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Journal articles on the topic 'Public sector management'

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Published: 4 June 2021
Last updated: 29 July 2024

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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.

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2

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

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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.

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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.
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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.

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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.

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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.

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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.

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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.

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9

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

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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.

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11

Walsh, Kieron. "Marketing and Public Sector Management." European Journal of Marketing 28, no. 3 (March 1994): 63–71. http://dx.doi.org/10.1108/03090569410057308.

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12

Bryson, Lois. "EDUCATION FOR PUBLIC SECTOR MANAGEMENT." Australian Journal of Public Administration 50, no. 2 (June 1991): 191–98. http://dx.doi.org/10.1111/j.1467-8500.1991.tb02474.x.

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13

Novruzov, Samir. "Management Consultancy in Public Sector." Open Journal of Business and Management 12, no. 04 (2024): 2606–20. http://dx.doi.org/10.4236/ojbm.2024.124135.

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14

Chowdhury, Anup, and Nikhil Chandra Shil. "Public Sector Reforms and New Public Management: Exploratory Evidence from Australian Public Sector." Asian Development Policy Review 5, no. 1 (2017): 1–16. http://dx.doi.org/10.18488/journal.107/2017.5.1/107.1.1.16.

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15

van Helden, Jan, and Christoph Reichard. "Management control and public sector performance management." Baltic Journal of Management 14, no. 1 (January 7, 2019): 158–76. http://dx.doi.org/10.1108/bjm-01-2018-0021.

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Purpose The purpose of this paper is to investigate whether and how evolving ideas about management control (MC) emerge in research about public sector performance management (PSPM). Design/methodology/approach This is a literature review on PSPM research through using a set of key terms derived from a review of recent developments in MC. Findings MC research, originating in the management accounting discipline, is largely disconnected from PSPM research as part of public administration and public management disciplines. Overlaps between MC and PSPM research are visible in a cybernetic control approach, control variety and contingency-based reasoning. Both academic communities share an understanding of certain issues, although under diverging labels, especially enabling controls or, in a more general sense, usable performance controls, horizontal controls and control packaging. Specific MC concepts are valuable for future PSPM research, i.e. trust as a complement of performance-based controls in complex settings, and strategy as a variable in contingency-based studies. Research limitations/implications Breaking the boundaries between two currently remote research disciplines, on the one hand, might dismantle “would-be” innovations in one of these disciplines, and, on the other hand, may provide a fertile soil for mutual transfer of knowledge. A limitation of the authors’ review of PSPM research is that it may insufficiently cover research published in the public sector accounting journals, which could be an outlet for MC-inspired PSPM research. Originality/value The paper unravels the “apparent” and “real” differences between MC and PSPM research, and, in doing so, takes the detected “real” differences as a starting point for discussing in what ways PSPM research can benefit from MC achievements.
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16

Williams, Wil, and Duncan Lewis. "Strategic management tools and public sector management." Public Management Review 10, no. 5 (September 2008): 653–71. http://dx.doi.org/10.1080/14719030802264382.

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17

Theocharis, Stamatios A., and George A. Tsihrintzis. "Knowledge Management Systems in the Public Sector: Critical Issues." Lecture Notes on Software Engineering 4, no. 1 (2016): 59–65. http://dx.doi.org/10.7763/lnse.2016.v4.224.

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18

Nayan J., Nayan J., and Dr M. Kumaraswamy Dr. M. Kumaraswamy. "Retail Credit Risk Management in Indian Public Sector Banks." Global Journal For Research Analysis 3, no. 8 (June 15, 2012): 31–37. http://dx.doi.org/10.15373/22778160/august2014/10.

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19

Peter, Idoko. "The New Public Management and the Public Sector Performance." Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 5, no. 3 (March 31, 2019): 08. http://dx.doi.org/10.53555/nnbma.v5i3.9.

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The proliferation of reforms in public administration based on the principles and instruments of the New Public Management (NPM) have triggered protest from and collective action by many professional groups in various sectors (healthcare, education, justice, social work, research.) and raised questions about the future of professionals working in the public service, particularly as concerns their autonomy. This exploratory study indicates that public administration in the 21st century is undergoing dramatic change, especially in advanced economies, but also in many parts of the developing world such as Nigeria. Globalization and the pluralization of service provision are the driving forces behind these changes. Policy problems faced by governmentsare increasingly complex, wicked and global, rather than simple, linear, and national in focus. And yet the prevailing paradigms through which public sector reform are designed and implemented are relatively static and do not fully encompass the significance or implications of these wider changes. While public sector reforms in the developing world such as Nigeria are influenced by policy experiments and organizational practices originating in OECD countries, they tend to operate within the traditional public administration paradigm. Consequently, there is often a discrepancy between the thrust of public sector reform efforts in developing country contexts and wider shifts in the nature of governance and contemporary approaches to publicmanagement grounded in OECD experience. It was concluded therefore that Nigeria has embraced the concept of new public management from their western originator but its core principles and tenets are not strictly applied in the management of public sector administration. It was recommended among others that for us to achieve the tenets of new public management in Nigeria, the government need to be honest, transparent, probity and accountability in the political leadership management including the managers in the public sector organizations.
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20

Peter, Idoko. "The New Public Management and the Public Sector Performance." Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 5, no. 1 (January 31, 2019): o1—o8. http://dx.doi.org/10.53555/nnbma.v5i1.18.

