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DOMINGUEZ, J. T. "PUBLIC SECTOR DEBT: IMPLICATIONS FOR PUBLIC SECTOR FINANCE." Economic Papers: A journal of applied economics and policy 6, no. 2 (June 1987): 18–25. http://dx.doi.org/10.1111/j.1759-3441.1987.tb00536.x.
Britton, Andrew. "Public Sector Borrowing and the Public Sector Balance Sheet." National Institute Economic Review 121 (August 1987): 64–66. http://dx.doi.org/10.1177/002795018712100108.
In his Budget Statement this year the Chancellor restated his medium-term financial strategy (MTFS) and in particular his objectives for the public sector borrowing requirement (PSBR). He said, ‘Since its inception in 1980 the MTFS has indicated a steadily declining path for the PSBR expressed as a percentage of GDP. We have now reached what I judge to be its appropriate destination: a PSBR of 1 per cent of GDP. My aim will be to keep it there over the years ahead. This note considers the implications of that scale of borrowing for the balance sheet position of the public sector. We are able to do this with more confidence thanks to recent publication by the CSO of new figures for the balance sheet positions of all sectors of the economy up to the end of 1985. Prior to that publication, the latest figures available for the overall balance sheet position of the public sector had referred to 1975. The new data modify the picture of recent trends, without changing their character fundamentally.
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Kirk, John M., and Julia Sagebien. "Private sector reform — public sector style." International Journal of Public Administration 23, no. 5-8 (January 2000): 693–736. http://dx.doi.org/10.1080/01900690008525482.
Mansoorian, Arman, and Gordon M. Myers. "Private sector versus public sector externalities." Regional Science and Urban Economics 26, no. 5 (August 1996): 543–55. http://dx.doi.org/10.1016/0166-0462(96)02133-3.
McIntyre, Jo. "The Public Sector." Business Ethics: The Magazine of Corporate Responsibility 8, no. 3 (1994): 17. http://dx.doi.org/10.5840/bemag19948338.
Marks, David, and Adrian Smith. "Public sector projects." Construction Law Handbook 2007, no. 1 (January 2007): 47–69. http://dx.doi.org/10.1680/clh.2007.1.47.
Marks, David, and Adrian Smith. "Public sector projects." Construction Law Handbook 2008, no. 9 (January 2008): 47–69. http://dx.doi.org/10.1680/clh.2008.2008.9.47.
Performance Management aims to develop the employee and ensure that the work which the employee does is in line with organisational goals. However, many managers and employees do not like performance management systems and very often, for this reason, such a system does not succeed in meeting the organisation’s goals. The aim of this study was to determine the perceptions towards the performance management system of pharmacists working in the public sector. A questionnaire was compiled and pharmacists working in all public sector hospitals, provincial and municipal clinics and medical depots were asked to complete the questionnaire. The response rate was 66 percent. Seventy three percent of respondents had never undergone a performance evaluation, 75 percent stated it did not motivate them, 62.5 percent felt it did not improve poor performance, 90.6 percent felt the Performance Appraisal System did not reward good performance sufficiently and 63.6 percent felt it did not help with career progression. Seventy eight percent believed that the Performance Appraisal System did not effectively measure the pharmacists’ performance, and 82 percent felt that the System needed to be developed further. At least four evaluations should have been completed per year, yet 85 percent of respondents had experienced three or fewer evaluations since the System had been introduced. The analysis of the responses indicated that there was great dissatisfaction with the current performance management system. A few of the reasons are that the system in place did not effectively measure the pharmacists performance, that additional work done was not recognised, and that the process was extremely time-consuming. It may be concluded that the government needs to address the current problems being experienced with this system, as at present, it is not meeting the objectives it was intended to meet.
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Wills, Juilinne Anton, and n/a. "Toward public management by enhancing public sector strategic planning : using private sector planning techniques to improve public sector planning." University of Canberra. Administrative Studies, 1999. http://erl.canberra.edu.au./public/adt-AUC20061110.145113.
