that allows us to evaluate our public engagement activities against their goals and make strategic decisions about the programme’s future direction.
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K. Narayan, Anil. "Accounting and accountability challenges." Pacific Accounting Review 26, no. 1/2 (April 8, 2014): 94–111. http://dx.doi.org/10.1108/par-07-2013-0072.
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Purpose – This paper aims to investigate the strategy, accounting and accountability interface in sustainability implementation in a large public tertiary education organisation in New Zealand. Design/methodology/approach – The study uses ethnography as an “engaging research” to help explain the real-life enactment of accounting and accountability in advancing/deterring sustainability initiatives. The study draws upon neo-institutional theoretical perspectives to help interpret the findings. Findings – Accounting and accountability are powerful conduits for strategy implementation. Successful sustainability strategy implementation requires the embedding of financial accountability within the implementation process. Practical implications – A strong ideological commitment from senior management is required to firmly embed sustainability in the tertiary organisation's belief systems, values and norms to get wider organisational acceptance and institutionalisation. Accounting needs to take a position of centrality within organisations to help facilitate sustainability implementation. Social implications – Government policy needs to incorporate specific concepts of sustainability into the tertiary education strategy and funding framework to make public tertiary organisations accountable for sustainability to the wider society. Originality/value – This study provides unique insights into the sustainability implementation process. It complements existing literature on sustainability accounting and accountability.
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Pakarinen, Mikko, and Petri Virtanen. "Solving organisational conflicts in public matrix organisation." Qualitative Research in Organizations and Management: An International Journal 11, no. 4 (November 14, 2016): 232–52. http://dx.doi.org/10.1108/qrom-12-2015-1340.
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Purpose The purpose of this paper is to examine the matrix organisation in one municipality. It focusses on whether decisions can be based on shared understanding, as well as identifying conflicts and proposed solutions between central administration and the line divisions. Design/methodology/approach The case study is founded on empirical data from city of Turku, Finland. The data are based on two surveys and participant observation data (employees’ meetings and workshops during 2013-2015). Findings Conflicts were categorised based on structure, processes, resources, people, and rewards. Conflicts emerged on an individual level, such as role conflict, role ambiguity, and role overload. Administrative procedures, personnel resources, scheduling, and personality issues emerged on an organisational level. Conflicts were greater in the line organisation than in central administration, but they did not differ much. Proposed solutions were few, but jointly determined. The value of the matrix was in the creation of a coherent vision. Cross-dimensional steering groups offered fora for identifying problems and solving conflicts, but the ability to realise change was limited, mainly because of a lack of decision-making power. Research limitations/implications Methodological limitations relate to the generalisation of the findings. Practical implications The study findings call for developing network-based communication models, as well as public management styles adjusted to matrix-type organisations. Originality/value The conflicts raised are similar in public-sector organisations and private companies. However, the proposed solutions may vary because of the limited possibilities for a municipal organisation to rectify the problems that emerged.
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Jałocha, Beata. "Projectification of the European Union and its implications for public labour market organisations in Poland." Journal of Project, Program & Portfolio Management 3, no. 2 (May 13, 2013): 1. http://dx.doi.org/10.5130/pppm.v3i2.2735.
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This article contributes to the understanding of the changes that projectification — strongly reinforced by the European Union (EU) — causes in public labour market organisations in Poland. The introduction of project work to the hitherto hierarchical organisational structures found in public organisations influences them. There is, however, a research gap on how changes at the macro level affect individual public organisations and how these organisations change due to the introduction of project work into their structures. The purpose of this paper is to illustrate changes in Polish public labour market organisations caused by projectification. The author draws on a set of quantitative and qualitative data that include a survey conducted in 57 public local organisations as well as interviews conducted at 10 public offices at local and regional levels. A sequential mixed methods approach was used. The results indicate that projectification due to the EU caused changes in organisational structures of public organisations and influenced the selection of the projects. In particular, the findings relating to projectification of the EU and its impact on public labour market institutions in Poland deepen previous research by identifying the specific changes occurring at the level of individual public organisations. These changes are diverse in nature, yet the most important of these relate to the adaptation of organisational goals to the objectives of the grant applications as well as to the changes in organisational structures. The study also illustrates that while EU-funded projects are almost always completed on time, do not exceed their budgets, and achieve the indicators of the EU programs, such projects do not always provide the value that a local community would expect. Therefore, there is a need for the EU to not only assess project success on time, cost and quality measures, but also to assess project success on local impact and value created for stakeholders.
