Relevant bibliographies by topics / Public sector management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Public sector management'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 July 2024

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Public sector management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Public sector management"

1

Hanada, Eva. "Public sector management." Asia Pacific Business Review 27, no. 4 (July 22, 2021): 626–30. http://dx.doi.org/10.1080/13602381.2021.1957286.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Horrocks, Ivan. "Public Sector Management." Security Journal 14, no. 2 (April 2001): 91–92. http://dx.doi.org/10.1057/palgrave.sj.8340086.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Zidonis, Zilvinas, Dmytro Bilinskyi, and Karim Nazyrov. "Management innovation practices to public sector organizations." Problems and Perspectives in Management 18, no. 3 (October 8, 2020): 392–401. http://dx.doi.org/10.21511/ppm.18(3).2020.32.

Full text
Abstract:
The journey of modern management ideas to the public sector in post-socialist countries is expected to be hampered by several barriers. This paper aims to justify the need to implement management innovation practices for public sector organizations. The study was conducted using the method of typological analysis to determine the organization of managerial innovations; modeling method to determine the conceptual model and the position of the travel of management ideas to the country. As a result, a conceptual model was proposed, including elements of the internal and external control environment. Conclusions are given on the barriers that affect the choice and acceptance of management ideas. The article extends current research understanding of man-agreement innovation in the public sector in the region by specifically addressing the success, or failure, of the travel of modern management ideas to it and outlines key barriers to modern management adoption ideas in the public sector. AcknowledgmentThe research was funded by the Lithuanian Council of Research grant S-MOD-17-15.
APA, Harvard, Vancouver, ISO, and other styles
4

Lane, Larry M. "Public Sector Performance Management." Review of Public Personnel Administration 14, no. 3 (July 1994): 26–44. http://dx.doi.org/10.1177/0734371x9401400303.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Jackson, P. M. "Public choice and public sector management." Public Money & Management 10, no. 4 (December 1990): 13–20. http://dx.doi.org/10.1080/09540969009387623.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Longbottom, Graham. "PUBLIC SECTOR MANAGEMENT AND PRIVATE SECTOR MODELS." Australian Journal of Public Administration 46, no. 2 (June 1987): 146–49. http://dx.doi.org/10.1111/j.1467-8500.1987.tb01420.x.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Hinojos, Nancy Del Rocio Flores, Lucía Margarita Anangonó Sandova, and Víctor Hugo Maldonado Cox. "Approach to organizational management in the public sector." International Journal of Research Publication and Reviews 5, no. 2 (February 2024): 1855–59. http://dx.doi.org/10.55248/gengpi.5.0224.0524.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Ackroyd, Stephen. "From public administration to public sector management." International Journal of Public Sector Management 8, no. 2 (April 1995): 19–32. http://dx.doi.org/10.1108/09513559510086049.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Hughes, Owen. "Education for public sector management." Politics 21, no. 1 (May 1986): 104–14. http://dx.doi.org/10.1080/00323268608401984.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Barberis, Peter. "Book Review: Public Sector Management." Teaching Public Administration 11, no. 1 (March 1991): 64–65. http://dx.doi.org/10.1177/014473949101100111.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Public sector management"

1

Ranchod, Shameem Roshnee. "Public sector pharmacists' perception of the public sector performance management system." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/596.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
2

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
3

Grant, Douglas. "Barriers to public sector innovation." Thesis, Northumbria University, 2016. http://nrl.northumbria.ac.uk/27270/.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
4

McMillan, Janice M. A. "Improving public sector management training in Scotland." Thesis, Robert Gordon University, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.308695.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Heath, Geoffrey. "Performance Management and Rationalityin Public Sector Organisations." Licentiate thesis, Luleå tekniska universitet, Människa och teknik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-73875.