This thesis considers the problems associated with the Australian Public Sector moving
sometimes erratically towards strategic public management following substantial and
wide ranging reforms over the last 20 years. In particular, this study examines public
organizational planning and evaluates the extent to which private sector planning
philosophies and methodologies have already and could be applied more relevantly to the
public sector. The major proposition is that commercial planning methods and techniques
can be used selectively to enhance agency planning and management effectiveness and
efficiency. A specific application at Centrelink is considered for public service providers
delivering high quality government services as part of a purchaser/provider relationship.
Strategic planning and management theory and models are reviewed and a progressivestages
model is developed for the APS. A range of private sector planning techniques and
tools is evaluated and brief but classified case studies on major APS organizations are
also presented. The thesis concludes that a dynamics capabilities approach would enable
public organizations to maximize strategic management and operational effectiveness.
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Masud, Mehedi. "An exploration of public sector leadership in the context of Bangladeshi public sector reforms : the dilemmas of public sector leadership." Thesis, University of Hull, 2013. http://hydra.hull.ac.uk/resources/hull:10489.
The purpose of the research is to explore the significance and role of the Bangladeshi public sector leadership (PSL) in the context of public sector reforms (PSR). I examine how the adoption of the reforms depends on the interaction between the PSL of the home government and the donor agencies, resulting in reform challenges on the part of the home government. To do this, the research explores how bureaucratic behaviour responds to and matches donor agenda vis-à-vis their dual role of protecting the traditional socio-economic system, cultural and political norms, values and developing the institutional basis when dealing with reforms. Thus, the research emphasises the need for exploring the elite actors’ beliefs about their governmental traditions as they shape PSR. Taking an interpretive approach, this thesis presents empirical insights in three important areas of public sector management, namely, perceptions and lived experiences of PSL; bureaucratic response to PSR; and traditions in governance and governance intervention by donors. Its contribution is to illuminate the key aspects of PSL roles/practice within the Bangladeshi PSR. Findings offer an understanding of how public sector leaders construe and respond to reform initiatives. Analysis of the PSL role shows that reform is fundamentally a political and contested process. The current study presents an empirical analysis of the elite actors’ webs of belief about the PSR in the context of normative roots of the Bangladeshi governance traditions and culture vis-à-vis the motives of the aid regimes. Part of the originality of this research is its attempt to conceptualise governance traditions as adaptable sets of beliefs that stresses the role of agency in PSR in the Bangladeshi context. I also claim my research to be worthwhile as I situate the Bangladeshi governance traditions within a context that goes beyond the typology of traditions advanced by Painter and Peters (2010). Moreover, this research argues for the performative accounts of the governance traditions. The key argument in this thesis is that public sector leaders’ response towards the public sector reforms is shaped by the wider web of beliefs embedded in a historically inherited tradition and that dilemmas arise when the public sector leaders face new situations uncommon and unfamiliar to them in terms of atypical reform agenda prescribed by international donors. Dilemmas also arise because of the incongruity between the traditional socio-economic, cultural values and donor-prescribed reform initiatives. This study suggests that dilemmas and conflicts – two important constructs illuminating cultures and traditions in public sector management – have an explanatory link to the bureaucratic response towards reforms. Thus, change is the outcome of the dilemma, if not the solution (Bevir & Rhodes, 2010). Looking from an interpretive lens, I contend that the Bangladeshi governance tradition is postcolonial, combining multiple features directly traceable to colonial institutions and ancient Samaj (village life/society) with post-independence adaptations and innovations based on administrative reform prescriptions by donor agencies, the latter essentially appearing as new ‘layers’ on the original bedrock. Therefore, it can be called a hybrid tradition.
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Grant, Douglas. "Barriers to public sector innovation." Thesis, Northumbria University, 2016. http://nrl.northumbria.ac.uk/27270/.