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Galamba, Kirsten Ramskov, and Susanne Balslev Nielsen. "Towards sustainable public FM: collective building of capabilities." Facilities 34, no. 3/4 (March 7, 2016): 177–95. http://dx.doi.org/10.1108/f-05-2013-0039.
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Purpose Public facilities management (FM) is in the unique position of aligning building projects and FM with the policies of sustainable development at societal level. However, sustainable facilities management (SFM) is an emergent profession, and there is a need to build a code of conduct for SFM in FM organisations. The purpose is to develop and test a workshop based concept for collective building of capabilities targeting in-house FM organisations, in particular public in-house FM organisations. Design/methodology/approach This research explores the role of public facilities managers and examines how an empowerment process can help FM employees develop collective competences for SFM. The methodologies used are literature review, and a 3–year-long action research process in the Danish local authority, Albertslund, which is internationally recognised for its innovative and green profile. Findings This paper describes the phenomenon of public SFM imbedded in societal steering paradigms and suggests a framework for a sustainable FM code of conduct. The suggested “Next generation SFM code of conduct” support the employees in taking a proactive strategic position in which translation between politics, strategy, tactics and daily practice becomes the basis for prioritisation and decision-making. The capabilities needed is FM knowledge (including FM know-how, understanding of technologies for sustainability and public governance); it is the FM code of conduct, and it is control of own practice to be obtained through strategies and planning, collaboration and education. Research limitations/implications This study is based on findings in a single local authority, why the findings are primary valid for concept development to be further developed and tested. However, the local authority of Albertslund is recognised as a front runner in green FM, why this case, compare to other cases, represents a relatively mature thinking in terms of FM contribution to sustainability at societal level. When this FM organisation express a need for developing collective competences for sustainability in FM, it can be assumed that less mature FM organisations needs it even more. The findings seem relevant beyond public FM organisations. Practical implications The produced framework for a sustainable FM code of conduct is useful for educational purposes as well as for strategic decision about FM organisations collective competence profile. The use of workshops for the building of collective competences might be useful for many other organisations and not only public FM organisations. Social implications Public FM organisations manage significant shares of existing buildings and can be a driver for societal change if they have the capabilities. This paper provides an answer to how these collective capabilities can be build within an organisational development process, through dialogue and collective reflections. Originality/value This paper is a pioneer in understanding the capabilities needed in FM organisations to take leadership in an integration of sustainability in FM processes.
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Weber, Corinna. "Kennzeichen flexibler, agiler Organisationen und ihre Bedeutung für Führung und Wohlbefinden bei der Arbeit." ASU Arbeitsmedizin Sozialmedizin Umweltmedizin 2021, no. 11 (November 25, 2021): 738–45. http://dx.doi.org/10.17147/asu-2112-8534.
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Characteristics of flexible, agile organisations and their significance for leadership and well-being at work Introduction: Agility is an organisational concept to increase the adaptability and flexibility of companies and it is widely discussed among researchers and practitioners. However, in many cases, the term agility is not precisely defined. Moreover, it describes very different approaches. Aims: The aim of this article is to identify essential characteristics and requirements of agile working methods in organisations that have established alternative structures and processes in order to improve adaptability and flexibility. Method: We conducted and analysed qualitative interviews (N=27) in five organisations. Results: We found characteristics of innovative and flexible forms of leadership and organisation in transformed structures and processes, defined values and objectives as an orientation framework and a new understanding of leadership in the companies studied. Transparency and participation were identified as factors that supported agile forms of organisation. The findings were discussed and classified with particular regard to health and well-being. Conclusions: The implementation of agile working requires suitable organisational support for teams, individual employees and leaders in order to be both successful and health-oriented. Keywords: agility – adaptability – flexibility – leadership
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de Sá Affonso da Costa, Isabel, Elaine Tavares, and Arthur Marcelo Nicolau Peixoto. "Knowledge Creation in Hybrid Organisations: A Case Study in a Quasi-Governmental Organisation." Journal of Information & Knowledge Management 15, no. 03 (July 26, 2016): 1650029. http://dx.doi.org/10.1142/s0219649216500295.
