Curbing the Plague of Nepotism by Improving Job ‎Performance

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.

This study examines key drivers of employee performance in Bahrain's public sector, thereby addressing a significant research gap concerning the understanding of culture-based and technologically influenced factors that affect performance in public sector organizations. A mixed-method approach was employed, involving a systematic literature review of 108 peer-reviewed studies, 22 expert interviews, and 23 participants divided into four focus group discussions (FGDs) of 4–6 individuals each. A thematic analysis of these qualitative data was conducted using NVivo, achieving high inter-coder reliability (Cohen's kappa of 0.83 for interviews; 0.86 for FGDs). This process identified 46 distinct drivers of employee performance, with leadership, digital competence, hybrid work models, motivation, and organizational culture emerging as dominant themes. The findings offer practical insights for human resources policy and performance management, providing an evidence-based framework to enhance employee performance in Bahrain's public sector.

One of the important parts of Human Resource Management (HRM) is knowledge management and professional development of employees of each organisation. There are no doubts that it is vital for general organisations development and sustainability. Professional development of public sector employees is necessary for developing environment. There should be training programmes especially for public sector institutions’ employees from new European Union countries. For this study authors make the assumption that public sector employees are all officials, civil servants, staff and employees engaged in public sector organisation activities and employed by these organisations. The problem outlined in this paper is connected to the assumed to work in public administration employees that do not have relevant education to fill appropriately opened vacancies on the market. The aims of the study is to define the areas of a group the most required occupations on Latvian labour market in public administration and propose the justified ways of professional development of current and future employees in public administration. The objective of the authors is to present the historical overview on knowledge management and learning concepts applying monographic research. One more objective of the paper is to compare and generalise the definitions of the terms ‘knowledge economy’ and ‘knowledge management’. The task of the authors was also to analyse the job standards and requirements for the public sector employees. This analysis helped to identify what kind of education and skills are important for public administration employees. Authors also made a research on lifelong education possibilities for public service servants and employees based on case of Latvia. The main conclusion after the analysis of definitions of the term ‘knowledge management’ is that it is possible to consider knowledge management as a process of making decisions connected to the activities for leveraging knowledge of people in the organisation, to improve their performance. According to the analysed standards of the chosen for the analysis occupations the main knowledge requirements for some public sector occupations are at the following fields: Communication, Country language and foreign languages, Finance, Labour relations, Law, Legislation, Occupational health and safety, Professional terms, Professional ethics, Project management, Record keeping. Only professional terms and record keeping requirements could not be covered by offered courses within analysed master programmes on Public Administration or Management. However, beside formal education, public sector employees can take Massive Open Online Courses, participate in special trainings or be trained on the working place to improve or gain some skills that have not been developed at school or university. Conclusions mainly are based on the quantitative data and the pilot small range studies. Applicable conclusions are made using inductive method. Based on the research authors propose the most suitable set of subjects, which could be proposed for further professional development in public sector. There are possibilities proposed for public sector employees for their further professional development. However, there is a need of special education programme development based on new tendencies and standards for public service employees. DOI: http://dx.doi.org/10.5755/j01.eis.0.8.6844

PurposeThis study aims to critically investigate the structural relationships between total quality management (TQM), service innovation and sustainability performance in the public service sector of the United Arab Emirates (UAE).Design/methodology/approachThe study employed an online survey to collect data from 400 employees working in eight selected UAE public service sector organisations located in Abu Dhabi. The collected data were analysed using structural equation modelling (SEM) to empirically examine whether TQM practices improve service innovation and, subsequently, sustainability performance in the UAE's public service sector.FindingsThe results show that TQM has a significant impact on service innovation and sustainability performance in the UAE's public service sector. Additionally, service innovation partially mediates the relationship between TQM and sustainability performance.Practical implicationsThe public service sector's TQM practices and service innovation in the UAE have a much greater impact on social and environmental sustainability than on economic sustainability performance. Adopting five dimensions of TQM (following the Abu Dhabi Award for Excellence in Government Performance [ADAEP] model) across the UAE's public organisations will enable government departments to deliver innovative services to its beneficiaries.Originality/valueThis study provides a substantial contribution by addressing the gaps in the literature. Very few studies have empirically investigated the possible association between TQM, service innovation and sustainability performance in public sector organisations, particularly in developing countries such as the UAE, where the increasing efforts in TQM practices are still in their emerging stages, mainly targeting innovative service offerings and sustainable performance.