Full text
Abstract:
Abstract and Keywords  The thesis concerns different conceptions of rationality and their implications for organisations, especially in the public sector. The focus is on performance management (as widely defined) within public sector organisations as a subject for exploring these issues. This has long been controversial because seemingly simplistic approaches to performance management persist, despite well recognised shortcomings, such as a tendency to perverse incentives and unintended outcomes.  Therefore, in the kappa, I analyse the notion of instrumental rationality, examine the established critique of instrumental rationality from a ‘political’ perspective and present the dilemma that this creates; i.e. how to improve processes of resource allocation and performance evaluation, while recognising organisational realities such as imbalances in power. The potential of communicative rationality as an alternative conceptualisation of rationality in organisations is then discussed.    The development of public sector management from the fiscal crises of the 1970s is explained, with the rise of the ‘New Public Management’ based on neo-liberal ideas, and the subsequent opposition to it from ‘New Public Governance’ and ‘New Public Services’ paradigms. These potentially give more scope to participative and deliberative processes of generating performance measurement packages and control systems. Moreover, in practice, particularly interesting examples of participatory approaches have been found in developing countries which align with communicative rationality. A critical position is adopted in the thesis, seeking to challenge ‘managerialist’ orthodoxies.  As a theoretical guide to understanding these issues, conceptual frameworks from the management control literature are used. Broadbent and Laughlin’s (2009) conceptual model of performance management systems has been of particular value. They draw on Weber and Habermas to distinguish between instrumental and communicative rationality models and between transactional and relational performance management systems. This enables them to identify two distinct ideal types of ‘rationality clusters’ (instrumental and communicative) to which organisations will incline. They also contend that contingent factors influence where actual organisations are located between these two ideal types.          7  The four papers I have selected for the licentiate from my various publications report on research carried out in three different public sector settings using different methods of investigation. Paper 1 considers the approaches to resource allocation and performance measurement then used by English Health Authorities at the time of writing. In Paper 2 an evaluation carried out at an English police service, utilising cost-consequences analysis, is described and discussed. Papers 3 and 4 concern a performance management regime for the English ambulance service, which became noted for promoting perverse incentives and ‘gaming’, and its subsequent replacement. The first two papers foreground issues of rationality and the last two issues of performance management; but these topics are interrelated and are relevant throughout. It is argued in all the papers that comprehensively ‘rationalistic’ approaches are flawed and that participation, deliberation and dialogue between stakeholders are desirable.
APA, Harvard, Vancouver, ISO, and other styles
6

Pieterse, C. L. "A public sector integrated financial governance framework." Thesis, Stellenbosch : University of Stellenbosch, 2006. http://hdl.handle.net/10019.1/1223.

Full text
Abstract:
Thesis (PhD (School of Public Management and Planning ))—University of Stellenbosch, 2006.
Using an investigative approach the study starts by outlining the governance quandary that exists within the public sector, with observations made over the past decade by scholars and active role players in the governance arena both in the private sector and in the public sector. It continues to show a growing need for good governance in the public sector, especially in the developing economies of emerging democracies. It uses South Africa as an example in this regard, although the discussion can just as well be applied to other countries finding themselves in a similar situation. It places the governance debate in perspective and provides the background for the development of the Public Sector Integrated Financial Governance Framework (IFGF). A brief look is taken at the reasons for the growing focus on governance in general, governance in the private and public sector, the need for governance, the basic dynamics of governance, stakeholder relationships, the regulatory framework and the role of the judiciary. It then places this understanding of governance – from a financial perspective – within the South African context. Using the South African context the study discusses the need for an IFGF, the basic requirements for such an IFGF and then as a response proceeds to discuss the role of values and principles, functional application areas and governance-related activities in an IFGF. It develops a financial governance universe, which provides an overview of the various subsections within these aspects. From this basis the study proceeds to develop the IFGF by identifying specific principles and values applicable to South Africa, followed by a description of functional application areas consisting of leadership, management and control practices required as a minimum to ensure healthy public sector financial governance. It continues to develop governance-related activities based on existing frameworks recognised by public sector agencies globally and in some instance, designed for the private sector. The study proceeds to develop these areas to enable employees in the public sector to discharge their duties in a manner that can form the cornerstone in governance excellence. Having used a deductive approach during the first few chapters to develop the IFGF, the study then proceed using an inductive process to construct the conditions and the related activities required by the IFGF. It develops detailed information on specific activities that must be in place for the IFGF to be functional. These activities provide the “how” and are grouped together based on a recognised framework. Governance effectiveness depends on a situation where all areas are considered. Lastly the study focuses on the conclusions regarding the IFGF outcomes and therefore discusses the implementation of the IFGF and the impact on the accounting system, measuring governance and keeping the IFGF updated with developments internally and externally. The study shows the growing importance for developing countries and emerging economies to demonstrate healthy governance processes and practices. However, no consensus yet exists on the approach or methodology, particularly with regard to building national ownership of and political commitment to governance (Landell-Mills, 2003:369). Fortunately similar initiatives have been forthcoming from a number of countries and, although they are each focussed differently, they provide a base for developing a public sector IFGF for South Africa in particular, but can also be used as a guideline for other emerging democracies. Developing the governance universe facilitates the process of keeping track of a multitude of possibilities that are relevant in day-to-day management. The study determined the applicable criteria that an IFGF must satisfy to attract attention when funding is required from the donor community and to provide assurance to stakeholders with limited skills and knowledge that objectives are achieved effectively and efficiently in an ethical environment. The benefit of this framework is that it has passed the first scrutiny in South Africa namely that of the Provincial Treasury of the Provincial Government Western Cape (PGWC) public sector audit committees in the public sector (PGWC) and is currently being subjected to a four-year implementation process, starting with an awareness phase in all Departments of the PGWC. During this process the senior management of all the departments are being exposed to the principles contained in the IFGF and their practical observations and suggestions will be applied towards formulating an updated version of the Governance Framework of PGWC (Draft version 2.20e). This is significant, because it represents a healthy interaction between academic research and practical application, a process that is more often than not balanced, but appears to be in favour of either the one or the other.
APA, Harvard, Vancouver, ISO, and other styles
7