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The organisational structure of hybrid organisations is affected by multiple institutional influences, considering power flows and organisational processes from the public and private sectors. Given this dynamic, the process of knowledge creation presents some particularities. This article aims to understand the specificities of knowledge creation in large hybrid organisations characterized as large structures with multiple institutional influences, based on a case study of a Brazilian organisation — SESC. Data collection was based on four sources: (i) documental research; (ii) questionnaire with evocative phrases; (iii) structured interviews; and (iv) direct observation. The content analysis technique was used to codify and interpret information. The results offer significant contributions for these hybrid organisations, indicating that they need to access how the bureaucratic model inhibits their knowledge creation, while restricting tacit knowledge sharing, causing the lack of sense of urgency and reducing autonomy and creativity.
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Guimarães, Alexandre Velloso. "When Knowledge Management Drives a Strategic Transformation Project." International Journal of Sociotechnology and Knowledge Development 3, no. 4 (October 2011): 27–39. http://dx.doi.org/10.4018/jskd.2011100103.
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This article introduces and explores the case of a Brazilian Air Force Organisation, the Aeronautical Economy and Finance Secretariat, which based on different findings provided by knowledge management (KM) research, started a broad strategic transformation process to address KM specific issues while improving organisational performance. The case description is complemented by theory regarding strategic management applied to public organisations to underpin the perception that, for such organisations, not driven by market variables, KM may exert a positive influence as a trigger to strategic changes rather than other performance related aspects.
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Karhapää, Sari-Johanna, Taina Savolainen, and Kirsti Malkamäki. "Trust and performance: a contextual study of management change in private and public organisation." Baltic Journal of Management 17, no. 6 (November 28, 2022): 35–51. http://dx.doi.org/10.1108/bjm-06-2022-0212.
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PurposeAlthough previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.Design/methodology/approachA multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private and public organisations.FindingsManagement change renewed decision-making in both organisations through role clarification. Through clearer roles, expectations were better managed in the collaborating units of a private organisation case and of the employees in a public organisation case impacting on organisational ability and predictability. Along with organisational communication, these develop trust which seems to be reflected in employee job performance at the organisational level.Originality/valueThis paper contributes to the gap in qualitative, empirical and contextual research by providing understanding about how intra-organisational trust is related to performance. Further, this paper sheds light on the vulnerability within an organisation during management change and adds to the somewhat scarce studies of relationships between trust and performance by juxtaposing the two contexts. Consequently, this enables one to reveal different approaches to trust and performance between the two sectors.
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Mackenzie, Kelly, Elizabeth Such, Paul Norman, and Elizabeth Goyder. "Using Co-Production to Develop “Sit Less at Work” Interventions in a Range of Organisations." International Journal of Environmental Research and Public Health 18, no. 15 (July 22, 2021): 7751. http://dx.doi.org/10.3390/ijerph18157751.
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Prolonged periods of sitting are associated with negative health outcomes, so the increase in sedentary jobs is a public health concern. Evaluation of interventions to reduce workplace sitting have suggested that participatory approaches may be more effective. This paper describes the use of co-production in four diverse organisations. Workshops with staff in each organisation were conducted to develop an organisation-specific strategy. The first workshop involved creative activities to encourage participants to develop innovative suggestions. The second workshop then developed a feasible and acceptable action plan. An ecological approach was used to consider behaviour change determinants at a range of different levels including intrapersonal, interpersonal, organisational, and environmental-level factors. 41 staff volunteered for workshops (seven in a small business, 16 in a charity, 15 in a local authority, and three in a large corporation). Of those, 27 were able to attend the first workshops and 16 were able to attend the second. Whilst there were some similarities across organisations, the smaller organisations developed a more tailored and innovative strategy than large organisations where there were more barriers to change and a more diverse workforce. Co-production resulted in bespoke interventions, tailored for different organisational contexts, maximising their potential feasibility and acceptability.
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Indermun, Vartikka, and Dolly Elizabeth Mthembu. "The Effects of Performance Management and Development on the Performance of Modern Public Sector Organisations." JOURNAL OF SOCIAL SCIENCE RESEARCH 8, no. 1 (June 24, 2015): 1529–34. http://dx.doi.org/10.24297/jssr.v8i1.6622.
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Performance management in the modern public sector organisations is the use of interrelated strategies and activities to improve the performance of individuals, teams and organisations. Performance management is an essential tool that is relevant at all levels in all public sector organisations. It provides a means to improve organisational performance by linking and aligning individual, team and organisational objectives and results. It also provides a means to recognise and reward good performance and to manage under-performance.This article explores the effects of performance management and development on modern public sector organisations including factors that limit the implementation of such measures in the promotion and retention of staff. Performance management in the modern public sector organisations can be described as work in progress. Significant progress has been made but major challenges remain, especially on the issues of credibility and staff engagement.
