To see the other types of publications on this topic, follow the link: Public sector organization.
Journal articles on the topic 'Public sector organization'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Public sector organization.'
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.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Santoso, Cahyo Budi. "Zakah Organization as the Fourth Sector." International Journal of Economics and Finance 9, no. 12 (November 19, 2017): 195. http://dx.doi.org/10.5539/ijef.v9n12p195.
Full textAbstract:
The purpose of this study is to analyze the basic values that make up a zakat management organization. Then compare it to the basic values of other forms of organization (private sector, public sector and Non-Public Organizatio sector). The method used with a critical perspective approach. Through this approach, a critical analysis of the profile of the organizational entity of the current zakat managers and then each entity profile is reconstructed based on governance and organizational theories. Reconstruction stage starts by reconstructing zakat management organization as zakat management organization as business entity, organization of zalcat management as public sector entity then organization of zakat management as sector of non public organization.The result of the study shows that the basic value of zakat management organization is very different from 3 (three) other sectors. Therefore the organizational form of zakat management is not part of the three, it is the fourth sector organization, the zakat organization.
2
Zona, Mega Asri. "EMPLOYEE ATTITUDES TOWARD CHANGE IN PUBLIC SECTOR ORGANIZATION." Managament Insight: Jurnal Ilmiah Manajemen 15, no. 1 (June 6, 2020): 19–32. http://dx.doi.org/10.33369/insight.15.1.19-32.
Full textAbstract:
This research aim to examine four constructs that represent employee attitudes towards organizational change; readiness for change, commitment to change, openness to change and cynicism about organizational change. This research would help the public organization to overcome changes.. This research is a type of descriptive research that aims to describe the nature of something that is ongoing at the time the research is conducted and examine the cause of a particular symptom. The population in this study are employees of public sector organizations that are undergoing organizational changes in the Province of West Sumatra. The sampling technique in this study uses purposive sampling where the sampling technique is based on a certain criterion. In this case the criteria for sampling are employees with organizations that are undergoing changes. The data collection technique used was a survey by distributing questionnaires to employees of public sector organizations in West Sumatra. The number of respondents in this study were 100 respondents. The result shows that openness to change have the highest mean, followed by readiness to change, commitment to change and cynicism about organizational change. It means that employees in public organization in West Sumatra are willing to accommodate and accept change. Keywords: employee attitudes towards organizational change; readiness for change; commitment to change; openness to change; cynicism about organizational change
3
Morris, Jonathan, and Catherine Farrell. "The ‘post-bureaucratic’ public sector organization. New organizational forms and HRM in ten UK public sector organizations." International Journal of Human Resource Management 18, no. 9 (September 2007): 1575–88. http://dx.doi.org/10.1080/09585190701570544.
Full text
4
KAFEL, Tomasz, Angelika WODECKA-HYJEK, and Rafał KUSA. "Multidimensional public sector organizations' digital maturity model." ADMINISTRATIE SI MANAGEMENT PUBLIC, no. 37 (November 29, 2021): 27–40. http://dx.doi.org/10.24818/amp/2021.37-02.
Full textAbstract:
The aim of this study is twofold. First, this study develops a model of an organization's digital maturity that is adjusted to public sector organization. Second, based on the proposed model, digital maturity of several types of public sector organizations is diagnosed. The proposed model includes six dimensions, namely, digitalization-focused management, openness to stakeholders' (partners') needs, digital competencies of employees, digitalization of processes, digital technologies, and e-innovativeness. This model was tested on a sample of 136 public sector organizations operating in Malopolska Region in Poland. The results indicate that, among the six dimensions of digital maturity, the use of digital technologies and digitalization-focused management scored the highest (equivalent to a high and moderate degree of digital maturity). Employees’ digital competencies also represent a moderate level of digital maturity (but still significantly lower). The remaining dimensions, namely, e-innovativeness, digitalization of processes, and openness to stakeholders’ needs, represent a low level of digital maturity. The results show that the examined types of public sector organizations differ in terms of digital maturity. The observed characteristics regarding digital maturity are sufficient to indicate the direction of future development for each type of organization. The proposed model can be used for the diagnosis of digital maturity on the level of a single organization as well.
5
Andrews, Rhys. "Organizational Size and Social Capital in the Public Sector." Review of Public Personnel Administration 37, no. 1 (August 1, 2016): 40–58. http://dx.doi.org/10.1177/0734371x16643575.
Full textAbstract:
Organization theory suggests that the strength of the ties between employees is likely to be weaker in large organizations, but that decentralization of decision making can help generate norms of collaboration, trust, and shared mission. This article explores the separate and combined effects of size and decentralization on perceptions of organizational social capital in central government agencies in Europe. The statistical results suggest that there is a negative relationship between organization size and organizational social capital and a contrasting positive relationship between decentralized decision making and social capital. Further analysis revealed that decentralization of key decisions can overcome the internal social dysfunctions associated with being a big organization. Theoretical and practical implications are discussed.
6
Mars, Theodor Friedrich. "Public Sector Organization: Where next?" IDS Bulletin 23, no. 4 (October 1992): 18–30. http://dx.doi.org/10.1111/j.1759-5436.1992.mp23004003.x.
Full text
7
Awan, Zahid Mehmood, and Muhammad Khalil Shahid . "Organizational Commitment of IT Professionals in Public Sector." Journal of Social and Development Sciences 2, no. 6 (December 15, 2011): 266–74. http://dx.doi.org/10.22610/jsds.v2i6.677.
Full textAbstract:
This study focuses on the factors like salary/incentives, interpersonal conflicts, employeesorganization interface, job satisfaction and organizational culture, in order to clarify the behavior of organizational commitment among information technology employees in public sector organizations. The study provides an insight of the culture of public sector organization, which managers may use for the improvement of organizational commitment. The study tested and analyzed the proposed model, which gave valuable results. The result of the study also claims that organizational commitment may be increased.
8
Plesner, Ursula, Lise Justesen, and Cecilie Glerup. "The transformation of work in digitized public sector organizations." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1176–90. http://dx.doi.org/10.1108/jocm-06-2017-0257.
Full textAbstract:
PurposeThe purpose of this paper is to examine what the authors can learn from organization studies of digital technologies and changes in public organizations, and to develop a research agenda that allows us to produce systematic knowledge about how work practices in the public sector change with digitization.Design/methodology/approachThe paper is based on an analysis of the organizational studies literature on how digital technologies lead to changes in public sector organization. The literature comprises a wide range of different case studies, and they are analyzed with a specific focus on the insights they offer regarding bureaucracy, accountability and professionals.FindingsThe paper identifies various examples of how digital technologies change important aspects of public sector organizations relating to bureaucracy, accountability and professionals. It is a main finding that no systematic account exists in the organization literature of changes due to digitization specific to the public sector.Practical implicationsThe knowledge produced by current and future research in this area is directly applicable for change management. To react productively on the digitization imperative, public managers need to deepen their knowledge of the organizational dimension of digitization.Originality/valueThe paper proposes an agenda for future research, which has the potential to produce both systematic and useful knowledge of how digitization changes central aspects of public sector organizations.
