A public sector reputation management framework for South Africa’s Eastern Cape Provincial Government

South Africa (SA) is one of the most financially unequal countries in the world. This situation is highlighted by disparate access to healthcare, particularly provision of kidney replacement therapy (KRT). Unlike the private sector, public sector access to KRT is highly rationed, and patient selection is based on suitability for transplantation and capacity. To investigate the state of the KRT service in Eastern Cape Province, SA, by analysing access to and provision of KRT in the province for individuals with end-stage kidney disease, as well as disparities between the private and public healthcare systems. This was a retrospective descriptive study to examine KRT provision and temporal trends in the Eastern Cape. Data were obtained from the South African Renal Registry and the National Transplant Waiting List. KRT provision was compared between the three main referral centres, in Gqeberha (formerly Port Elizabeth), East London and Mthatha, and between the private and public healthcare systems. There were 978 patients receiving KRT in the Eastern Cape, with an overall treatment rate of 146 per million population (pmp). The treatment rate for the private sector was 1 435 pmp, compared with 49 pmp in the public sector. Patients treated in the private sector were older at initiation of KRT (52 v. 34 years), and more likely to be male, to be HIV positive, and to receive haemodialysis as their KRT modality. Peritoneal dialysis was more commonly used in Gqeberha and East London as the first and subsequent KRT modality, compared with Mthatha. There were no patients from Mthatha on the transplant waiting list. There were no waitlisted HIV-positive patients in the public sector in East London, compared with 16% of the public sector patients in Gqeberha. The kidney transplant prevalence rate was 58 pmp in the private sector and 19 pmp in the public sector, with a combined prevalence of 22 pmp, constituting 14.9% of all patients on KRT. We estimated the shortfall of KRT provision in the public sector to be ~8 606 patients. Patients in the private sector were 29 times more likely to access KRT than their public sector counterparts, who were on average 18 years younger at initiation of KRT, probably reflecting selection bias in an overburdened public health system. Transplantation rates were low in both sectors, and lowest in Mthatha. A large public sector KRT provision gap exists in the Eastern Cape and needs to be addressed urgently.

PurposeThere is no single way of achieving business success. The concept of knowledge management (KM) builds on the existing management practices, integrating them into a philosophy for improving performance. This paper aims to understand the various dimensions of KM and how they differ in public and private sector organizations in India. It also attempts to identify the dimensions where one sector is better than the other and areas needing improvement.Design/methodology/approachThe paper uses a sample comprising 16 private and public sector organizations. A convenient sampling scheme was used. The extent of KM practices was evaluated with respect to dimensions, namely process, leadership, technology, culture and measurement.FindingsThe paper empirically shows that private sector organizations fare better statistically on all dimensions compared to public sector organizations. Although the private sector is ahead of the public sector on the raw mean scores of various dimensions, it has still a long way to go as the scores are below four on a scale of five. The scores are just satisfactory and there is further scope for improvement.Research limitations/implicationsThe study uses a sample of four public sector organizations and the findings may lack generalization. Therefore, it would be interesting to verify the findings using a larger sample size.Practical implicationsThe paper can serve as a best practice document for public and private sector organizations interested in adopting KM for improving performance.Originality/valueThe paper tries to bring forth concern areas for KM in Indian public and private sector organizations.

Public sector organizations are being scrutinized and held accountable for their use of funds, now more than ever. Further, taxpayers are increasingly comparing the public sector to the private sector, demanding better customer service. As an added dimension, public organizations find themselves spending more on information technology (IT), even as their budgets come under pressure. In a situation similar to the private sector, public organizations find a large number of IT projects that are over budget, behind schedule, and producing fewer benefits than expected. The trend in computing is to migrate from mainframe-based systems to smaller computer platforms, frequently employing Graphical User Interface (GUI) software. Such migrations are proving difficult for private sector and public sector managers alike. The problem is more acute in the public sector, however, because the bulk of the IT management experience in the public sector is with mainframe-based systems. Such experience does not translate readily to the skills needed for Local Area Networks (LANs) and client-server architectures. Project management frameworks have been developed in the private sector that can provide guidelines, but blindly adopting such frameworks to the public sector can be misleading. What is needed is a workable project management framework that addresses the common elements of risk assessment and project management, while taking into account the unique needs of public organizations. Our purpose in this article is to suggest a framework that will address the needs of managing large-scale IT projects in the public sector. We first discuss the differences between public and private organizations, with emphasis on IT project management. Next a discussion is offered of trends in human resource management systems (HRMS), providing an introduction to the case. The case describes a specific attempt to implement an HRMS in a state government. The case is followed by the presentation of an IT project management framework. We close with a discussion of the lessons learned. Information Technology in the Public Sector The role of IT in public organizations has been the subject of numerous research efforts, including a major research program at the University of California at Irvine (Northrop et al., 1990). The Irvine group argued that many of the intended benefits of IT, such as better information for planning and managerial control, had not been realized. A long-term, longitudinal study found that most payoffs from computerization were in the areas of fiscal control, cost avoidance, and better interactions with the public. However, those payoffs were not immediate, and the prospects for future payoffs in these areas were mixed. Other research has focused on the control of information resources (including IT) at the state level. A national study of state governments investigated new organizational structures, planning processes, and policy formulation activities relating to the acquisition, use, and management of IT (Caudle, 1990). The study concluded that although the focus remained on IT management, public sector management was increasingly considering information itself as an important resource to be managed. Another study was designed to test the basic premise that management of IT in public organizations differs from that carried out in private sector firms (Bretschneider, 1990). Using a sample of slightly more than 1,000 public and private sector organizations, the study presented a list of potential differences between public and private organizations that could affect the capacity of an organization to manage IT effectively. The differences identified by Bretschneider included the following (MIS stands for the management information systems function in the private sector, and PMIS for the public management information systems in the public sector): 1 .PMIS managers must contend with greater levels of interdependence across organizational boundaries than do private MIS managers. …