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Gitau, Julie Gathoni, and Stella Jerop Chebii. "Prioritising employee-organisation relationships in non-profit organisations in Kenya: Antecedents, queries and contradictions." Journal of Development and Communication Studies 7, no. 1-2 (July 14, 2020): 110–23. http://dx.doi.org/10.4314/jdcs.v7i1-2.7.
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Although employees are the most critical of organisation publics, it is unclear whether employee-organisation relationships (EORs) in non-profit organisations (NPOs) in Kenya are prioritised. To investigate this question further, the study explored relationship antecedents in two non-profit organisations. The study was informed by relationship management theory and the symmetrical communication framework. Semi-structured, indepth interviews were carried out among 24 purposively sampled management and nonmanagement employees. The data was manually analysed and requisite a priori and in vivo codes and themes identified. The study findings suggest a lack of understanding about the strategic role of public relations in the organisation. Further, technician oriented PRdepartments mediate the perceptions of and effort expended on internal relationships. Managing employee-organisation relationships was perceived more as a human resource rather than a PR function which precludes more robust forms of PR practice. The researchers recommend a clear demarcation between the public relations and human resource function and to build strategic PR departments that embrace internal relationship management.
Keywords: Relationship management, employee-organisation relationships, public relations, organisation-public relationships, relationship antecedents
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Tawalare, Abhay Gopalrao, and Boeing Laishram. "Relational Contracting Conceptual Model for Public Sector Construction Organisations: An Indian Context." Construction Economics and Building 18, no. 2 (June 27, 2018): 70–91. http://dx.doi.org/10.5130/ajceb.v18i2.5872.
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Adoption of relational contracting in public sector construction organisations is more difficult than in private sector organisations due to the inherent rigidity of public sector. Therefore, implementation of the relational contracting processes should be treated as an organisational change management process in public sector organisations. The purpose of this paper is to develop a relational contracting conceptual model (RCMM) by integrating success factors for positive change management in public sector organisations. A qualitative research methodology comprising two rounds of expert interviews was used. The first round of interviews was conducted to gauge the present level of relational contracting in public sector construction organisations. The second round of interviews was conducted to validate the relational contracting conceptual model by integrating success factors of change management in public sector organisations. The relational contracting model highlighted the importance of a need to develop a vision for partnering, stakeholder analysis and consensus building among them, empowerment of operational level employees and their participation in plan execution, time bound review meetings of top management on site to show commitment, resolution of disputes and fast decision making along with publication of the performance reports. The paper presents a critical insight on relational processes of public sector construction organisations in India in the context of organisational change management model which has not been the focus in majority of the previous research studies.
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Grafström, Maria, and Hanna Sofia Rehnberg. "Public Organisations as News Producers." Nordicom Review 40, s2 (October 16, 2019): 85–100. http://dx.doi.org/10.2478/nor-2019-0028.
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Abstract The purpose of this article is to shed light on a new phenomenon in the media landscape, namely public organisations taking on the role of news producers. The analysis focuses on the digital news site VGRfokus, which is run by the Swedish county council Region Västra Götaland (VGR). The articulated goal of VGRfocus is to fill a perceived news gap in the county. Using previous literature on hyperlocal media as a lens for the analysis, we discuss how a regional news outlet produced by a public organisation can be characterised and understood. Based on our case study, we show that, while VGRfokus partly resembles other newcomers, it also has features that make it a very special news producer. This distinctiveness relates in particular to the fact that VGRfokus is part of a large, public organisation and holds ambitions to promote the work of the county council and represent its geographical area. This places issues concerning trustworthiness and credibility at the centre of the discussion and raises questions about democratic implications.
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Smeaton, Kathleen, and Kate Davis. "Social technologies in public libraries: exploring best practice." Library Management 35, no. 3 (March 4, 2014): 224–38. http://dx.doi.org/10.1108/lm-09-2013-0087.