9
Goedurov, Renold. "Public Sector Organizations: Work Environment, Employee Behavior and Discipline." International Journal Papier Public Review 1, no. 2 (September 28, 2020): 31–36. http://dx.doi.org/10.47667/ijppr.v1i2.17.
Full textAbstract:
This article discusses the literature review on Public Sector Organizations, especially in the Work Environment, Behavior and Employee Discipline. The external environment refers to the factors and forces that are outside the organization but affect organizational performance. The specific environment is external forces that have a direct impact on decision making. Discipline is the desire and awareness to obey organizational rules and social norms. Therefore, discipline is an important means of achieving goals, therefore discipline development is a very important part of management. Any management in its implementation requires discipline of all members of the organization. Discipline is also said to be a means of training and educating people on rules so that there is compliance and so that they can run in an orderly and orderly manner in the organization. The existence of an attitude of work discipline, the results of employee work will be good and maximum. Of course this will have a positive impact on the sustainability of the company. The work done in a disciplined manner by employees will contribute to the organization.
10
Fayaz Ahmad, Sayed, Muhammad Ibrahim, and Abid Hussain Nadeem. "IMPACT OF ETHICS, STRESS AND TRUST ON CHANGE MANAGEMENT IN PUBLIC SECTOR ORGANIZATION." March 2021 37, no. 01 (March 30, 2021): 43–54. http://dx.doi.org/10.51380/gujr-37-01-05.
Full textAbstract:
The aim of the study is to find out a successful way of managing the organizational change in public sector organizations. The research is based on a structured questionnaire survey. The data was collected in some of the top public sector organizations in Pakistan. The study suggests that Stress, Trust, and Ethics have a strong relationship with Organizational Change Management. Organizations must minimize the workplace stress, maximize trust of workers on management and organization and ensure ethics for organization change management. The managerial implication of the research is, bringing and making any organizational change is very difficult without employee-friendly working environment of the organization. The results of the study make it easy, how to put employees on the right track for achieving organizational goals and objectives in any Organizational Change by using Facilitation.
11
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 textAbstract:
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.
12
Zeffane, Rachid, and Shaker Jamal Bani Melhem. "Trust, job satisfaction, perceived organizational performance and turnover intention." Employee Relations 39, no. 7 (November 6, 2017): 1148–67. http://dx.doi.org/10.1108/er-06-2017-0135.
Full textAbstract:
Purpose The purpose of this paper is to examine and compare the differential impacts of job satisfaction (JS), trust (T), and perceived organizational performance (POP) on turnover intention (TI) in public and private sector organizations. Design/methodology/approach Draws on a sample of 311 employees from the service sector (129 public and 182 private) in the United Arab Emirates’ (UAE). The main concepts utilized in the study are borrowed from previous research and further tested for validity and reliability. Four main hypotheses are explored. Findings In support of previous research, statistical analysis (t-test) revealed that public sector employees tend to be more satisfied, more trusting, and have less intention to leave their organization. Regression analysis revealed that public sector employees’ TI are most significantly affected by their perceptions of the performance of their organization, with JS, work experience (WE) and education (Ed) also having significant effects. In contrast, private sector employees’ TI was most significantly affected by JS and feelings of trust (T). Research limitations/implications Although very useful, the present study is limited in scope and therefore suffers from some limitations. The sample only includes employees from UAE organizations operating in education, some government institutions and the financial sector. Future research might consider including employees the health sector and other public organizations such as the immigration/police departments which play important strategic roles in the UAE economy. Also, future research might consider extending the scope of the study to include institutions in similar neighboring countries in the region, such as Qatar and Kuwait. Practical implications The findings of this study points to the relative importance of trust, JS and perceived organizational performance in affecting TI in public and private sectors. These can be considered as indicators to assist managers in these sectors to better manage/minimize TIs. In particular, the findings indicate that managers in general (and UAE public sector managers in particular) need to monitor and better manage not only their employees’ JS but also perceptions of the overall performance of the organization. Originality/value While research on the influence of JS on TI in both of these sectors has been abundant over the years, studies examining the impact of trust and perceptions of organizational performance remain few and are largely lacking. Also, studies on turnover in the UAE (and particularly those comparing public and private sectors) remain largely lacking. This study and its findings fill this gap and provide some insights on the differential impact of trust, JS and perceived organizational performance on employee TIs in public-private sectors, particularly in the UAE context.
13
Thompson, Robert McLeay, and Neal Francis Ryan. "Organizational Reframing: The Commercialization of a Public Sector Organization." Academy of Management Proceedings 2013, no. 1 (January 2013): 15053. http://dx.doi.org/10.5465/ambpp.2013.15053abstract.
Full text
14
Nelson, Barbara L., Robert C. Johns, and Robert J. Benke. "Challenges of Upgrading Strategic Capability in Public Sector." Transportation Research Record: Journal of the Transportation Research Board 1558, no. 1 (January 1996): 122–29. http://dx.doi.org/10.1177/0361198196155800117.
Full textAbstract:
Noting significant shifts in public expectations of government transportation policy, management at the Minnesota Department of Transportation concluded that its approach to internal operations and external affairs required adjustment. After thoughtful discussion of the options, management decided to import and adapt advanced management techniques from the private sector in ways that were consistent with public sector values and introduce them by means that would support healthy development of a learning organization. This innovative approach produced benefits for the organization. It also demonstrated the unique challenges public sector organizations have in upgrading strategic capability: creating a framework of outcomes that are clear and congruent; adapting strategic techniques to agree with public sector organizational values and introducing them in ways that garner public acceptance; being accountable for shaping a future according to shared public aspiration; creating systems to provide the grist for strategic analysis in forms compatible with the methodologies; creating clarity in the organization's conceptual and strategy framework so that strategic techniques achieve their promise; producing an aspiration for the future that is shared by the general public; and setting a longer-term goal that inspires commitment. A conceptual framework is offered. Analysis of the challenges—challenges anticipated and challenges apparent only in after-the-fact reflection—highlights complex issues faced by public-sector management executing a strategic upgrade.
15
Hamour, Mergani. "Organization Structure of public Sector Institutions." Journal of King Abdulaziz University-Economics and Administration 1, no. 1 (1988): 109–29. http://dx.doi.org/10.4197/eco.1-1.9.