CRIENTI, ANDREA. "Strategic Management in the public sector: an empirical analysis in the Italian public Higher Education sector." Doctoral thesis, Università degli Studi di Cagliari, 2021. http://hdl.handle.net/11584/308237.

Full text
Abstract:
Due to NPM reforms, strategic management, which has been defined as "the broader process of managing an organization in a strategic manner on a continuing basis", becomes a relevant feature within the public higher education sector. Although empirical research increased considerably, many countries have been neglected. Among these, there is the Italian context. The present thesis is part of this field of investigation with the aim, through the application of Miles and Snow's strategic framework in the Italian public higher sector, to contribute to filling the gap mentioned above. Besides, starting from the Italian public higher education sector, it intends to provide reflections that can be generalized for the whole public sector. The thesis comprises three different papers, namely, a systematic literature review and two different empirical works. The systematic literature review aims to point out the lessons and further aspects that must be investigated related to the public sector's strategic management that stems from Miles and Snow's strategic framework in the public sector. Based on Walker's work recommendations, the literature review replicates and extends Walker's work by analyzing the most recent empirical research conducted in the public sector related to strategic management. This literature review intends to test Walker's findings and point out new emerging issues stemming from the research conducted in recent years, specifically in the time frame from 2013 to 2018. It emphasizes that, even though there has been a more extensive application of Miles and Snow's framework in the public sector, the empirical research still focuses primarily on USA and UK contexts. Moreover, the prospector and defender strategic stances do not always outperform the reactor one. The two empirical works focus principally on strategic management within the Italian public higher education sector. The first empirical work investigates the possible influence of public reforms on the Italian public higher education sector's strategic stances. It aims to understand whether the strategic stances adopted by Italian HEIs have changed because of the recent reforms, and, if so, how. For these purposes, the work analyzes the effects of Law 240/2010, also known as the Gelmini reform, which has deeply influenced the Italian public higher education sector. This work investigates how the Italian public HEIs have adapted to the new external environment through strategic stances. It emerges that Gelmini reform led to a strategic reorientation in the Italian public higher education system. In contrast to Miles and Snow's proposition, HEIs avoid adopting the prospector strategic stance in favor of the reactor or defender ones. The second empirical work attempts to identify a relationship between strategic stances adopted by Italian HEIs and their organizational performance. Based on Miles and Snow's strategic framework, each HEI's strategic stance is analyzed to inspect the previous relationship and understand if the strategic stance influences HEI performance, and, if so, which strategic stance is more suitable in the Italian higher education sector. The results emphasize that the strategic stance adopted influences HEI performance. However, contrary to Miles and Snow's assumption, such influence does not lead to a strategic hierarchy based on performance, but rather to more considerable variety in performance by HEIs that adopt the prospector strategic stance, i.e., a more risk-prone strategy.
APA, Harvard, Vancouver, ISO, and other styles
8

Du, Toit Hendrik Jacobus. "Professional internal auditing in the public sector." Thesis, Stellenbosch : Stellenbosch University, 1998. http://hdl.handle.net/10019.1/55959.