Purpose An examination of the commonalities and differences between performance management practices in the public and private sector. Methodology/approach A literature review of 100 publications in international academic journals over the last 20 years. Findings The chapter develops a framework which links the dimensions of the public/private-distinction (ownership, funding, control and type of goals) to the design and use of performance management systems (PMS). This framework subsequently informs a literature review, which can be summarised as follows: Multi-dimensionality of the PMS is core in both public and private sector organisations, but quite many private sector papers point to a financial focus at the top of the PMS, while public sector organisations show a broad variety of performance indicators, including those on societally relevant goals. In addition, a link between the PMS and strategies can be found in the public and the private sector, but the match between different strategies and PMS design is more elaborated in the private sector. These findings are largely in accordance with our expectations. The review also finds support for the assumption that performance information in public sector organisations is primarily used for external accountability reasons, while internal managerial control is the main purpose in private firms. The use of performance information is quite intensive and mostly functional in both sectors, which does not meet our expectations. Overall, the differences between performance management practices in the public and private sector are less stringent than expected. Research limitations Due to limited evidence about the importance of performance-related pay systems and no evidence about targeting in both sectors, a more focused literature review on these issues would be desirable. Practical implications Mutual learning between both sectors, for example the public sector can learn from the private sector on how to link strategy to the PMS and the private sector can learn from the public sector about serving a multitude of stakeholders in the PMS. Originality/value A comprehensive review of performance management practices in the public and private sector.

South Africa is an upper middle–income country with a population of 59.6 million people (1). Gauteng is the most densely populated province, and houses 26% of the population, followed by KwaZulu-Natal (19%), and the Western Cape (12%). About 29% of the population are <15 years old and 9% are ≥60 years. Approximately 13% of the population are seropositive for HIV. Life expectancy is estimated at 68.5 years for females and 62.5 years for males, whereas the infant mortality rate is 23.6 per 1000 live births. In 2019, the gross national income per capita was approximately $6040 (Atlas method, current US$), with 8% of the country’s gross domestic product spent on health care (2). Despite the transition to democracy in 1994, a high level of inequality remains, reflected in a Gini coefficient of 0.63 and an unemployment rate of 30% (2,3). This inequality is also reflected in a two-tiered health system. Access to a well-resourced private health care sector depends on the ability to pay for services, usually via medical insurance. Treatment for CKD is included in the set of “prescribed minimum benefits” that all registered medical insurance schemes in South Africa are obliged to provide for their members. The majority of South Africans (84%), however, are dependent on an under-resourced, government-funded, public health care sector. Public health care facilities use a sliding scale, where the fees charged are dependent on income. Indigent patients are able to access services free of charge (4). South Africa is faced with a high burden of infectious diseases (such as tuberculosis and HIV infection), noncommunicable diseases, maternal and childhood diseases, and injury-related diseases (5). These factors drive an epidemic of AKI and CKD. Two studies have estimated the population prevalence of CKD in South Africa. Adeniyi et al. (6) reported the …