Full text
16
Lo Presti, Letizia, and Giulio Maggiore. "Business Organization as Public Partner of Community: A Social Vision of the Organization Through the Public Engagement." International Journal of Business Administration 11, no. 2 (March 31, 2020): 57. http://dx.doi.org/10.5430/ijba.v11n2p57.
Full textAbstract:
The importance of private organizations for social and economic development has been a motivating factor for understanding the role of public engagement as a lever of competitive advantage.In recent years the public engagement construct was defined and conceptualized differently in public sector. Instead, few papers have analysed the implications of public engagement for private sector. The difficulty to contextualize and conceptualise correctly public engagement for the private sector is liable for the lack of a thorough description of its antecedent factors and main definitions.This research uses a Systematic Literature Review as research method and analyses 21 papers published in the main journals of management. The study found that public engagement and community engagement are the main conceptual approaches used to explain the engagement of private sector with their publics. Social and dialogical dimensions of communication are factors influencing the engagement of the publics in the private sector. This research aims to study public engagement in a management perspective and advance the understanding of this construct also in private organizations.
17
de Vries, Hanna, Lars Tummers, and Victor Bekkers. "A stakeholder perspective on public sector innovation: why position matters." International Review of Administrative Sciences 84, no. 2 (December 18, 2017): 269–87. http://dx.doi.org/10.1177/0020852317715513.
Full textAbstract:
Studies on the adoption of innovations often treat an organization as a uniform entity. Such studies implicitly assume that perceptions regarding the adoption of an innovation are identical across the organization. However, organizational theory and change management literature argue that organizations are composed of distinct groups that have different values and goals. It is therefore important to dissect the organization and to look at the various internal stakeholders involved. In this study, we follow this advice and study how two key organizational groups (city managers and Works Council members) perceive their organization’s members’ views regarding the specific innovation of teleworking. We use unique data collected through two nationwide surveys of city managers and Works Council members. The results show that there are crucial differences in the perceptions of the two groups, with city managers generally being more positive about the innovation. Based on our analysis, we conclude that it is important to distinguish between different organizational stakeholders in the innovation adoption process and that managers should be aware of a bias in their perceptions. Points for practitioners It is important to distinguish between the various organizational stakeholders in the innovation adoption process because they probably have different attitudes regarding an innovation. Managers should look beyond their own perceptions regarding an innovation and be aware that they are probably more positive in their perceptions than are others in their organization. More specifically, we found that Works Council members attach more importance to the ability to try out innovations before their full introduction than city managers. It is also more important for them that an innovation seems easy to implement and use.
18
Buttiens, Dorien, and Annie Hondeghem. "Strategic choices regarding talent management in the Flemish public sector." Society and Economy 37, no. 1 (March 1, 2015): 49–72. http://dx.doi.org/10.1556/socec.37.2015.1.3.
Full textAbstract:
In the past decade, talent management (TM) research has mainly focused on (large) organizations in a for-profit context. From this, it has been established that it is important to apply a contingency perspective since ‘organizations develop talent systems which reflect particular organizational objectives in the context of the strategic constraints which they face’ (Vaiman & Collings 2013). Furthermore, Vaiman & Collings (2013) state that future research thus should aim to connect the talent management policy of an organization to the corporate culture and business strategy. In addition, Thunissen et al. (2013a) acknowledge that the approach to talent is not only determined by the management of an organization but also by other stakeholders (e.g. employees and society). This article aims to contribute to these concerns in the literature by using the contextually based human resource theory (CBHRT) of Paauwe (2004) in a public sector context. The CBHRT tries to explain the choice for an HR policy by looking at several dimensions in the (institutional) environment of an organization and by taking into account the influence of stakeholders. Furthermore, by focusing on the Flemish government, this article meets the call to further research on TM in underexplored research areas.
19
Michalik, Izabela. "INNOVATIVE METHODS OF KNOWLEDGE SHARING IN PUBLIC SECTOR ORGANIZATIONS." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 19, no. 1 (March 30, 2018): 91–106. http://dx.doi.org/10.5604/01.3001.0012.0517.
Full textAbstract:
The public sector organizations are the subject of the continuous development, which includes introduction of innovative changes. They are based on creative problem solving, applying new solutions and methods of operations, so on learning and creating knew knowledge. In the public sector organization knowledge is one of the most important resources and it has the key significance for the position of an organization, so innovative practice, connected with knowledge sharing, are particularly essential. Technological progress contributes the increased knowledge, gained in organizations, and knowledge sharing builds the identity of the organization and workers’ loyalty, what leads to the reaching the effect, which brings benefits to the whole organization. The aim of this article is a presentation of the characteristic features of knowledge, together with strategies of its codification and personalization, the review of innovative methods of knowledge sharing in the public organizations, as well as the indicate the effects of innovative knowledge sharing.
20
Pakarinen, Mikko, and Petri Juhani Virtanen. "Matrix organizations and cross-functional teams in the public sector: a systematic review." International Journal of Public Sector Management 30, no. 3 (April 10, 2017): 210–26. http://dx.doi.org/10.1108/ijpsm-04-2016-0065.
Full textAbstract:
Purpose The purpose of this paper is to review the empirical research on matrix organizations and cross-functional teams (CFTs) in the public sector, focussing on typical application areas and settings and on motivation for deployment and evidence of utility. Design/methodology/approach This is a systematic literature review compiled from several electronic databases. Data cover the period from 1990 to 2015 and are confined to academic articles written in English. Findings Applications of the matrix approach in public sector organizations are found in human resource management and performance management, service development and public procurement, and creation of new organizations or organization reform and network organizations. While the proven utility of matrix organization is often unclear, especially CFTs are linked to better organizational performance, improved coordination, internal collaboration and development of cross-boundary tasks. Research limitations/implications Methodological limitations relate to excluded data due to non-accessible articles. Practical implications The findings have practical implications for public sector organizations in adapting to a changing environment. Originality/value This is the first systematic literature review of matrix management in public sector organizations.
21
Choy Chong, Siong, Kalsom Salleh, Syed Noh Syed Ahmad, and Syed‐Ikhsan Syed Omar Sharifuddin. "KM implementation in a public sector accounting organization: an empirical investigation." Journal of Knowledge Management 15, no. 3 (May 31, 2011): 497–512. http://dx.doi.org/10.1108/13673271111137457.