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The proliferation of reforms in public administration based on the principles and instruments of the New Public Management (NPM) have triggered protest from and collective action by many professional groups in various sectors (healthcare, education, justice, social work, research.) and raised questions about the future of professionals working in the public service, particularly as concerns their autonomy. This exploratory study indicates that public administration in the 21st century is undergoing dramatic change, especially in advanced economies, but also in many parts of the developing world such as Nigeria. Globalization and the pluralization of service provision are the driving forces behind these changes. Policy problems faced by governmentsare increasingly complex, wicked and global, rather than simple, linear, and national in focus. And yet the prevailing paradigms through which public sector reform are designed and implemented are relatively static and do not fully encompass the significance or implications of these wider changes. While public sector reforms in the developing world such as Nigeria are influenced by policy experiments and organizational practices originating in OECD countries, they tend to operate within the traditional public administration paradigm. Consequently, there is often a discrepancy between the thrust of public sector reform efforts in developing country contexts and wider shifts in the nature of governance and contemporary approaches to public management grounded in OECD experience. It was concluded therefore that Nigeria has embraced the concept of new public management from their western originator but its core principles and tenets are not strictly applied in the management of public sector administration. It was recommended among others that for us to achieve the tenets of new public management in Nigeria, the government need to be honest, transparent, probity and accountability in the political leadership management including the managers in the public sector organizations.
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21

Moullin, Max. "Public Sector Scorecard." Nursing Management 16, no. 5 (August 26, 2009): 26–31. http://dx.doi.org/10.7748/nm2009.09.16.5.26.c7220.

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22

Grote, Dick. "Public Sector Organizations." Public Personnel Management 29, no. 1 (March 2000): 1–20. http://dx.doi.org/10.1177/009102600002900101.

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Who's coming up with the best new ideas for managing people's performance on the job? Surprisingly, some of the most innovative work in developing new approaches to performance management is being done these days by organizations in the public sector. When executives look for breakthrough thinking and best practices, their best sources frequently turn out to be state agencies and city governments, federal bureaucracies, and your local pardons and parole boards.
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23

Krueger, Alan B., and David A. Wise. "Public Sector Payrolls." Industrial and Labor Relations Review 42, no. 4 (July 1989): 679. http://dx.doi.org/10.2307/2524044.

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24

Rubin, Richard, Benjamin Aaron, Joyce M. Najita, and James L. Stern. "Public Sector Bargaining." Industrial and Labor Relations Review 43, no. 4 (April 1990): 478. http://dx.doi.org/10.2307/2524135.

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25

Kozjek, Tatjana, and Valentina Franca. "Talent Management in the Public Sector." Central European Public Administration Review 18, no. 2 (November 30, 2020): 53–71. http://dx.doi.org/10.17573/cepar.2020.2.03.

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Over the past decade, researchers and human-resource managers, par­ticularly in larger private sector organisations, have shown an increased interest in talent management, while this issue has been overlooked in the public sector. The purpose of this paper is to present the literature review about talent management in the public sector and to show how the existing legislation allows the creation of a talent management system for Slovenian public sector organisations. The main methodological ap­proach used was qualitative research with document analysis. The pa­per sought answers to three research questions: (How) are talented em­ployees treated differently from other employees? What types of models or practices in the field of talent management are applied in European countries? What are the legal limitations in the field of civil servant talent management in Slovenia? The literature review shows that organisations that are aware of the importance and contribution to the ultimate or­ganisational objectives treat talented employees differently from other employees in the organisation. Models or practices in the field of talent management vary widely among different European countries. The limitations in Slovenia are strict observance of the principle of equality and thus equal opportunities for inclusion in the system of talented civil servants with limited reward opportunities and, consequently, for the promotion of civil servants. In order to enable good practices in Slovenia, a change of the legal framework is necessary.
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26

GUSAROVA, L. V. "FINANCIAL MANAGEMENT IN THE PUBLIC SECTOR." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 1, no. 1 (2021): 71–76. http://dx.doi.org/10.36871/ek.up.p.r.2021.01.01.011.

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The article substantiates the relevance of implementing the principles of financial management in the public sector. Based on the analysis of foreign experience, the mechanisms for monitoring and evaluating the quality of financial management of public administration bodies and chief administrators of budget funds are revealed. The expediency of introducing a risk-based methodology in the management of budget resources of the Russian Federation is revealed.
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27

Walcott, Anne, and Louis C. Gawthrop. "Public Sector Management, Systems, and Ethics." Contemporary Sociology 14, no. 4 (July 1985): 502. http://dx.doi.org/10.2307/2069215.

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28

Clayton, Ross, and Louis C. Gawthrop. "Public Sector Management, Systems and Ethics." Public Administration Review 45, no. 1 (January 1985): 259. http://dx.doi.org/10.2307/3110157.

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29

Gulledge, Thomas R., and Rainer A. Sommer. "Business process management: public sector implications." Business Process Management Journal 8, no. 4 (October 2002): 364–76. http://dx.doi.org/10.1108/14637150210435017.

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30

Wilson, Donald, and Louis C. Gawthrop. "Public Sector Management, Systems, and Ethics." Journal of Policy Analysis and Management 4, no. 3 (1985): 469. http://dx.doi.org/10.2307/3324241.

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31

Brookfield, David. "Management styles in the public sector." Management Decision 38, no. 1 (February 2000): 13–18. http://dx.doi.org/10.1108/00251740010311780.

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32

Massey, Andrew. "PUBLIC SECTOR MANAGEMENT - by Norman Flynn." Public Administration 86, no. 4 (October 24, 2008): 1140–42. http://dx.doi.org/10.1111/j.1467-9299.2008.00756_6.x.

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33

Ongaro, Edoardo. "Process management in the public sector." International Journal of Public Sector Management 17, no. 1 (January 2004): 81–107. http://dx.doi.org/10.1108/09513550410515592.

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34

Fryer, Karen, Jiju Antony, and Susan Ogden. "Performance management in the public sector." International Journal of Public Sector Management 22, no. 6 (August 28, 2009): 478–98. http://dx.doi.org/10.1108/09513550910982850.

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35

Kang Hong, Han. "Management Accounting in the Public Sector." International Journal of Public Sector Management 4, no. 3 (March 1991): 5–17. http://dx.doi.org/10.1108/09513559110145029.

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36

Flynn, Norman. "The future of public sector management." International Journal of Public Sector Management 8, no. 4 (July 1995): 59–67. http://dx.doi.org/10.1108/09513559510096282.

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37

Oswick, Clifford, and David Grant. "Personnel management in the public sector." Personnel Review 25, no. 2 (April 1996): 4–18. http://dx.doi.org/10.1108/00483489610147861.

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38

Ackroyd, Stephen, John A. Hughes, and Keith Soothill. "PUBLIC SECTOR SERVICES AND THEIR MANAGEMENT." Journal of Management Studies 26, no. 6 (November 1989): 603–19. http://dx.doi.org/10.1111/j.1467-6486.1989.tb00747.x.

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39

Hyde, Albert C. "Productivity Management for Public Sector Organizations." Public Personnel Management 14, no. 4 (December 1985): 319–32. http://dx.doi.org/10.1177/009102608501400402.

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40

Lahana, Eleni, Konstantinos Tsaras, Aikaterini Kalaitzidou, Petros Galanis, Daphne Kaitelidou, and Pavlos Sarafis. "Conflicts management in public sector nursing." International Journal of Healthcare Management 12, no. 1 (July 31, 2017): 33–39. http://dx.doi.org/10.1080/20479700.2017.1353787.

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41

GAY, PAUL D. "Entrepreneurial Management in the Public Sector." Work, Employment & Society 7, no. 4 (December 1, 1993): 643–48. http://dx.doi.org/10.1177/0950017093007004009.

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42

Gay, Paul Du. "Entrepreneurial Management in the Public Sector." Work, Employment and Society 7, no. 4 (December 1993): 643–48. http://dx.doi.org/10.1177/095001709374008.

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43

Hunt, Michael. "Undergraduate Degree in Public Sector Management." Teaching Public Administration 10, no. 2 (September 1990): 26–34. http://dx.doi.org/10.1177/014473949001000203.

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44

Caple, Laurie. "Change management in the public sector." Health Manpower Management 21, no. 3 (June 1995): 34–38. http://dx.doi.org/10.1108/09552069510791632.

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45

Woodcock, Neil, Merlin Stone, and Yuksel Ekinci. "Customer management in public sector organisations." Journal of Direct, Data and Digital Marketing Practice 10, no. 1 (July 2008): 16–28. http://dx.doi.org/10.1057/dddmp.2008.20.

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46

West, Damian, and Deborah Blackman. "Performance Management in the Public Sector." Australian Journal of Public Administration 74, no. 1 (February 13, 2015): 73–81. http://dx.doi.org/10.1111/1467-8500.12130.

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47

Luoma-aho, Vilma, Laura Olkkonen, and Marko Lähteenmäki. "Expectation management for public sector organizations." Public Relations Review 39, no. 3 (September 2013): 248–50. http://dx.doi.org/10.1016/j.pubrev.2013.02.006.

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48

Busby, Graham D. "Tourism — politics and public sector management." Tourism Management 22, no. 2 (April 2001): 208–10. http://dx.doi.org/10.1016/s0261-5177(00)00043-1.

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49

Frier, P., and S. Birley. "Management buyouts in the public sector." Long Range Planning 32, no. 5 (October 1999): 531–40. http://dx.doi.org/10.1016/s0024-6301(99)00041-2.

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50

Lovrich, Jr., Nicholas P. "Public sector management, systems, and ethics." Social Science Journal 24, no. 2 (June 1, 1987): 225–27. http://dx.doi.org/10.1016/0362-3319(87)90043-7.

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