Purpose : Strategic performance measurement and management (SPMM) as a subject has come over increased research radar over the last four or so decades. The so-called “performance measurement revolution” of the 1980s to 1990s concentrated on the private sector. “Business managerialism” and “accountingisation” kicked-in into the public sector with transplanting of hitherto private sector management techniques under New Public Management (NPM) and other administrative reform programmes by various governments internationally. Specifically, the 1990s saw the implementation of modern multi-dimensional SPMM systems originally in the private sector. Considering the nuanced nature of the public sector, the transfer of SPMM systems from the private to the public sector has not been straightforward due to technical, conceptual and behavioral factors. This paper contrasts the features of the private and public sectors and investigates the implication of the distinctive nature of the public sector on the application of SPMM in the public sector. This will augment our perceptions and comprehension of existing public sector SPMM theory and practice. Design/Methodology/Approach: The study adopted a systematic literature review (SLR), a mode of research which has been widely adopted and strongly justified for adoption in business and management research since the turn of the 21st century. The study conducted a content and thematic analysis on the commonalities and differences between private and public sectors and implication of the differences on public sector strategic performance measurement and management. The study itself covered 233 published and unpublished documents covering the seven decades to 2023 which to our knowledge constitutes the most comprehensive update on the public-private debate trends to date. Findings: The study thoroughly interrogated the literature perspectives or models on the commonalities and differences between the public and private sectors. The study then deep-dived into the underlying characteristics which differentiate the public and private sectors producing one of the most detailed side-by-side analyses of public-private differentiation based on organisational characteristics, dimension, or concept of all time. The systematic review further identified and derived several thematic areas related to public-private differences and went on to establish the implications of the public-private divergences from an SPMM perspective especially as it relates to the derivation and application of public sector performance measures. These findings are critical for both practitioners and academics as they explore the subject of transplanting private sector SPMM practices into the public sector which is another overripe area for research. The findings provide public managers with a comprehensive and critical cog in their management toolbox as they navigate the practical realities and difficulties of implementing SPMM in the public sector’s unique and complex environment. Research Limitations: The main challenge with conducting a comprehensive research of this magnitude relates mainly to the broad range of literature covered, the unwieldy and onerous analysis and lots of judgement calls which could impact bias and replicability. Practical Implications - This paper conducts a comparative analysis of the key features of the private and public sectors found in the literature and evaluates how they drive attendant management practices in the two sectors and specifically how the public sector’s distinctive nature impacts on the measures of performance. Originality/value - Studying the differences and how they impact the choice of public sector KPIs is crucial in attempting to address the myriad of challenges and potential hindrances to future institutionalisation of SPMM in contemporary PSOs. Exploring and understanding the differences and similarities between public and private sectors is a beneficial springboard to cultivate erudition, cross-pollination and facilitation of knowledge transfer between the two sectors of the contemporary global political economy. Keywords: Strategic, performance management, performance measurement, performance measures, key performance indicators, public-private differences DOI: 10.7176/PPAR/13-2-03 Publication date: March 31 st 2023

To explore the economic costs and sources of financing for different public-private partnership (PPP) arrangements to tuberculosis (TB) provision involving both workplace and non-profit private providers in South Africa. The financing required for the different models from the perspective of the provincial TB programme, provider, and the patient are considered. Two models of TB provider partnerships were evaluated, relative to sole public provision: public-private workplace (PWP) and public-private non-government (PNP). The cost analysis was undertaken from a societal perspective. Costs were collected retrospectively to consider both the financial and economic costs. Patient costs were estimated using a retrospective structured patient interview. Expansion of PPPs could potentially lead to reduced government sector financing requirements for new patients: government financing would require $609-690 per new patient treated in the purely public model, in contrast to PNP sites which would only need to $130-139 per patient and $36-46 with the PWP model. Moreover, there are no patient costs associated with the treatment in the employer-based facilities and the cost to the patient supervised in the community is, on average, three times lower than in public sector facilities. The results suggest that there is a strong economic case for expanding PPP involvement in TB treatment in the process of scaling up. The cost to the government per new patient treated could be reduced by enhanced partnership between the private and public sectors.

Despite an increasing number of studies on teamwork, no unifying work is focused on the measurement of the degree of difference in teamwork in a public sector organization and a private sector organization in the Indian context. Teamwork decreases job satisfaction, motivation and performance, and increases absenteeism and turnover intensions. We hypothesized that there is a significant difference in the degree of teamwork in public sector and private sector organization. Data were collected from 250 employees consisting of managerial and non-managerial staff from both public sector and private sector organizations. The results showed that employees in public sector organizations have a greater degree of teamwork in comparison to private sector employees. In addition job satisfaction increases or decreases with the increase or decrease in teamwork. The purpose of this study is to invoke teamwork in private sector organizations. Obtained results were in the line of the hypotheses. In terms of teamwork, a significant difference is noticed between public sector and private sector organizations. As expected, public sector employees have exhibited a higher degree of teamwork as compared to private sector employees. Most importantly, salary satisfaction is being proven as the catalyst for enhancing the job satisfaction level of employees.