Full text
Abstract:
Thesis (MPA)--Stellenbosch University, 1998.
ENGLISH ABSTRACT: In this study the assumption is made that the delivery of a professional internal audit service has a direct bearing on the improvement of effectiveness of services delivered. Internal auditing in the public sector, compared to the private sector, is still at an early stage of development. A change in emphasis brought about by the new Constitution has led to a demand for stronger accountability and transparency. The internal audit profession has an important role to play by assisting management in the effective, efficient and economic reaching of goals and objectives. To fulfil this role successfully it is necessary for the internal auditor to possess specific skills and knowledge to perform audit tasks unique to the public sector. The hypothesis as formulated emphasises the relationship between professional internal auditing and organisational effectiveness. Through the content of this study project it is endeavoured to prove this point. An investigation into the field of internal auditing was undertaken by means of a study of the available literature, including the Standards for Professional Practice of Internal Auditing. Opinions and information were obtained from management and other persons involved with auditing by means of a questionnaire. The opinions and information were. integrated to obtain a comprehensive picture. A study of the literature revealed that internal auditing is supported by four pillars, namely: - Achieving objectives - Safeguarding and using of assets - Economic, effective and efficient execution of functions - Compliance with policy, prescripts and regulations. The literature also describes a definite process followed during an audit. During the audit process risk factors must be taken into account. Technical aspects relating to internal auditing is covered in the literature, but references to examples in the public sector are lacking. This deficiency was identified during the field study by means of a questionnaire. Respondents indicated in questionnaires that effectiveness of management, financial information and compliance with controls must be subjected to internal auditing. Management views the internal audit as a source of information on the activities of every department. The recommendations for professional internal auditing in the public sector are aimed at promoting accountability and transparency in the organisation. To ensure effective internal auditing it is necessary for the internal auditor to take note of the environment in which the organisation's activities play a role. A study of public administration as a management science is therefore important for the internal auditor to obtain insight into a holistic approach regarding the activities of public sector organisations.
AFRIKAANSE OPSOMMING: In hierdie studie word as uitgangspunt die aanname gemaak dat daar 'n verband bestaan tussen die lewering van 'n professionele diens deur die interne ouditeur en die effektiwiteit van dienste wat aan interne ouditering onderwerp word. Interne ouditering in die openbare sektor in vergelyking met die privaatsektor, is nog in 'n begin stadium van ontwikkeling. 'n Klemverskuiwing wat teweeggebring is deur die nuwe Grondwet het daartoe gelei dat groter rekenpligtigheid en deursigtigheid vereis word. Die interne oudit beroep het 'n belangrike rol te speel deur bestuur by te staan in die effektiewe, doelmatige en ekonomiese bereiking van doelwitte. am hierdie rol suksesvol te vervul is dit nodig dat die interne ouditeur oor bepaalde vaardighede en kennis sal beskik om oudittake uniek aan die openbare sektor professioneel uit te voer. Die hipotese soos geformuleer beklemtoon die verband tussen professionele interne ouditering en organisatoriese effektiwiteit. Met die inhoud van die werkstuk word daar gepoog om die punt te bewys. 'n Ondersoek na die gebied van interne ouditering is onderneem deur 'n studie te maak van beskikbare Iiteratuur, insluitend die Standaarde vir Professionele Praktykvoering van Interne Ouditering. Deur middel van 'n vraelys is menings en inligting van bestuur en persone betrokke by ouditering verkry. Die menings en inligting is saamgevoeg om 'n geheelbeeld te verkry. 'n Studie van die Iiteratuur toon dat interne oudit deur vier pilare ondersteun word naamlik: - Bereiking van doelwitte - Beveiliging en aanwending van bates - Ekonomiese, effektiewe en doelgerigte uitvoering van funksies - Nakoming van beleid, voorskrifte en regulasies. Die Iiteratuur beskryf 'n bepaalde proses wat gevolg word tydens ouditering. Gedurende die ouditproses moet risikofaktore in ag geneem word. Tegniese aspekte verbonde aan interne ouditering word gedek, maar verwysings na voorbeelde uit die openbare sektor ontbreek grootliks in die Iiteratuur, vandaar die noodsaaklikehid vir 'n veld studie wat deur middel van 'n vraelys gedoen is. Respondente het in die vraelyste aangedui dat effektiwiteit van bestuur, finansiele inligting en die nakoming van kontroles aan interne ouditering onderwerp moet word. Bestuur beskou die interne ouditeur as 'n bron van inligting oor die aktiwiteite van elke departement. Die aanbevelings vir professionele interne ouditering in die open bare sektor is daarop gemik om rekenpligtigheid en deursigtigheid van 'n organisasie te bevorder. Om effektiewe interne ouditering te verseker is dit noodsaaklik dat die interne ouditeur ook kennis dra van die omgewing waarin die organisasie se aktiwiteite 'n rol speel. 'n Studie van Publieke Administrasie as 'n bestuurswetenskap sal dus vir die interne ouditeur van belang wees om insig te verkry in 'n holistiese benadering tot aktiwiteite van openbare sektor-organisasies.
APA, Harvard, Vancouver, ISO, and other styles
9