Across the world, confirmed by academic and internal research evidence, Government and public sector organisations consistently display varying degrees of difficulty in generating, developing and implementing innovative ideas. Now, as budgets become tighter, the pressure to fundamentally transform the UK’s public sector by relying upon the exploration and adoption of sustainable innovation continues to grow as a policy necessity. Given this necessity, there is a definite, identified need to critically review the literature covering theory development and innovation practice as part of a cultural challenge within the UK public sector to identify the key deep rooted and persistent barriers to public sector innovation to assist in researching potential workable solutions. To facilitate this endeavour this Doctoral study deploys, as per Chapter 3, Ethnographic methods underpinning qualitative thematic template analysis to explore and identify existing innovation barriers from qualitative data collected from the management and staff of a major UK Civil Service Department. The primary objective of this research study is to contribute to the effective improvement in public sector Innovation delivery, via identification of the key barriers via ten literature defined and participant response analysis propositions to facilitate improved innovation generation. In Chapters 2 & 4, by critically showing the linkages between innovation literature and the practical observations and innovation process experiences of public servants, workable solutions as to how the UK’s Civil Service can overcome such persistent problems have been explored. This research aims to add value to the wider debate by identifying an environment that supports and encourages the practical generation of public sector innovative ideas and change behaviour. In Chapters 5 & 6, from analysis of the quantitative data, the study identified 18 barrier subject nodes covering a number of themes which appear to inhibit the successful embedding of such innovation practices and processes.
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Frewer, Geoffrey James. "Information and public sector decisions." Thesis, University of Warwick, 1986. http://wrap.warwick.ac.uk/50790/.
The theoretical models in this thesis address questions relating to the interaction between information and decisions. The main issues are as follows: i) decisions are based on uncertain parameters, ii) parameter estimates are used for specific policy decisions, iii) policy decisions take the form of sequential reforms whose magnitude and frequency must be determined, iv) there are dynamic interactions between the properties of estimators and the performance of decision rules. The method of investigation is by formulation of algebraic models whose properties are examined by analytic and numerical techniques. The contribution to the knowledge of the subject is as follows: i) a well-known linear control model is extended to incorporate sequential reforms, ii) the properties of a limited class of optimal active learning strategies are described, iii) in Monte Carlo simulations, least squares estimates are not found to have desirable tatist al properties when used in conjunction with active earning decision rules, iv) a number of well-known optimal tax models are extended to incorporate parameter uncertainty.
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Molato, Rhea. "Differences in the public sector." Diss., Ludwig-Maximilians-Universität München, 2015. http://nbn-resolving.de/urn:nbn:de:bvb:19-182263.
This thesis document was issued under the authority of another institution, not NPS. At the time it was written, a copy was added to the NPS Library collection for reasons not now known. It has been included in the digital archive for its historical value to NPS. Not believed to be a CIVINS (Civilian Institutions) title. The decade of the 1990's saw the advent of a new attitude in Government contracting. After witnessing several high-profile success stories such as constructing the Atlanta Olympic Park, the Government embraced the concept of Partnering as a primary method.
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Rutherford, Henry Roan. "Public sector housing in Scotland." Thesis, Glasgow School of Art, 1996. http://radar.gsa.ac.uk/4017/.
Souza, Junior Celso Vila Nova de. "Tournaments in the public sector." Thesis, Atlanta, Ga. : Georgia Institute of Technology, 2008. http://hdl.handle.net/1853/22538.
English, Linda M. "Public private partnerships : modernisation in the Australian public sector." Thesis, The University of Sydney, 2008. http://hdl.handle.net/2123/4985.