This paper focuses on the role that performance evaluation plays in increasing attractiveness and competitiveness of public sector organizations as employers, towards private sector organizations and also between different public sector organizations. Management control systems are characterized by subsystems such as planning, production, measurement, evaluation and incentive and reward. The right operating of management control systems, as tools for the achievement of organizational objectives, asks for the functioning of all subsystems and the links among them, at different levels according to the type and dimension of the organization. Management control systems have first developed in private sector organizations, but started to spread also in the public sector, even if in an embryonic way. Several objectives are assigned to evaluation systems, such as, for example, performance evaluation or the evaluation of the potential of employees and managers and the evaluation of policies and programs. One of the subsystems of management control systems is the production which, in the traditional input-output model use production factors to realize goods and services. One of the most important production factors for public sector organizations, traditionally considered labour-intensive, are human resources. Personnel recruitment and retention is, therefore, a strategic element for public sector organizations as well. The issue of recruitment and retention of human resources in public sector organizations, in many countries, has been faced without a deep concern for the arising competition in the labour market, towards both private and other public sector organizations. Setting aside recruitment procedures, in some countries more difficult and bureaucratised, in the past scarce attention has been paid to the difficulties that public sector organizations face in recruiting employees. Recent studies, however, begin to show that such belief is not longer true, at least under certain circumstances: many public sector organizations, in many countries in the world, have to compete with both private and other public sector organizations to find the most capable and qualified subjects. In this framework of increasing competition in the labour market between public and private sector organizations, and within the public sector as well, arises, for public sector organizations, the need to introduce deep changes to raise the level of competitiveness and attractiveness as employers. The assumption here presented is that the introduction and management of a performance evaluation system is a powerful management tool to foster recruitment, growth and retention of the human resources public sector organizations need.

Training and Development is a subsystem of an organization. It make sure that arbitrariness is abridged and learning or behavioral revolutionize acquires rest in planned layout. The substance of training and development programs can only be esteemed with a obvious grasp of its direct consequence on employee's job performance. An augmentation in employee performance also leads to the organization's performance. Training and development programs are the majority vital to all organization for humanizing their performance in their organization in continuing manner. This paper aims to study the training and development programs in the organization influences level and evaluate to study the relationship between training and development programs and employee performance. The plan and carried out of this paper symbolizes the successions and the trained employee's. Data was derivative during questionnaires dispersed to selected employees. Convenience sampling was employed (suggestion of HR officer). The questionnaire with consists of questions with 5-points Likert scales disseminated to our samples of individuals. By using Multiple Linear Regression and Correlation analysis, it is found that, training and development programs are significantly influence the employee's performance and had significantly correlated to employee performance and the accomplishment of the organization. From the results of the study, that has been annoying to appreciate the outcome of training and development programs on employee job performance in this organization.

Digital transformation in public sector organizations has become a pivotal driver for improving service delivery, operational efficiency, and transparency. SAP implementations offer robust solutions that can address the unique challenges faced by these entities, including complex bureaucratic processes, legacy systems, and the need for enhanced data security. This review explores the profound impact of SAP implementations on the digital transformation of public sector organizations and outlines key solutions provided by SAP to facilitate this transformation. SAP's integrated suite of applications streamlines operations by automating routine tasks, thus reducing administrative overhead and enabling public sector employees to focus on more strategic initiatives. With modules designed for finance, human resources, procurement, and citizen services, SAP systems enhance inter-departmental collaboration and data sharing, breaking down silos that traditionally hinder effective governance. Additionally, the real-time data processing capabilities of SAP solutions empower public sector organizations with actionable insights, aiding in timely decision-making and policy implementation. One of the most significant impacts of SAP implementations is the improvement in service delivery to citizens. By digitizing and automating processes such as tax collection, social services distribution, and public records management, SAP systems ensure faster, more reliable services. This not only enhances citizen satisfaction but also promotes greater transparency and accountability in public sector operations. However, the journey to digital transformation is not without challenges. Public sector organizations often grapple with budget constraints, resistance to change, and the integration of SAP with existing legacy systems. To overcome these obstacles, SAP offers tailored implementation strategies, including phased deployment and extensive training programs for public sector employees. Leveraging cloud-based solutions, SAP also provides scalable and cost-effective options that mitigate budgetary pressures. In conclusion, SAP implementations play a crucial role in achieving digital transformation in public sector organizations. By enhancing operational efficiency, improving service delivery, and fostering transparency, SAP systems enable public sector entities to meet the evolving demands of citizens. Addressing the challenges through strategic implementation and continuous support, SAP paves the way for a more efficient, responsive, and transparent public sector. This review underscores the transformative potential of SAP solutions in driving digital innovation and improving public sector performance. Keywords: Digital Transformation, SAP Implementation, Impact, Public Sector Organization, Solutions.