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Purpose – The purpose of this article is to report on a research project that explored social media best practice in the public library sector. Design/methodology/approach – The primary research approach for the project was case study. Two organisations participated in case studies that involved interviews, document analysis, and social media observation. Findings – The two case study organisations use social media effectively to facilitate participatory networks, however, there have been challenges surrounding its implementation in both organisations. Challenges include negotiating requirements of governing bodies and broader organisational environments, and managing staff reluctance around the implementations. As social media use continues to grow and libraries continue to take up new platforms, social media must be considered to be another service point of the virtual branch, and indeed, for the library service as a whole. This acceptance of social media as being core business is critical to the successful implementation of social media based activities. Practical implications – The article provides an empirically grounded discussion of best practice and the conditions that support it. The findings are relevant for information organisations across all sectors and could inform the development of policy and practice in other organisations. This paper contributes to the broader dialogue around best practice in participatory service delivery and social media use in library and information organisations. Originality/value – Research around social media has focused on the usage of tools rather than the conditions that allow staff to use social media to reach users effectively. This research fills the gap by exploring the organisational culture that allows staff to use social media in order to develop a participatory library service.
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Boon, Jan, Koen Verhoest, and Jan Wynen. "What determines the audiences that public service organisations target for reputation management?" Policy & Politics 48, no. 2 (April 1, 2020): 295–314. http://dx.doi.org/10.1332/030557319x15613697611542.
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Why do public sector organisations target different stakeholder audiences in their reputation management? Despite the recognition that reputation management is an audience-based exercise, the field lacks studies that systematically analyse which audiences matter for reputation management by different public service organisations. This article examines reputation management by public service organisation in a multi-audience framework. The relevance of different audiences is surveyed at public service organisations that differ in formal-legal distance from government, task, size and environmental turbulence. The strongest and broadest effects are found for more autonomous organisations, who focus their reputation management more on politicians in general and the media and less on their directly responsible Minister.
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Proper, Jan Willem, and Wessel Pienaar. "Resilience as an imperative in public transport organisations." Corporate Ownership and Control 8, no. 4 (2011): 373–88. http://dx.doi.org/10.22495/cocv8i4c3art6.
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This article reports on research done on resilience in urban public transport organisations. It presents the guiding principles and the framework of resilience, and the ability of public transport organisations to embed this capability. The emerging discipline of resilience studies is multidimensional and multidisciplinary. The phenomenon has been examined to present a holistic perspective on resilience through an extensive review of the literature, supplemented by empirical research in the European public transport sector. Resilience has been defined as the capacity of an organisation to survive, adapt and grow in the face of turbulent change. The literature research produced several logical conclusions, which were reviewed by using structured interviews with a selected group of specialists in this field. This made it possible to determine guiding principles, to structure the framework and to develop a unique classification of (i) the most fundamental vulnerability factors that make an organisation susceptible to disruptions; and (ii) the capability factors as attributes required for sustained performance or accomplishment. These findings are synthesised and this research establishes the ability of public transport organisations to implement a resilience approach within the boundaries of their level of advancement and prioritised direction statements.
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Bobe, Belete Jember, Dessalegn Getie Mihret, and Degefe Duressa Obo. "Public-sector reforms and balanced scorecard adoption: an Ethiopian case study." Accounting, Auditing & Accountability Journal 30, no. 6 (August 21, 2017): 1230–56. http://dx.doi.org/10.1108/aaaj-03-2016-2484.
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Purpose The purpose of this paper is to examine adoption of the balanced scorecard (BSC) by a large public-sector health organisation in an African country, Ethiopia as part of a programme to implement a unified sector-wide strategic planning and performance monitoring system. The study explains how this trans-organisational role of the BSC is constituted, and explores how it operates in practice at the sector-and organisation-levels. Design/methodology/approach The study employs the case-study method. Semi-structured interview data and documentary evidence are analysed by drawing on the concept of translation from actor-network theory. Findings The case-study organisation adopted the BSC as a part of broader public-sector reforms driven by political ideology. Through a centralised government decision, the BSC was framed as a sector-wide system aimed at: aligning the health sector’s strategic policy goals with strategic priorities and operational objectives of organisations in the sector; and unifying performance-monitoring of the sector’s organisations by enabling aggregation of performance information to a sector level in a timely manner to facilitate health sector policy implementation. While the political ideology facilitated BSC adoption for trans-organisational use, it provided little organisational discretion to integrate financial administration and human resource management practices to the BSC framework. Further, inadequate piloting of information system use for the anticipated BSC model, originating from the top-down approach followed in the BSC implementation, inhibited implementation of the BSC with a balanced emphasis between the planning and performance monitoring roles of the BSC. As a result, the BSC underwent a pragmatic shift in emphasis and was reconceptualised as a system of enhancing strategic alignment through integrated planning, compared to the balanced emphasis between the planning and performance monitoring roles initially anticipated. Originality/value The study provides a theory-based explanation of how politico-ideological contexts might facilitate the framing of novel roles for the BSC and how the roles translate into practice.