Islam, Alia Emad. "Investigating governmental (public sector) performance management in Egypt." Thesis, University of Strathclyde, 2010. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=14499.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Lewis, Cynthia J. "Implementing total quality management in the public sector." CSUSB ScholarWorks, 1995. https://scholarworks.lib.csusb.edu/etd-project/1106.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Public sector management"

1

Chaston, Ian. Public Sector Management. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

1934-, Bourn John Sir, ed. Public sector management. Aldershot, [England]: Dartmouth, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Flynn, Norman. Public sector management. 2nd ed. New York: Harvester Wheatsheaf, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Flynn, Norman. Public sector management. 3rd ed. New York: Prentice Hall, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Wirick, David W., ed. Public-Sector Project Management. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2009. http://dx.doi.org/10.1002/9780470549131.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Coombs, Hugh M. Public sector financial management. 2nd ed. London: International Thomson Business Press, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Coombs, Hugh M. Public sector financial management. London: Chapman & Hall, 1991.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Fone, Martin. Public sector risk management. Oxford: Butterworth-Heinemann, 2000.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Corbett, D. C. Australian public sector management. 2nd ed. St Leonards, NSW: Allen & Unwin, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Coombs, H. M. Public sector financial management. 2nd ed. London: Chapman & Hall, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Public sector management"

1

Chaston, Ian. "Sector Evolution." In Public Sector Management, 1–22. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Davis, Randall S. "Public Sector Unions." In Public Personnel Management, 148–62. 7th ed. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003403401-11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Chaston, Ian. "Internal Competence." In Public Sector Management, 182–203. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Chaston, Ian. "Issues and Objectives." In Public Sector Management, 204–25. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Chaston, Ian. "Strategy." In Public Sector Management, 226–51. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Chaston, Ian. "Implementing Strategy." In Public Sector Management, 252–77. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_13.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Chaston, Ian. "Implementation Errors." In Public Sector Management, 278–96. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_14.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Chaston, Ian. "Governance." In Public Sector Management, 297–319. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_15.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Chaston, Ian. "Assessing Futures." In Public Sector Management, 320–40. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_16.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Chaston, Ian. "Troubled Reformation." In Public Sector Management, 23–44. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Public sector management"

1

BÎGU, Dragoș, and Dominic-Ștefan GEORGESCU. "ETHICAL STANDARDS FOR PUBLIC SECTOR DIGITALIZATION." In INTERNATIONAL MANAGEMENT CONFERENCE. Editura ASE, 2024. http://dx.doi.org/10.24818/imc/2023/05.03.

Full text
Abstract:
In this paper, we examine from an ethical perspective the AI tools used in the public sector. After a presentation of the categories of AI applications used in the developed countries in the public institutions, We briefly examine some AI ethical documents of the most important international organizations in order to identify the main ethical aspects relevant for this field, In the following three sections, we examine the central ethical themes identified in the ethical documents analyzed: fairness and non-discrimination, transparency and accountability, safety and privacy. For all these themes, we present and discuss ethical standards for the use of AI tools in the public sector. In the last section, we focus on two specific problems relevant for the use of algorithms in public decisionmaking, which would need clarification in ethical guidelines.
APA, Harvard, Vancouver, ISO, and other styles
2