Public private partnerships [PPPs] are a product of policies and processes to modernise the delivery of infrastructure-based services. An examination of the modernisation literature establishes the broad analytical frame within which this thesis investigates PPPs. The macro-level overview of the recent transformation of the Australian public sector confirms that the dominant principles underlying modernisation are grounded in new institutional economics [NIE] that are implemented through private-sector derived accounting and management implementation technologies. It highlights the contextual complexities stemming from Australia’s federal system of government, explaining the decision to focus on investigating PPP experiences in Victoria. At the conceptual level, PPPs rely on risk management and modernisation of service delivery to achieve value for money [VFM] for governments. In Victoria, 2000 signals a change in the modernisation role of PPPs. Thereafter, risk inherent in PPPs was reduced by excluding the contractor from the delivery of core social services. Also, the state began to develop a number of PPP policies to guide, aid, control and rationalise decision making in the pre-contracting stage, and to clarify objectives. Analysis of PPP contracts and the failure of one pre-2000 PPP hospital project are illustrative of the controversies identified in the literature about ‘hidden’ aims, the role of technologies designed provide ‘objective’ evidence of VFM inherent in PPPs at the time of contracting, and the ‘fallacy’ of risk transfer to private contractors. An examination of prison contracts indicates the changing nature of the management and control of PPPs in the execution stage. Analysis of pre-2000 prison contracts reveals that these projects were intended to drive significant financial and nonfinancial modernisation reforms throughout the correctional services system. Despite problems with contractual specification of performance and payment mechanisms, and the failure of one of the three pre-2000 prisons, recent evidence suggests, contrary to conclusions in the previous literature, that sector-wide modernisation objectives are being achieved in PPP prisons. PPPs have been criticised on the grounds that they enable governments to avoid accountability for service provision. A survey of the extent, focus and characteristics of the performance audit of PPPs confirms that little PPP auditing has been undertaken in Australia per se, and also that much of the performance auditing has focused on examining adherence to mandated procedures in the pre-contracting stage. However, this thesis demonstrates that the Victorian government has undertaken significant evaluation of the operation of its pre-2000 PPP prisons, and that its thinking and policy development reflect lessons learnt. The evidence presented in this thesis challenges findings in the previous literature that modernisation has delivered less than promised. This thesis confirms the potency of longitudinal research to investigate outcomes of what is essentially an iterative process of reform and that ‘successful’ implementation of modernisation change is sensitive to the context to be reformed. In finding that the presence of goodwill trust is critical to the implementation of recent modernisation reform in the correctional services sector (including in the PPP prisons), this thesis also confirms recent critiques of the power of NIE theories to explain contracting practices in the PPP setting.
Statistics Canada. Public Institutions Division. and Statistique Canada. Division des institutions publiques., eds. Public sector finance =: Finances du secteur public. Ottawa, Ont: Industry, Science and Technology Canada = Industrie, sciences et technologie Canada, 1995.
Cordery, Carolyn J., and David C. Hay. Public Sector Audit. Abingdon, Oxon ; New York, NY : Routledge, 2021. | Series: Routledge focus on accounting and auditing: Routledge, 2020. http://dx.doi.org/10.4324/9780429201639.
Bricault, G. C. "Public Sector." In Financial Services in Wales 1991, 131–45. Dordrecht: Springer Netherlands, 1990. http://dx.doi.org/10.1007/978-94-011-3020-2_12.
Bricault, G. C., P. Isbell, and J. L. Carr. "Public Sector." In Corporate Financial Services in Wales 1989, 165–73. Dordrecht: Springer Netherlands, 1989. http://dx.doi.org/10.1007/978-94-009-2739-1_18.
Foxell, Simon. "Private sector – public sector." In Professionalism for the Built Environment, 136–64. Abingdon, Oxon ; New York, NY : Routledge/Taylor & Francis, 2018.: Routledge, 2018. http://dx.doi.org/10.1201/9781315707402-6.
Kinnear, Susan Lilico. "Public Sector Public Relations." In The Public Relations Handbook, 266–80. Sixth Edition. | London; New York: Routledge, 2021. |: Routledge, 2020. http://dx.doi.org/10.4324/9780429298578-18.
Wakeman, Simon. "Public sector public relations." In The Public Relations Handbook, 359–87. 5th edition. | Abingdon, Oxon; New York, NY: Routledge, 2016. Includes bibliographical references.: Routledge, 2016. http://dx.doi.org/10.4324/9781315709918-15.
Holzer, Marc, and Richard W. Schwester. "Public-Sector Leadership." In Public Administration, 220–46. Third edition. | Abingdon, Oxon; New York, NY: Routledge, 2019. |: Routledge, 2019. http://dx.doi.org/10.4324/9780429507878-10.
van der Valk, Wendy. "Public Sector Contracting." In Public Procurement, 121–35. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-18490-1_7.
Kutik, Jan. "PUBLIC SECTOR, PUBLIC POLICY AND PUBLIC ADMINISTRATION." In SGEM 2014 Scientific SubConference on POLITICAL SCIENCES, LAW, FINANCE, ECONOMICS AND TOURISM. Stef92 Technology, 2014. http://dx.doi.org/10.5593/sgemsocial2014/b23/s7.055.
Irawan, Bambang, Faria Ruhana, Abdul Nadjib, Irwandi, and Ananda Rivaldo Sari. "Development of the Public Sector HRM Model in Indonesia’s Public Sector." In 2nd Annual Conference on blended learning, educational technology and Innovation (ACBLETI 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210615.027.