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Dormann, Markus, Stefan Hinz, and Eveline Wittmann. "Improving school administration through information technology? How digitalisation changes the bureaucratic features of public school administration." Educational Management Administration & Leadership 47, no. 2 (October 25, 2017): 275–90. http://dx.doi.org/10.1177/1741143217732793.
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Digital media and digital data processing have substantially influenced public institutions in recent years and changed their efficiency, effectiveness and organisational set-up (nature of organisations). Based on Fountain’s Technology Enactment Framework (TEF), this paper argues that, firstly, in a circular process, digital requirements transform the bureaucratic features of school organisation, and that the effects of digital technologies on the performance and efficiency of schools as bureaucratic organisations are ambivalent. We use interview data from a sample of 51% of the head teachers of vocational school centres in the jurisdiction of Bavaria in order to substantiate these assumptions by means of structured qualitative analysis. Email technology seems particularly significant from a quantitative perspective. Indications for the transformative nature of objective digital technologies with regard to the school bureaucracies can be found for all bureaucratic categories under consideration in this analysis, particularly for the feature ‘standardisation’. The examples presented here seem to highlight that gains in efficiency or reductions of losses in efficiency caused by digitalisation are mostly caused by the concrete use of digital technology within the respective school organisation.
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Bhakta Bhandari, Roshan, Christine Owen, and Benjamin Brooks. "Organisational features and their effect on the perceived performance of emergency management organisations." Disaster Prevention and Management 23, no. 3 (May 27, 2014): 222–42. http://dx.doi.org/10.1108/dpm-06-2013-0101.
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Purpose – This study reports on a survey of experienced emergency management personnel in Australia and New Zealand to identify the influence of organisational features in perceived emergency management performance. The purpose of this paper is to analyse the influence of organisational features in emergency response performance and to discuss how this knowledge can be used to enhance the response capacity of emergency services organisations. Design/methodology/approach – Based on a review of the literature, a conceptual theoretical model for organisational performance is first developed based on four organisational features found to be previously important in emergency management organisation. These are, adaptability, leadership, stability (mission and direction) and stakeholder communication. An organisational survey was distributed to all 25 fire and emergency services agencies in Australia and New Zealand which included indicators of these elements. Responses were received from experienced emergency management personnel from fire and emergency services agencies. The sample was stratified into the three main organisational types, namely, established, expanding and extending organisations. Findings – The findings reveal that the predictive significance of organisational features in emergency response performance vary among established, expanding and extending organisations. The predictive significance of stability, adaptability and leadership for perceived success is strong in all organisational types. It is interesting to note that the predictive significance of communication with external stakeholders is low in all organisation types. This indicates the preference of emergency services agencies to look internally within their own operations than externally to build relationships with different specialism. Originality/value – The theoretical model in this study makes a first attempt to understand the role of organisational features in emergency response performance of organisations in Australia and New Zealand. This work contributes to theorizing emergency operations by highlighting how organisations need to manage two orientations simultaneously: their own internal as well as external orientations, together with their processes for managing both mission and direction and the need for change and flexibility.
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Reza Zahedy, Mohammad, Seyyed Asghar Jafari, and Majid Ramezan. "Examining the quality of work life: empirical testing indicators in the public organisation." Annals of Human Resource Management Research 1, no. 2 (September 25, 2021): 99–111. http://dx.doi.org/10.35912/ahrmr.v1i2.503.
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Purpose: The present study aimed to identify employees’ quality of work life indicators in public organisations and provide necessary context to improve system accountability and employees’ needs in organisations. Research methodology: To identify quality of work life indicators, authors studied theoretical research basics entirely and by considering elites’ ideas, identified main indicators by a descriptive – survey technique. Result: Based on research findings, 15 constituents were identified as work life quality indicators. Research results indicate undesired quality of work life among employees at public organisations. Of identified constituents, Safe and healthy working conditions and organisational conflict are the most important and job satisfaction and Pay/benefits are the lowest important factors. Limitations: The results only extend the understanding of the role of quality of work life in organisational effectiveness and have implications for human resource managers that may not be applicable for other positions. Contribution: The study results help organisations identify the elements that affect the QWL and help them plan to increase organisational effectiveness by increasing employee satisfaction and motivation.