Full textAbstract:
PurposeThis study aims to investigate how accountants working in a large public sector accounting organization perceive KM implementation issues in their organization. An integrated KM framework that interconnects KM enablers, knowledge sharing process, and organizational performance derived from the literature is proposed and adopted in this study.Design/methodology/approachThe accountants working at the Accountant‐General's Department (AGD) under the Ministry of Finance, Malaysia are selected for an in‐depth study through the use of a self‐reporting questionnaire. The model's validity was confirmed through factor analysis. The data were then analyzed using multiple regression analyses.FindingsThe statistical results provide strong support for the KM framework. There are positive effects of KM enablers and knowledge sharing process towards organizational performance. When both the variables are regarded as antecedents of organizational performance, knowledge sharing process and technology resources are among those of highly significant enablers.Research limitations/implicationsThis research was conducted in only one organization among the lower echelon accountants, thereby limiting the generalizability of the results obtained. This paper provides a framework for developing an instrument for assessing the AGD, which has drawn plans to institutionalize KM. As a knowledge nexus of public sector accounting knowledge and practice, the AGD has to place serious emphasis on the significant KM enablers in drawing up its KM implementation strategy in order to effectively manage and leverage the intellectual assets of its professional intellects. This will enable it to reap better performance.Originality/valueThis study has extended knowledge in KM, especially concerning KM implementation issues in public sector organizations. Moreover, this research is among the first empirical works to address KM implementation in a public accounting organization.
22
Longenecker, Clinton O., and Nick Nykodym. "Public Sector Performance Appraisal Effectiveness: A Case Study." Public Personnel Management 25, no. 2 (June 1996): 151–64. http://dx.doi.org/10.1177/009102609602500203.
Full textAbstract:
Performance appraisal usage is expanding in public sector organizations across the U.S. Organizations employ the formal appraisal process with the belief that it provides them with a host of potential human resource benefits. In this study, 254 members of a large public sector organization were surveyed to assess the degree to which the organization's formal performance appraisal system was perceived as being effective in serving functions typically associated with the appraisal process. In addition, differences in manager/subordinate perceptions were analyzed and suggestions for improving the appraisal process were solicited. This research demonstrates that a properly developed appraisal process can serve both managers and subordinates in a number of important areas. At the same time, several critical functions of the appraisal process were found to be less than effective. A discussion of the implications of these findings to both academics and practitioners is included.
23
Ștefan, Maria-Cristina, and Alina Gabriela Brezoi. "Ensuring Performance - A Permanent Challenge for Public Sector Organizations." Economic Insights – Trends and Challenges 2021, no. 3 (2021): 97–108. http://dx.doi.org/10.51865/eitc.2021.03.09.
Full textAbstract:
Organizational performance is one of the most important topics in specialized research and can be considered the most important indicator of an organization's success. Performance in the enterprise expresses not only the decrease of the cost-value pair, but everything that brings to the fore its efficiency and effectiveness, materialized in indicators. Performance management is a specialized form of general management that focuses on increasing performance in the organization, a process based on a specific system of principles and rules, methods, techniques and tools.
24
Arrowsmith, James, and Keith Sisson. "Decentralization in the Public Sector." Articles 57, no. 2 (July 28, 2003): 354–80. http://dx.doi.org/10.7202/006784ar.
Full textAbstract:
Summary Decentralization has been an important international development in large organizations, including those in the public sector, in recent years. The introduction of self-governing trusts in the U.K. National Health Service in the early 1990s serves as a paradigm case of public sector decentralization, managerialism and marketization. Local managers were able to develop their own employment arrangements in order to improve the recruitment, retention and deployment of labour. This article finds that pay initiatives were subverted by environmental constraints but change proceeded in the organization of working time. The findings have implications beyond the U.K. and health service context, notably the conceptual relevance of the “firm-in-sector” framework and the policy limits and potential of decentralization.
25
Ajmal, Mian M., Ville Tuomi, Petri T. Helo, and Maqsood Ahmad Sandhu. "TQM Practices in Public Sector." International Journal of Information Systems in the Service Sector 8, no. 1 (January 2016): 34–44. http://dx.doi.org/10.4018/ijisss.2016010103.
Full textAbstract:
This study aims to discuss the evolution, principles, and stages of total quality management (TQM) in public health care organizations. It also makes a comparison that how case organizations think about quality and TQM along with its applicability within public sector. The study can be categorized as qualitative research. The data is collected from semi structural interviews of the informants and the concerning documents, which consist of strategy, policy papers and audit reports of the case organizations. Altogether there are two case organizations. Furthermore, data is analyzed with the help of content analysis. Most vital issues in TQM practices are its comprehensiveness, and its application in such a way which is appropriate for the organization, with a logical way of operation and the participation of management and personnel. Training, guidance, teamwork, involvement and learning are imperative for achieving a continuous improvement culture and are vital elements when adopting TQM. Managers should learn from the experience of TQM implementers by studying expected challenges and pitfalls. They should also pay more attention to the crucial role of all stakeholders in the TQM implementation. The study could be quite valuable from a strategic perspective in providing guidelines to build up a proper plan for TQM practices more promptly. The paper also manages to shed light on TQM practices of public service organizations by comparing their current approaches to quality.
26
Supriatna, Metha Djuwita. "Knowledge sharing activities among public sector employees: Evidence from Indonesia." JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen 17, no. 2 (November 26, 2020): 121. http://dx.doi.org/10.31106/jema.v17i2.6686.
Full textAbstract:
Knowledge sharing has an important role in the management of any organization. It can lead to increased knowledge creation, collaboration level, and level of innovation, which, in turn, increases organizational performances. However, few studies have empirically examined the effect of knowledge sharing activities on an individual's belief in a public sector organizational setting, especially in Indonesia. This study was conducted to analyze the role of knowledge sharing in affecting the activities of creative self-efficacy within public organizations. This study used purposive sampling which designed to focus on employees who have positioned as a researcher in one of Directorate of Ministry of Public Works and Housing of the Republic of Indonesia. The questionnaire used in this study was adapted from Brockhus and Yu instruments. The result of this study shows that there is a positive and significant effect of knowledge sharing activities on creative self-efficacy. The higher the level of knowledge sharing activities within the organization, the more it will encourage creative self-efficacy. The majority of the respondent in this study that classified as Y generation (Millenials) was the main reason of the differences between the conclusion of this study and previous ones who argues that knowledge sharing initiatives are more difficult to be implemented in public sector organization as many of public sector officers believe that the activities of knowledge sharing meant losing power and an extra work surface.
27
Kuprenas, John A., Paul S. Chinowsky, and Winifred Harano. "Strategic Planning in Public Sector Engineering Organization." Journal of Management in Engineering 16, no. 5 (September 2000): 34–40. http://dx.doi.org/10.1061/(asce)0742-597x(2000)16:5(34).
Full text
28
Макашина, Ольга Владиленовна, and Наталия Сергеевна Красникова. "THE ALGORITHM OF ORGANIZATION OF FINANCE OF THE PUBLIC SECTOR." «Izvestia vyssih uchebnyh zavedenij. Seria «Ekonomika, finansy i upravlenie proizvodstvom», no. 4 (46) (December 29, 2020): 25–34. http://dx.doi.org/10.6060/ivecofin.2020464.500.