This study empirically explores the improvement of job performance in the public sector through an approach that combines aspects of leadership with ethical leadership, a system aspect approach with a High-Performance Work System (HPWS), and an individual aspect approach with employee motivation within the scope of government financial institutions (GFI). Social Exchange Theory is used as a conceptual basis. Data were collected through an online questionnaire with a 7-point Likert scale measurement. The analysis was carried out using the Structural Equation Modeling (SEM) technique with SmartPLS 4 software to test the combination of multidimensional and unidimensional variables. The data obtained were 843 and after going through the screening and data cleaning process, 640 respondent responses were obtained for testing. The results of the study indicate that ethical leadership and HPWS have a positive and significant effect on employee motivation and job performance, and employee motivation has a positive and significant effect on job performance. In addition, employee motivation mediates positively and partially the relationship between ethical leadership and HPWS on job performance. This study provides theoretical contributions by combining ethical leadership and HPWS perspectives in one model that explains how these two factors affect job performance in the public sector through employee motivation mediation, while adding employee motivation as an intermediary mechanism to improve job performance in the public sector.

Sri Lankans continue to rely on public service to satisfy most of their needs, however, they are increasingly distrustful of its performance. If the managers and leaders better manage the employees, it is possible to move toward a productive workforce and to meet the common expectations of the people. There is a need to adopt appropriate style in order to promote psychological empowerment among employees and to improve employee performance. In the Sri Lankan public sector, it is very rare to come across studies which have been conducted on the impact of leadership style on employees’ performance, particularly in the Northern Province. Thus, the current study aims to examine the association between transformational leadership style and employees’ job performance and the potential mediating effect of psychological empowerment in the effect of transformational leadership on employee performance in the public sector organizations in Jaffna District. The study employed survey method and 287 employees participated in this study. Leadership style was measured using MLQ Rater Form 5-x, employee performance was measured using Job Performance Scale and psychological empowerment was measured using Empowerment Scale. Exploratory factor analysis was performed to get factor structure and confirmatory factor analysis was performed to confirm the validity and reliability of the study instruments. The results revealed that transformational leadership has a positive impact on job performance and on psychological empowerment. It was also found that psychological empowerment has a mediating effect in the impact of transformational leadership on employee performance. This study recommends that the leaders should pay more attention in their leadership style as a way to improve employee performance. This study further suggests that future researchers should cover other public sector organizations to better understand the relationship between the variables.
 Keywords: Public sector, job performance, psychological empowerment and transformational leadership

PurposeThe purpose of this paper is to explore the emergence and integration of red tape and how its negative effects on public sector organizations' performance have weakened the economies of developing countries such as Pakistan.Design/methodology/approachA structured questionnaire survey was completed by 121 respondents working in 35 government departments in Punjab, a province of Pakistan.FindingsThe findings revealed a link between red-tapism and employees' motivation and work. When there is excessiveness of rules and regulations, employees are prevented from completing assigned tasks, ultimately resulting in decreased work commitment. This indicates that the integration of red tape into public organizations not only affects employees' behavior and attitudes but also impacts the overall performance of public sector organizations.Originality/valueThis paper provides recommendations for the Pakistani government. For example, conducting training and motivational workshops for public sector employees can help them stay engaged with their work. Government departments should also review the steps and procedures involved so as to eliminate unnecessary steps and reduce red-tapism.

The study explores the impact of servant leadership on employee performance in public sectors, the mediating role of employee job satisfaction, commitment, and the moderating role of self-esteem in the case of Ethiopia’s public sector, Ministry of Revenue. The survey was adopted from the theory of servant leadership, employee job commitment, satisfaction, and performance. The study used primary and secondary data. And also used both qualitative and quantitative research methods. The Federal Democratic Republic of Ethiopia has 200 public sectors and 158,617 employees. The researcher selected the Ministry of Revenue, which has 12 branches of taxpayers, and 3959 employees to address the study. Among those taxpayers, the investigator had chosen five branches. Data were collected from top-leaders, middle-leaders, and employees’ of the organization. Questionnaires were distributed for 363 potential respondents whereas 345 were completed and retrieved successfully, which is about a 95.04% response rate. The data was described by testing of nonresponse bias, reliability and validity tests of measurement scales used in the study, descriptive analysis based on respondent’s information, assessing data quality, the correlation between variables, and hypotheses testing using Structural Equation Model (SEM) and Regression Analysis. The data obtained from 38 structured survey questionnaires, and 5 unstructured interviews. To perform the data analysis, SPSS 26 and AMOS 24 statistical software versions were used. The study has a substantial role in bringing high employee job satisfaction, employee job commitment to purpose, and employee performance and enhances leadership competence in public sectors. Besides, the study provides knowledge into servant leadership literature and further research.