Knowledge management is an emergent and eclectic body of knowledge which covers the systematic management of knowledge, of all kinds, within all levels and types of organisations. The relative newness of the area as a management philosophy has resulted in most research and practical application studies being based in large private sector organisations. There is relatively little information on knowledge management in the private sector, and even less on private‐public sector knowledge management comparisons. Compares the perceptions of both private and public sector organisations in regard to knowledge management to improve overall understanding and to develop sector specific learning. First, the key dimensions of knowledge management are identified using a developed knowledge management model. Second, a survey of public and private sector organisations is used to investigate perceptions of the knowledge management dimensions. Third, there are a series of qualitative social constructionist workshops, involving both private and public sector organisations which were run to gain a deeper insight into sectoral comparisons. It was found that knowledge management was more developed as a management philosophy in the public sector. This development has been caused by continual pressure for increased efficiency, reduced resources and improved quality within the public sector.

Performance Evaluation as a Tool for Improving Attractiveness and Competitiveness of Public Sector as Employer

This paper seeks to address the similarities and differences between HR practices and policies of private and public sector organisations by reporting the results of our analysis based on the CRANET database. In our paper detailed statistical analysis is made for the three geographical subsets (New Public Management Countries, Eastern Europe, and All Other Countries) of the CRANET Survey 2004–2005. In light of CRANET data we review whether public sector reforms driven by radical structural changes, privatisation of certain government functions, or adaptation of New Public Management technologies could have or could not have eliminated the most important distinguishing features of public and private sector organisations in the field of HRM.

The Future of Public Service: A Search for a New Balance

Purpose Leaders have been facing serious challenges in managing organizations during COVID-19, which has brought the need for implementing sudden technological change across the globe. Hence, it was important to identify effective leadership styles to successfully manage the transformational process during the period. Therefore, the current study aims to explore and compare the effectiveness of transformational and ethical leadership (EL) in terms of achieving organizational goals during COVID-19 in public and private sector organizations in Pakistan. Design/methodology/approach Comparative research was carried out to find out the effectiveness of transformational and EL during and pre-COVID-19 in public and private sector organizations using the lens of social exchange theory. Data was collected from 214 respondents representing 67.6% of public and 32.4% of private sector organizations of Pakistan at two different points in time. Detailed comparative analyses were conducted in AMOS version 24 to assess the effectiveness of leadership styles before and during COVID-19 times. Findings On the whole, transformational leadership (TL) was found to have a greater impact on organizational effectiveness (OE) in comparison with EL in both pre-and during COVID-19 situations. Moreover, the effectiveness of TL significantly increased and the same decreased for EL during COVID-19. Additional analyses indicated that TL was effective for the private sector and EL for public sector organizations during COVID-19. Research limitations/implications The study has not considered the mediating mechanisms of employee motivation, engagement and performance in the relationship between transformational and EL styles and OE, which can be explored in the future. Practical implications These results have important implications for private and public sector organizations and suggest that the adoption of a TL style will generate better results in the private sector and an EL style in public sector organizations to achieve OE in uncertain situations such as COVID-19. Social implications The study shows that leadership with more care and concern for humanity tends to perform better in terms of generating results for OE. Therefore, both transformational and EL are based on individualized consideration for employees and are effective during COVID-19 in private and public sector organizations in Pakistan. Originality/value The study has carried out the comparative analyses in three different ways, including leadership styles (transformational and ethical), type of organization (private and public) and time frames (pre and during COVID-19), which is a true contribution of the research in the Pakistani context.

Unsatisfactory that comes from society as public services customer to the public sector organizations' performance causing the need of this sector to reform soon. Negative opinions to the public sector organization at one side and the assumptions that private sector organization management is better than public sector organization in other side causing thought from academicians and practitioners to adopt private sector's management approaches. One of those approaches is strategic management that is usually applied in private sector institutions. There are some adaptations have to be considered while adopt strategic management, considering characteristic differences between public and private sector organizations. New Public Management (Christopher Hood, 1991) and Reinventing Government (David Osborne and Ted Gaebler, 1992) are two concepts that viewed as a form of public management and administration modernization or reformation.

Post-privatization, public sector organizations were encouraged to borrow and learn from private sector firms. The popular belief was that the human resource practices followed by private sector organizations were far superior and more effective than those of the public sector organizations. However, this claim lacks empirical proof. This study adds to this body of knowledge by comparing the level of work engagement in private and public sector firms of India. Given that the leadership is crucial in setting the tone of an organization, the study also analyses the dominant leadership styles and their relationship to the levels of work engagement. The study is descriptive in nature and utilizes a structured questionnaire to collect data. Individuals currently employed in Indian public and private sector firms, in managerial roles, were invited to record their responses. The final sample consisted of 240 employees, with equal representation from both sectors. The collected data was then analysed using SPSS. The findings suggested that the dominant leadership styles were not significantly different in public and private sector organizations. Private sector employees were found to be more engaged and the leadership style appeared to be significantly related to the levels of engagement in public sector firms only.