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Shirrime, Kristina, and Pavel Trubaev. "Energy management system in public sector." In the Internationsl Conference. New York, New York, USA: ACM Press, 2017. http://dx.doi.org/10.1145/3129757.3129765.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Nandi, Madhavi L., and Gopal K. Nayak. "Information Systems Management in Public Sector Organizations." In 2008 International Conference on Information Technology (ICIT). IEEE, 2008. http://dx.doi.org/10.1109/icit.2008.68.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Voxted, Søren. "First Line Management in the Public Sector." In Annual International Conference on Human Resource Management and Professional Development. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-2449_hrmpd12.39.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Athanasopoulos, Konstantinos, Georgios Nikoletos, Georgios Georgiadis, Ioannis Stamelos, and Spiros Skolarikis. "Process Management in the Greek Public Sector." In PCI 2017: 21st PAN-HELLENIC CONFERENCE ON INFORMATICS. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3139367.3139467.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Furculita, Tatiana. "Performance management models in the public sector." In The 8th International Conference "Management Strategies and Policies in the Contemporary Economy". Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2023.28.

Full text
Abstract:
Actuality. Performance management has brought new dimensions to public management However, the complex dimensions of politics have called for more complex management systems that allow a better consideration of the non-economic dimensions of public institutions. Contemporary public administration forces institutions to increase their operational efficiency as well as satisfy the expectations of stakeholders. For these reasons, various models are implemented, especially those already applied for years in the management of profit-oriented organizations. The models chosen for analysis are applied in public administration, making it possible to measure numerous indicators, both financial and non-financial in nature. Purpose. The main purpose of this article refers to the definition and evaluation of selected models, used to measure the performance of public administration bodies, with emphasis on their application in different perspectives. Methodology. The research method adopted by the author is a conceptual one, reviewing the specialized literature. The research was conducted using Scopus, Springer, WoS, Emerald and EBSCO databases. The elements under analysis were the 3Es (economy, efficiency, effectiveness) and IOO (input, output and result) as well as the model included in the BSC (Balance Scorecard). The research revealed that each of the models has its strengths and limitations. Results and discussion. The research results led to the conclusion that the model that presents the greatest application potential and efficiency in its application in the public sector is the performance measurement model proposed within the BSC; however, some readjustment of the operating conditions of the public administration and the organizational culture within it is still necessary.
APA, Harvard, Vancouver, ISO, and other styles
9

Balaji, Ch, A. N. S. Pujitha, and Y. Chitra Rekha. "HR challenges in the public sector companies." In CONTEMPORARY INNOVATIONS IN ENGINEERING AND MANAGEMENT. AIP Publishing, 2023. http://dx.doi.org/10.1063/5.0158535.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

AN, Nguyen Phuoc Bao, Le VIET, and Pham Quang HUY. "Applying a New Public Management Model to Public Sector Management Accounting in Vietnam." In International Conference on Emerging Challenges: Business Transformation and Circular Economy (ICECH 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.211119.042.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Public sector management"

1

Choi, Jin-Wook, ed. Ethics Management in the Public Sector. Asian Productivity Organization, June 2023. http://dx.doi.org/10.61145/cqng8362.

Full text
Abstract:
Ethics management is evolving beyond the traditional scope as the public and private sectors move toward an environmental, social, and governance (ESG) focus. In the P-Insights report “Ethics Management in the Public Sector,” Dr. Jin-Wook Choi reviews ethical principles and values, examines two recent corruption scandals, and suggests how organizations could improve ethics to maintain public trust.
APA, Harvard, Vancouver, ISO, and other styles
2

Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, May 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.

Full text
Abstract:
We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.
APA, Harvard, Vancouver, ISO, and other styles
3

Muralidharan, Karthik, and Abhijeet Singh. Improving Public Sector Management at Scale? Experimental Evidence on School Governance India. Cambridge, MA: National Bureau of Economic Research, November 2020. http://dx.doi.org/10.3386/w28129.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Cortázar Velarde, Juan Carlos, Javier Fuenzalida, and Mariano Lafuente. Merit-based Selection of Public Managers: Better Public Sector Performance?: An Exploratory Study. Inter-American Development Bank, June 2016. http://dx.doi.org/10.18235/0010650.