Full textAbstract:
The purpose of the study was to identify the reasons why there was a need to form a new model of public sector finance and develop an algorithm for organizing public sector finance. The article compares the provisions of the guidelines developed by the international monetary fund on public finance statistics. The authors proceeded from the guidelines that the starting point for the organization of public sector Finance was the identification of institutional units and activities that relate to the public sector. This made it possible to determine the composition of public sector finances. The purpose of the organization of public sector finance is to meet the socio-economic needs of society, ensuring compliance with the appropriate level of national security. The need for the functioning of institutional units in the public sector is related to the fact that it would be impossible to meet public needs on a purely entrepreneurial basis. It is determined that the practical application of the principles of classification of sectors will be required in cases where it is necessary to find out whether a particular entity belongs to institutional units and, if so, to which sector (either to the public administration sector or to state corporations). The paper shows that from the point of view of the impact on fiscal policy, public sector finances include the finances of the public administration sector, which in turn consists of institutional units that are mainly engaged in non-market activities, and the finances of state corporations (organizations). The proposed approach to the organization of public sector Finance based on the concept of institutional units will increase the availability of key statistical data. This is certainly in line with the desire of most countries to increase transparency and accountability in the public sector. In addition, it helps to identify shortcomings at the early stages of the deterioration of the financial situation in the country and to take timely corrective measures
29
Baškarada, Saša, and Brian Hanlon. "Corporate portfolio management in the public sector." Journal of Management Development 37, no. 4 (May 14, 2018): 333–40. http://dx.doi.org/10.1108/jmd-04-2017-0107.
Full textAbstract:
PurposeAlthough corporate portfolio management (CPM) has been a popular tool for strategic management of multi-business portfolios in the private sector since the late 1960s, it has received limited attention in the public sector. Accordingly, empirical research on the use of CMP in government organizations is virtually non-existent. The purpose of this paper is to partially fill that gap in the literature by highlighting and discussing some of the key points that public sector organizations may need to consider when adopting CPM.Design/methodology/approachRather than deductively proposing and testing narrowly specified hypotheses, this study aims to answer a broad research question, namely: What are the key points that public sector organizations may need to consider when adopting CMP? Hence, the study adopts the qualitative interpretive research paradigm. The findings are based on empirical research conducted in a large Australian publicly funded research organization. Potential application of CPM was iteratively and incrementally explored with a reference group comprising 15 middle management representatives and several members of the senior leadership group over the course of one year.FindingsAssessment criteria traditionally used in CPM (e.g. growth potential and market share) are generally not applicable in public sector organizations. This paper suggests that government organizations should instead consider past performance and future potential of individual business units, which may be operationalized via capability (a function of human capital and associated resources/infrastructure) and delivery (a function of the demand for, and the impact of, relevant business units). The paper also highlights the importance of organization-wide consultation, evidence-based decision making, and contestability.Originality/valueFrom a practical perspective, the paper may assist public sector organizations with adapting and applying CPM. From a theoretical perspective, the paper highlights an important and relatively neglected research problem, and suggests several avenues for future research.
30
Adnan, M. Fachri, Nika Saputra, Syamsir Syamsir, and Rizki Afri Mulia. "Implementation of Decision Making in the Public Sector in Indonesia." International Journal of Scientific Research and Management 10, no. 02 (February 23, 2022): 22–31. http://dx.doi.org/10.18535/ijsrm/v10i2.ps01.
Full textAbstract:
In the organization, decision-making is based on the authority governed by the organization's needs. Inaccuracies in decision-making regarding the forum, process, approach, and the decision results will reduce the power of cohesion between organization members in supporting the decision. This study aims to identify, review, evaluate, and interpret research related to the decision-making process in organizations. With the Systematic Literature Review approach pattern in journals that have been published from 2016 to 2021, the results show that current decision-making implementation research focuses on two topics and trends: supervision and the role of leaders. The method that is often used in research on the implementation of decision-making is a quantitative approach of 75% and a qualitative approach of 25%. The cause of the low performance of decision-making in the public sector is a leader who allows himself to be overwhelmed by doubts controlling his way of thinking and acting.
Keywords: Systematic Literature Review, Implementation, Decision Making.
31
Huma, Zill-e., Saddam Hussain, Ramayah Thurasamy, and Muhammad Imran Malik. "Determinants of cyberloafing: a comparative study of a public and private sector organization." Internet Research 27, no. 1 (February 6, 2017): 97–117. http://dx.doi.org/10.1108/intr-12-2014-0317.
Full textAbstract:
Purpose Cyberloafing is the personal use of internet while at work. The purpose of this paper is to identify the factors affecting cyberloafing between public and private sector organizations. Design/methodology/approach This study uses the multiple motivational factors with the help of a theoretical paradigm, renowned as theory of interpersonal behavior (TIB). Data were collected through questionnaire to investigate the different behavioral factors between the public and private sector organizations. PLS path modeling and PLS-MGA are used to access the results on SMARTPLS 2.0 software. Findings Results show that the three factors of habit, intention, and social influences taken from the TIB model are important and have a higher path coefficient in a public sector organization setting. The factors of affect, facilitating condition and perceived consequences from TIB are greater in a private sector organization and have a higher path coefficient. By contrast, in multiple group analysis, results show that some factors are more predictive of cyberloafing behavior in a public sector organization, whereas other factors are more predictive for a private sector organization. Practical implications The findings of the current research are beneficial for both organizations and contribute toward policy-making decisions. These results help the managers of public and private sector organizations to decide how to control cyberloafing behavior by focusing on the important factors that lead to it. Originality/value This study shows strong and significant differences between the two types of organizations in terms of path coefficient. This implies that cyberloafing factors have different impacts on different organizations. The study fills an important gap in comparing public and private sector organizations with respect to cyberloafing behavior and clarifying which factors are more effective in predicting cyberloafing behavior according to type of organization. The paper is of great value for both kinds of organizations that face cyberloafing behavior issues.
32
Sanneh, Lamin, and Saud A.Taj. "Employee Engagement in the Public Sector: A Case Study of Western Africa." International Journal of Human Resource Studies 5, no. 3 (July 31, 2015): 70. http://dx.doi.org/10.5296/ijhrs.v5i3.8088.
Full textAbstract:
Employee engagement and its relationship with organizational performance have recently gained immense attention amongst the scholars of organizational studies and human resource development. However, this relationship has widely been examined in the private sector organizations operating in the Western developed countries and its application in the African public sector still remains a major gap in the engagement literature. In order to address this gap, we investigate the different factors of employee engagement and their impact on organizational performance in the public sector of West Africa while taking the case of Gambia Ports Authority, one of the biggest public sector employers in Gambia. A case study approach was adopted with questionnaires designed and distributed to 327employees of the Gambia Ports Authority, one of the largest public sector employer in the Gambia. The survey included employees at different levels including senior managers, directors, and junior level staff. Findings suggest that various factors have significant impact on employee engagement with the exception of team and co-worker relation. Amongst other factors, leadership had the strongest influence employee engagement in African public sector. Overall, a positive relationship was found between employee engagement and organizational performance. Findings also indicate that employees who feel engaged and connected with the organization attempt to reciprocate and show greater enthusiasm towards work (work engagement) and to the organization (organizational engagement), which could lead to improved performance.