In a dynamic environment, the nature of work tasks continues to change requiring employees to learn new knowledge and skills to perform their jobs effectively. Training is among the crucial strategies of an organization, which helps employees to acquire those necessary knowledge and skills to meet the challenges. The linkage between training and performance has been robustly studied in the literature suggesting that training is a major determinant of employees’ performance. Further, literature in the field of industrial/organizational psychology implies the effect of person–job fit on the relations between training and performance. The purpose of this study is to examine the degree of direct and indirect relationship between employee training (TR) and performance (PER), conceiving the mediating role of job fit (JF), as few studies have been reported in literature so far. The hypotheses were tested on a sample of 171 civil service officers by structural equation modelling technique using partial least square (PLS) approach to measure and test the proposed structural relationships. The results confirm that employee training and job fit are directly related with improvement in job performance. The results also demonstrate the significant mediating effect of job fit on employee performance. This article contributes to the existing body of literature by examining both the direct and indirect effect of employee training on job performance. Moreover, job fit is established to partially mediate the relationship between them. The findings of this study provide useful information for policymakers to improve employees’ job fit and their performance by means of employee training. The limitations to the study and directions for future research are discussed as well.

This paper aims to explore the mediating role of employee’s organizational commitment in the links between organizational politics to employee job involvement and performance. Hypotheses were tested using questionnaire data obtained from the employees in public sector organizations in Pakistan. Using random sampling method 200 questionnaires was distributed and 150 were returned (75% response rate). The results of this study analysis show that organizational politics negatively effeted organizational commitment, job involvement and job performance and organizational commitment was played partially mediation between organizational politics and employee job involvement and performance as well as also job involvement was also played partial mediation role between organizational politics and job performance. The paper’s findings suggest that it is important for managers to focus exclusively on to reduce the organizational politics. That will increase the creativity, job satisfaction; employee’s in-role performance. Research on the effect of relative factors, such as national culture on the motives, in and reactions to, organizational politics, is desired. The contribution of this study lies in its pointing to some new directions for better explaining the relationship among organizational politics, employee job performance and employee job commitment in the public arena.

PurposeThis study aims mainly to examine the mediating role of public service motivation (PSM) in the relationship between servant leadership and employee performance in the context of Ethiopian public sector organization employees.Design/methodology/approachA survey design has been used, where all the 154 employees from seven public sector organizations participated. A confirmatory factor analysis employed on the 149 valid responses further validated the hypothesized model.FindingsThe study supported the significant relationship between servant leadership, public service motivation and job performance. Moreover, it exhibited a complete mediating effect of public service motivation, on the relationship between servant leadership and an employee's job performance.Practical implicationsThe successful mediation of PSM into servant leadership and job performance indicates that the new government must focus on empowering colleagues to have a say in the department-level policy formulation process.Originality/valueThe novelty of this study stems from the fact that it is a rare study that investigates the relationship between PSM and servant leadership and job performance in Africa, particularly in Ethiopia, where a regime change in 2018 triggered a flurry of reforms to the public sector work culture.

This research work “The Effect of Time Management on Employee performance of some public organisation (Councils) in Boyo. The study had as objectives; Find out the extent to which work schedule affects employee (job) performance; To examine the extent to which Punctuality influence employee (job) performance; Assess the role of Procrastination on employee (job) performance. The study was based on three null hypotheses H01: work schedule has no significant effect on employee performance; H02: Punctuality has no significant effect on employee performance; H03: Procrastination has no significant effect on employee performance. Data for the study was gotten from primary sources. 120 structured questionnaires were administered to employees of the Councils who were selected through the stratified sampling technique. Data was analysed using descriptive and inferential analysis and presented using tables. The value of R square indicates how the variation of the independent variable varies on the dependent variable. The R square (0≤R2≥1) gives the level at which the dependent variable (Employee Performance) is being explained by Time Management (Work schedule, Punctuality and Procrastination), it is generally compared at 30%, the higher the R square the better the degree of explanation. In this case R2= 65.1 % which is greater than 30%. This coefficient shows a relative moderate degree of explanation of the dependent variable by the independent variables. Thus, work schedule, punctuality, and procrastination have a positive influence on employee performance. Hence the decision will be to reject the null hypothesis (H0) in favour of the alternative. This means that time management has a significant influence on employee performance. It is therefore recommended that the management and employees of councils should be able to identify primary objectives so that they can put in place those time management strategies that best satisfy them