Full text
Abstract:
This qualitative study explores the degree to which the merit-based selectionof public managers leads to better public sector performance. Based on the findings from eight case studies in Chile and Peru, the introduction of the merit-based selection of public managers would have engendered a series of improvements in the internal management and practices of organizations -more so than in institutional outcomes. Other intangible and perceived benefits include the manager¿s higher level of legitimacy in, as well as a stronger commitment to, the institution. The study also proposes a future agenda for research.
APA, Harvard, Vancouver, ISO, and other styles
5

Muralidharan, Karthik, and Abhijeet Singh. Improving Public Sector Management at Scale? Experimental Evidence on School Governance in India. Research on Improving Systems of Education (RISE), November 2020. http://dx.doi.org/10.35489/bsg-rise-wp_2020/056.

Full text
Abstract:
We present results from a large-scale experimental evaluation of an ambitious attempt to improve management quality in Indian schools (implemented in 1,774 randomly-selected schools). The intervention featured several global “best practices” including comprehensive assessments, detailed school ratings, and customized school improvement plans. It did not, however, change accountability or incentives. We find that the assessments were near-universally completed, and that the ratings were informative, but the intervention had no impact on either school functioning or student outcomes. Yet, the program was perceived to be successful and scaled up to cover over 600,000 schools nationally. We find using a matched-pair design that the scaled-up program continued to be ineffective at improving student learning in the state we study. We also conduct detailed qualitative interviews with frontline officials and find that the main impact of the program on the ground was to increase required reporting and paperwork. Our results illustrate how ostensibly well-designed programs, that appear effective based on administrative measures of compliance, may be ineffective in practice.
APA, Harvard, Vancouver, ISO, and other styles
6

Drechsler, Wolfgang. Lessons for Latin America and the Caribbean in Managing Public Sector Restructuring: Public Sector Downsizing and Redeployment Programs in Central and Eastern Europe. Inter-American Development Bank, December 2003. http://dx.doi.org/10.18235/0006754.

Full text
Abstract:
This presentation was realized for the Public Management and Transparency Network of the Regional Policy Dialogue at the 4th Hemispheric Meeting celebrated on December 11th and 12th, 2003. This presentation discusses downsizing the Civil Service in Central and Eastern Europe and specifically the lack of retraining and redeployment programs. Examples are given from Central Eastern Europe including Estonia, Hungary, and Eastern Germany.
APA, Harvard, Vancouver, ISO, and other styles
7

Okwundu, Charles I., and Charles Shey Wiysonge. Which interventions improve the management of dual practice? SUPPORT, 2016. http://dx.doi.org/10.30846/160811.

Full text
Abstract:
Dual practice in the healthcare setting refers to the holding of more than one job, in unrelated health facilities, by a health professional. In many low-income countries, low pay and difficult working conditions lead many health professionals in the public sector to add to their income by taking on private patients who pay for the services that they receive. Dual practice has both negative and positive consequences and there are concerns that its negative impacts may exceed the positive ones. By allowing public sector workers to supplement their income, it may be easier for the public health sector to keep their skilled workers. However, dual practice may also lead health professionals to spend less time in their public sector job; take time off without permission to work in their private positions; lower the quality of their services in the public sector in order to drive patients to their private practice; or take resources from their public sector workplace to use in their private sector jobs. Various interventions have been implemented to manage dual practice e.g. banning dual practice, regulating the number of hours that public sector workers are allowed to do private practice, regulating how much public sector workers are allowed to earn from private practice, salary increases and promotions for workers who agree to only work in the public sector, and allowing limited private practice within public facilities.
APA, Harvard, Vancouver, ISO, and other styles
8

Payne, J. Mark, and Ingrid Carlson. Public Management and Transparency Network: Cross-Country Comparisons of Public Employment and Pay of 26 Latin American and Caribbean Countries. Inter-American Development Bank, January 2002. http://dx.doi.org/10.18235/0011428.

Full text
Abstract:
This paper compares public sector employment and pay in Latin America and the Caribbean (LAC). It highlights the methodological challenges of gathering and making valid comparisons on the basis of such data. Within these limitations, therefore, the paper compares the countries of the region in respect to the size of the public sector, the magnitude of public sector wages, and trends in public employment and pay, and it examines some hypotheses regarding the determinants of public employment and pay and of effective, clean government.
APA, Harvard, Vancouver, ISO, and other styles
9

Price, Roz. Taxation and Public Financial Management of Mining Revenue in the Democratic Republic of Congo. Institute of Development Studies (IDS), October 2021. http://dx.doi.org/10.19088/k4d.2021.144.