Raup-Kounovsky, Anna, Jana Hrdinová, Donna S. Canestraro, and Theresa A. Pardo. "Public sector IT governance." In the 3rd International Conference. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1693042.1693120.
Antipova, Tatiana. "Public Sector Performance Auditing." In 2019 14th Iberian Conference on Information Systems and Technologies (CISTI). IEEE, 2019. http://dx.doi.org/10.23919/cisti.2019.8760933.
In 2016, the University of Hawaii at Manoa School of Architecture established the University of Hawaii Community Design Center (UHCDC), working in close collaboration with a state legislator to meet the needs of the state government. This unique governmental alignment introduced a novel form of community design that opened up new academic and extramural space for the school and university, taking the form of a top-down public sector practice as distinct from its more common, bottom-up public interest alternative. This paper presents the results of three years of continuous dialogue with the state legislature and over $2 million in contracts with state agencies, by reflecting on the transformative effects of public sector practice on design pedagogy. This reflection follows three case study courses: an undergraduate basic design studio; an undergraduate concentration design studio; and an advanced professional practice course, all required within Hawaii’s undergraduate and graduate curricula. Each case study lists learning, teaching, and long term benefits that flowed from each public sector partnership, focusing on the potential of this model to strengthen and enrich professional education. The evolution of these courses maps the transition from working on projects to working on systems, also a move toward applying equitable academic and design rigor to marginalized project typologies—e.g. utility buildings, infrastructure, renovation, and repair and maintenance. In addition, UHCDC’s contract work represents an expanded field of practice, including social science research, service and strategy design, community engagement, information design, engineering, and development studies, demonstrating the broader disciplinary demands of the public sector. More importantly, the significant dividends from this three year-old public sector practice identifies an opportunity area for architectural education and practice—design in government.
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Tang, Lamei. "Public Service Motivation and Public Sector Incentive." In 2017 3rd International Conference on Economics, Social Science, Arts, Education and Management Engineering (ESSAEME 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/essaeme-17.2017.196.
Wipulanusat, Warit, and Jirapon Sunkpho. "QUALITY ASSESSMENT IN PUBLIC SECTOR: A VIEW FROM PUBLIC SECTOR MANAGEMENT QUALITY AWARD." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2013. http://dx.doi.org/10.32738/ceppm.201310.0094.
Louis, Claudia. "Drivers for public sector contests." In the 6th International Conference. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2463728.2463820.
Kelemen, R. "ERP systems in public sector." In 2014 37th International Convention on Information and Communication Technology, Electronics and Microelectronics (MIPRO). IEEE, 2014. http://dx.doi.org/10.1109/mipro.2014.6859810.
Millard, Jeremy. "ICT-enabled public sector innovation." In ICEGOV '13: 7th International Conference on Theory and Practice of Electronic Governance. New York, NY, USA: ACM, 2013. http://dx.doi.org/10.1145/2591888.2591901.
Heiman, Don. Public-Sector Information Security: A Call to Action for Public-Sector CIOs. Fort Belvoir, VA: Defense Technical Information Center, October 2002. http://dx.doi.org/10.21236/ada410220.
Sheedy, William M. Partnering in the Public Sector. Fort Belvoir, VA: Defense Technical Information Center, January 1997. http://dx.doi.org/10.21236/ada339337.
Urgamal, Byambasuren, ed. Decentralization and Public-sector Productivity. Asian Productivity Organization, February 2021. http://dx.doi.org/10.61145/fxgb3123.
Mitchell, Olivia, and Ping Lung Hsin. "Public Sector Pension Governance and Performance". Cambridge, MA: National Bureau of Economic Research, January 1994. http://dx.doi.org/10.3386/w4632.
Feenberg, Daniel, and Harvey Rosen. Tax Structure and Public Sector Growth. Cambridge, MA: National Bureau of Economic Research, September 1986. http://dx.doi.org/10.3386/w2020.
Mitchell, Olivia, and Robert Smith. Pension Funding in the Public Sector. Cambridge, MA: National Bureau of Economic Research, November 1991. http://dx.doi.org/10.3386/w3898.