33
Liyana Mohd Kamil, Nurul, Abdullah Abdul Rahman, and Christine Robert. "A Linkage between Personal Characteristics and Entrepreneurial Behavior in the Malaysian Public Sector." International Journal of Engineering & Technology 7, no. 4.15 (October 7, 2018): 514. http://dx.doi.org/10.14419/ijet.v7i4.15.25767.
Full textAbstract:
Entrepreneurial behavior within an organization is deemed relevant as an instrument to foster organizational growth, develop a strategic vision and create an energetic work environment because of its valuable impact on the performance of service. Beneficial display of entrepreneurial behavior by organizational members contributes to the venture significant of an organization. Although multiple kinds of research suggest the importance of individual entrepreneurial behavior in organizations, an empirical study on its predictors, particularly within the public sector is still infancy. Thus, the paper aims to provide an integrated review of the role of personal characteristics (in the form of entrepreneurial leadership, self-efficacy, and career adaptability) on entrepreneurial behavior among Malaysian public sector’s managers, which could subsequently exhibit the performance of the excellent services.
34
Liyana Mohd Kamil, Nurul, Abdullah Abdul Rahman, and Christine Robert. "A Linkage between Personal Characteristics and Entrepreneurial Behavior in the Malaysian Public Sector." International Journal of Engineering & Technology 7, no. 4.15 (October 7, 2018): 514. http://dx.doi.org/10.14419/ijet.v7i4.15.25768.
Full textAbstract:
Entrepreneurial behavior within an organization is deemed relevant as an instrument to foster organizational growth, develop a strategic vision and create an energetic work environment because of its valuable impact on the performance of service. Beneficial display of entrepreneurial behavior by organizational members contributes to the venture significant of an organization. Although multiple kinds of research suggest the importance of individual entrepreneurial behavior in organizations, an empirical study on its predictors, particularly within the public sector is still infancy. Thus, the paper aims to provide an integrated review of the role of personal characteristics (in the form of entrepreneurial leadership, self-efficacy, and career adaptability) on entrepreneurial behavior among Malaysian public sector’s managers, which could subsequently exhibit the performance of the excellent services.
35
Liyana Mohd Kamil, Nurul, Abdullah Abdul Rahman, and Christine Robert. "A Linkage between Personal Characteristics and Entrepreneurial Behavior in the Malaysian Public Sector." International Journal of Engineering & Technology 7, no. 4.15 (October 7, 2018): 514. http://dx.doi.org/10.14419/ijet.v7i4.15.25769.
Full textAbstract:
Entrepreneurial behavior within an organization is deemed relevant as an instrument to foster organizational growth, develop a strategic vision and create an energetic work environment because of its valuable impact on the performance of service. Beneficial display of entrepreneurial behavior by organizational members contributes to the venture significant of an organization. Although multiple kinds of research suggest the importance of individual entrepreneurial behavior in organizations, an empirical study on its predictors, particularly within the public sector is still infancy. Thus, the paper aims to provide an integrated review of the role of personal characteristics (in the form of entrepreneurial leadership, self-efficacy, and career adaptability) on entrepreneurial behavior among Malaysian public sector’s managers, which could subsequently exhibit the performance of the excellent services.
36
Palade, Horatiu Constantin, Sergiu Stefan Nicolaescu, Claudiu Vasile Kifor, Ioan Bondrea, and Liviu Balan. "Managing Knowledge in Public - Private Partnerships for R&D Centres." Balkan Region Conference on Engineering and Business Education 1, no. 1 (November 1, 2015): 114–22. http://dx.doi.org/10.1515/cplbu-2015-0014.
Full textAbstract:
AbstractThe organizations from private sector are living into an era of innovation, innovation that can be enhanced through research inside academic sector. The European and national initiative is to foster collaboration between them and develop a climate of challenging both sectors pursuing innovation.The paper is proposing a model of collaboration between a private organization from automotive industry and four layers of higher education. The academic side: bachelor, master and PhD students together with a PhD Adviser, is involved into a vivid bidirectional feedback with the private organization, creating a Research Group. The methodologies used during research consist of bibliographic research, observational research inside organization and interview technique. The research proves that existing models tend to fall off when faced with frequent changes but the proposed one can enrich academic and private results.The main purpose of the model is to develop an efficient collaboration for R&D PPPs into creation of a Software platform that integrates the continuous improvement techniques inside projects, organizations and onto human resources.
37
Azeem, Mohammed Abdul, and Saneem Fatima. "Factors Hindering Managerial Effectiveness – A study of Select Public and Private Sector Organizations." Asia Pacific Business Review 3, no. 2 (July 2007): 52–63. http://dx.doi.org/10.1177/097324700700300206.
Full textAbstract:
Success of any organization depends to a large extent on the effectiveness of its managers. Managerial effectiveness is seen as the degree to which management achieves the organizational goals given its environmental constraints and unpredictable events entailing the growth, adaptability, health and viability of the organization. Managerial effectiveness implies the handling of the managerial functions with competence. This paper attempts to study the factors which hinder managerial effectiveness in select public and private sector organizations. In this respect, two public and private sector organizations in India were selected. Data was collected from managers at different levels i.e., top, middle and lower level managers through a structured questionnaire designed for this specific purpose. The data collected was then subjected to Factor Analysis i.e., Principal Component Analysis with Varimax rotation. A total of eight and seven factors hindering managerial effectiveness came to the forefront from this study of Public and Private sector organizations respectively.
38
Ukachi, Allison Patricia, Anugwu Clara Chika, and Okoli, Ifeanyi Emmanuel Nuel. "ACHIEVING ORGANIZATIONAL PERFORMANCE THROUGH TRANSFORMATIONAL LEADERSHIP APPROACH: A STUDY OF SELECTED PUBLIC SECTOR ORGANIZATIONS." International Journal of Management & Entrepreneurship Research 3, no. 8 (September 23, 2021): 288–302. http://dx.doi.org/10.51594/ijmer.v3i8.251.
Full textAbstract:
The aim of this study was to investigate ways of achieving organizational performance through transformational leadership approach, a study of selected public sector organizations in Anambra State Nigeria. The survey research design was used for this study. The study population was three thousand four hundred and thirty six staff (3436) while the sample size was three hundred and forty five (345) arrived at using Krejcie and Morgan (1970) formula. Bowley’s Population Allocation Formula (1964) was used in arriving at the number of questionnaire allocated to each sampled organization because of the differences in the number of employees. Questionnaire was used for data collection. The reliability of the questionnaire was tested by using Cronbach's alpha to access the internal consistency of the items. The study employed expert judgment approach to access content validity. Pearson’s product moment correlation technique was adopted to analyze the data at 0.05 level of significance. The findings indicate that transformational leadership and organizational performance in the selected public sector organizations had a strong positive and significant correlation. Keywords: Transformational Leadership, Public Sector Organization, Organizational Performance, Social Exchange Theory.
39
Sidiq, Darmawan, and Rudy M. Harahap. "An Overview on the Public Relations Strategic Management in Public Sector Organizations." Advanced Journal of Social Science 5, no. 1 (June 1, 2019): 73–80. http://dx.doi.org/10.21467/ajss.5.1.73-80.
Full textAbstract:
Public relations are an important aspect that must be considered by public sector organizations to achieve its objectives. Strategic management is a valuable tool to aid public sector organizations in developing its public communication programs regarding the public relations. This paper attempts to explore the basic concepts that is important regarding the issue through literature review of several previous studies on public relations strategic management in public sector organizations. From these literature, this paper concludes that in order to achieve its public relations objectives, public sector organizations will have to: identify the groups that make up the public, understand the positioning of the organizations as well as the public groups; choose the best public relations strategy; and formulate the tailored messages to be communicated to each public groups according to the strategy chosen by the organization.
40
Palm, Klas, and Johan Lilja. "Key enabling factors for organizational ambidexterity in the public sector." International Journal of Quality and Service Sciences 9, no. 1 (March 20, 2017): 2–20. http://dx.doi.org/10.1108/ijqss-04-2016-0038.
Full textAbstract:
Purpose The capability of an organization to perform not only incremental quality improvements to the existing processes and products but also innovative or radical improvements that explore new opportunities is referred to as organizational ambidexterity. Research indicates that the long-term success of organizations demands a dynamic balancing of and excelling at both perspectives. However, there is considerably less clarity as regards how this can be achieved. The purpose of this paper is to empirically explore enabling factors for organizational ambidexterity in the public sector. Design/methodology/approach This study is a qualitative study based on interviews with managers at two public organizations in Sweden. The analysis is conducted using a soft system methodology. Findings Nine enabling factors for organizational ambidexterity are identified and presented in two pictures inspired by the Soft System Methodology. The study indicates that it above all is important to create leeway for exploration to achieve organizational ambidexterity in the public sector. The study strengthens the belief that some quality movement values and tools can be considered important, whereas others can counteract the ability to achieve organizational ambidexterity in public administration. Practical implications Practitioners and scholars can use the identified enablers and the Soft System Methodology presented in this study to examine and develop the organizational ambidexterity of other public organizations. Originality/value This study explores empirically the concept of ambidexterity in the public sector, a perspective that few previous scholars have studied.
41
Jacobsen, Dag Ingvar. "Publicness as an antecedent of transformational leadership: the case of Norway." International Review of Administrative Sciences 83, no. 1 (July 10, 2016): 23–42. http://dx.doi.org/10.1177/0020852315575000.
Full textAbstract:
A large number of empirical studies have shown a wide range of positive effects of transformational leadership, which is arguably the dominating leadership paradigm in the last two decades. In this study, we ask whether this type of leadership is as common in public as in private organizations. Through a survey, the leadership style of 2488 leaders in Norwegian organizations with more than ten employees was mapped out. Focus is set on whether the occurrence of transformational leadership varies according to an organization’s publicness. It is hypothesized that the effect of publicness on transformational leadership will be mediated through bureaucratization, centralization, professionalization, pro-social motivation and gender composition. The study controls for organization size and task, variables often missing in comparisons of public and private organizations. The main finding is that publicness has no direct effect on transformational leadership when controlling for main task, organizational size and the leader’s gender. However, it does affect transformational leadership indirectly through bureaucratization, professionalization and gender composition. Based on the findings, more general implications for comparing public and private organizations are discussed. Points for practitioners It is often claimed that leadership in the public sector is different from leadership in the private sector. This study shows that such a claim is an oversimplification. First, there should be an awareness that leadership does not take place only in the private or public sector, but also in a myriad of hybrids between the public and the private sectors. Second, various challenges for leaders may be more strongly linked to basic features such as task and organizational size, rather than to whether an organization is public or private.
42
Czarniawska-Joerges, Barbara. "The Wonderland of Public Administration Reforms." Organization Studies 10, no. 4 (October 1989): 531–48. http://dx.doi.org/10.1177/017084068901000404.
Full textAbstract:
The students of public sector organizations are often surprised by the phenomenon of repetitive, costly and inconclusive reforms, which seem to be an unavoidable part of the public sector landscape. One possible reaction to it is to make a rationalistic critique and then to issue recommendations for improvement. An alternative is to look for a different perspective in analyzing functions of reform. A study of Sub-municipal Committee reform in Swedish municipalities is analyzed in terms of a symbolic accomplishment. In the light of the results, it is somewhat doubtful whether so-called reforms change organizational forms, but they do help to re-shuffle power, achieve a renewed legitimacy, re-socialize organization members and, in general, introduce variety into routines of organizational life.
43
Kumar, Naresh, Dr Padma K., and Ramesh Kumar. "Factors Determining Employee Retention A Study on Indian Public Sector Unit." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 6, no. 3 (October 15, 2013): 834–42. http://dx.doi.org/10.24297/ijmit.v6i3.721.
Full textAbstract:
Employee Retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. With the increasing attrition in organizations especially in Indian Public Sector Organization, it has become a question of study. This paper deals with factors that are affecting the retention of employees in Indian Public Sector Organization and its impact on the Organization. The present paper uses Frequency and Cross-tab methodology for identifying the major factors relating to employee retention. The survey has been conducted in National Thermal Power Corporation Ltd (NTPC) Ramagundam.
44
Flieger, Michał, and Paweł Gutt. "Role and Importance of Staff Recruitment for Effectiveness of Public Organizations." Kwartalnik Ekonomistów i Menedżerów 21, no. 3 (July 1, 2011): 47–58. http://dx.doi.org/10.5604/01.3001.0009.5750.
Full textAbstract:
In contemporary public sector organizations there is a consensus that staff quality is the key factor resulting in a success of the whole organization. It is a way to produce and sustain competitive advantage that is necessary in nowadays public sector to develop fast. In the article there is an analysis of similarities between Polish Army functioning in the area of human resource management and other public sector organizations. The analysis has shown that there are many mechanisms which are common for all public organizations and thus it is possible to use the knowledge and experience of each organization to be successful. It is suggested that benchmarking platforms should be built and more interdisciplinary research should take place in the future. It will result in further and faster development of each organization involved.
45
et al., Alenezi. "Challenges facing Saudi public sector leaders during change." International Journal of ADVANCED AND APPLIED SCIENCES 8, no. 12 (December 2021): 14–24. http://dx.doi.org/10.21833/ijaas.2021.12.003.
Full textAbstract:
Organization change management has a poor success record and confronts leaders with many challenges, including employee resistance. The Saudi public sector is undergoing widespread changes under the government’s reform agenda, Vision 2030. However, there is little research on organizational change in the Arab world; what exists locks depth and pays little attention to leaders’ roles. This paper explores the challenges facing Saudi public sector leaders and the response strategies adopted in two public sector organizations undergoing a recent change. Qualitative data were collected by unstructured interviews with six department leaders and 21 subordinates involved in change implementation. Challenges faced included the hierarchical organizational and sectoral structure, bureaucracy, high power distance, constraints on leaders’ autonomy, the gender-sensitive national culture, and employee resistance. Leaders employed a variety of strategies to cope with and mitigate these challenges, to achieve change success, notably, improving communication to explain the change, provide clarity and alleviate concerns. Leaders also become less authoritarian and more employee-focused, applying flexibility, providing opportunities for employee participation, and using various motivational strategies to gain employee commitment and improve productivity limitations of the study are the small convergence sample reflecting one project in one sector and the inability to follow change progress over time. The insight afforded by rich qualitative data on experienced challenges and leader behavior enables implications to be drawn for motivational strategies and communication with other public sector organizations involved in change projects.
46
Carrell, Michael R., and Everett E. Mann. "Defining Workforce Diversity in Public Sector Organizations." Public Personnel Management 24, no. 1 (March 1995): 99–111. http://dx.doi.org/10.1177/009102609502400108.
Full textAbstract:
Workforce diversity has been increasingly discussed and debated within the public sector. The concept received national attention following two reports issued in the late 1980's by the U.S. Department of Labor. The term “workforce diversity”, however, did not appear in either report and has not been specifically defined by any appropriate federal organization. In practice, it has developed a number of definitions and meanings. The purpose of this research was to determine how public sector administrators define this new concept and to what extent diversity policies and programs have actually been implemented within public organizations. The findings indicate the extent to which workforce diversity has been implemented in public organizations, the nature of diversity programs, and the reported positive and negative effects of existing programs.
47
Adaba, Godfried B., and Lazar Rusu. "IT Governance Practices in a Public Organization in Ghana." International Journal of Innovation in the Digital Economy 5, no. 2 (April 2014): 14–23. http://dx.doi.org/10.4018/ijide.2014040102.
Full textAbstract:
The strategic importance of information technology (IT) in today's organizations and dependence on IT to support e-government strategies has increased the interest in IT Governance (ITG) in public sector organizations. From this perspective, this paper examines ITG practices in a public organization in Ghana (that has a responsibility to mobilize revenue for national development) in order to gain an insight into IT governance structures, processes and relational mechanisms and understand how this contributes to adding value through IT. The findings have revealed that this public organization has a centralized approach to IT governance, with inadequate board involvement concerning how IT investments can bring value and improve organizational performance. Furthermore, there are no IT steering and strategy committees to oversee IT governance as best practice requires.
48
Rehman, Sana, Abdul Sami, Aniqa Haroon, and Asmara Irfan. "Impact Of Sustainable Leadership Practices On Public Sector Organizations: A Systematic Review of Past Decade." Journal of Public Value and Administration Insights 2, no. 3 (October 4, 2019): 1–5. http://dx.doi.org/10.31580/jpvai.v2i3.927.
Full textAbstract:
Leadership has identified as the important factor that participates in the public sector organization success. Therefore, the leader’s and subordinates effort put together in order to enhance the performance of an organization by leadership. In recent years, different leadership concepts have emerged for increasing sustainability of the organization in terms of sustainable leadership that is the newly established leadership style. This paper addresses the relationship between 23 sustainable leadership practices towards enhancing the performance of the organization. This paper purpose is to explore the theoretical review that sustainable leadership practices have an effect on public sector organizations. This literature review is gained from books and journals of SL practices in public organizations. The overall determination of this paper to highlight the benefits and values of leadership sustainability and practices by leaders adapted in public sector organizations
49
Magaireh, Asma Ibrahim, Hidayah Sulaiman, and Nor’ashikin Ali. "Identifying the Most Critical Factors to Business Intelligence Implementation Success in the Public Sector Organizations." JOURNAL OF SOCIAL SCIENCE RESEARCH 14 (February 2, 2019): 2395–414. http://dx.doi.org/10.24297/jssr.v14i0.8026.
Full textAbstract:
The BI is a new trend in public sector organizations that requires investigating the critical success factors (CSFs) which would provide a sound guidelines for determining the criteria to be considered during BI implementation. However, there is no sufficient empirical evidences that provide better understanding of the CSFs for the BI implementation in public sector organizations. This paper aims to identify the CSFs for BI system in the context of public sector organizations. This study adopts a mixed method approach using survey research method and qualitative interview using Jordanian public sector organization case. The findings of this research revealed that top management support, clear vision and strategic planning, team skills, user participation, organizational structure, user access and development technology are the most critical factors to BI implementation success in the public sector organizations. The findings of this study could assist the practitioners in the public sector organizations in planning, managing and implementing their BI projects properly by focusing on those CSFs of BI systems that provide them a better understanding to address issues and concerns related to BI implementation.
50
I. Magaireah, Asma, HidayahSulaiman HidayahSulaiman, and Nor’ashikin Ali. "Identifying the Most Critical Factors to Business Intelligence Implementation Success in the Public Sector Organizations." Journal of Social Sciences Research, no. 52 (January 25, 2019): 450–62. http://dx.doi.org/10.32861/jssr.52.450.462.
Full textAbstract:
The BI is a new trend in public sector organizations that requires investigating the critical success factors (CSFs) which would provide a sound guidelines for determining the criteria to be considered during BI implementation. However, there is no sufficient empirical evidences that provide better understanding of the CSFs for the BI implementation in public sector organizations. This paper aims to identify the CSFs for BI system in the context of public sector organizations. This study adopts a mixed method approach using survey research method and qualitative interview using Jordanian public sector organization case. The findings of this research revealed that top management support, clear vision and strategic planning, team skills, user participation, organizational structure, user access and development technology are the most critical factors to BI implementation success in the public sector organizations. The findings of this study could assist the practitioners in the public sector organizations in planning, managing and implementing their BI projects properly by focusing on those CSFs of BI systems that provide them a better understanding to address issues and concerns related to BI implementation.