Full text
Abstract:
This rapid review provides a summary of the evidence on the taxation and public financial management of mining revenues in the Democratic Republic of Congo (DRC). This is a very complex topic, with a large and growing literature base, a huge interest by donors, non-governmental organisations and businesses, with some conflicting information at times. In particular, specific data on provincial budgets and spending was not identified during this review. No specific information on public financial management in either of these provinces was identified during the course of this review. Given the burgeoning size of the literature base and the complexity of the mining sector in the DRC, this rapid review only provides a snapshot of the literature. It draws on academic, grey and donor literature sources. Some papers for further reading are highlighted. The report first provides a brief background discussion of general taxation in the DRC, the decentralisation process, and provincial public revenue management. The next section provides general information on the mining sector in the DRC, including the regulatory system and official duties, royalties and tax provisions. Section 4 goes into more detail about taxation and rent-seeking in the mining sector, touching on both large-scale mining (LSM) and artisanal and small-scale mining (ASM). The next section looks at smuggling of minerals in the DRC, with a focus on gold. Finally, some specific lessons learned were drawn from two World Bank projects and highlighted in the final section. Lessons and experiences from other mining-related projects are also highlighted throughout the report. Literature in French was not included in this rapid review, which may mean that some key documents were omitted.
APA, Harvard, Vancouver, ISO, and other styles
10

Khan, Mahreen. Public Financial Management and Transitioning out of Aid. Institute of Development Studies, September 2022. http://dx.doi.org/10.19088/k4d.2022.145.

Full text
Abstract:
This rapid review found an absence of literature focused specifically on measuring the impact of PFM and governance systems in countries that have transitioned from aid, by moving up the income ladder. However, there are a few academic publications and a limited number of studies by multilateral, such as the World Bank, that examine the role of PFM and governance systems in countries that are transitioning or have moved away from aid. However, the importance of public financial management (PFM) and governance systems in development is well established and seen as a pre-requisite for economic growth. To effectively transition from aid, most low-income countries (LICs) need to upgrade their PFM and governance systems to meet the different scale, resources, accountability mechanisms, and capacity-building requirements of a middle-income country (MIC). The absence of the above empirical evidence may be due to the complexity of measuring the impact of PFM reforms as the results are non-linear, difficult to isolate from other policies to establish causality, and manifest in a longer time frame. However, through comparative country studies, the consequences of deficient PFM and governance have been well documented. So impaired budgetary planning, implementation, and reporting, limited fiscal transparency, weak accountability mechanisms, resource leakage, and inefficient service delivery are well recognised as detrimental to economic growth and development. The literature on transitioning countries focuses predominantly on the impact of aid withdrawal on the social sector, where comparative qualitative data is easier to obtain and the effects are usually more immediate, visible, and may even extend to global health outcomes, such as in AIDS prevention programmes. Thus, tracking the progress of donor-assisted social sector programmes is relatively easier than for PFM and governance reforms. The literature is more abundant on the overall lessons of transitions from aid both for country governments and donors. The key lessons underscore the importance of PFM and governance systems and mechanisms to a successful transition up the income ladder: Planning for transition should be strategic, detailed and specifically geared to mitigate against risks, explicitly assessing the best mix of finance options to mitigate the impact of aid reduction/withdrawal on national budgets. The plan must be led by a working group or ministry and have timelines and milestones; Where PFM and governance is weak transition preparation should include strengthening PFM especially economic and fiscal legislation, administration, and implementation; Stakeholders such as donor partners (DPs) and NGOs should participate in the planning process with clear, open, and ongoing communication channels; Political and economic assessments in the planning and mid-term phases as well as long-term monitoring and evaluation should be instituted; Build financial, technical, and management capacity throughout the plan implementation This helpdesk report draws on academic, policy, and grey sources from the previous seven years rather than the usual K4D five-year window, to account for the two-year disruption of COVID-19. As cross-country studies on PFM and governance are scarce, a few older studies are also referenced to ensure a comprehensive response to the query. The report focuses on low-income countries transitioning from aid due to a change in status to lower-middle-income countries.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Public sector management' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography