The Translation and Counter‐Translation of Performance Funding Into Public Organizations’ Budgeting

The recent economic conditions continue to draw significant attention to the multitude of risks organizations face as they pursue strategic goals. Public and non-profit organizations (NPO) are not an exception when it comes to risks that can challenge their service delivery system and growth sustainability. Their unique features and limited resources require them to adopt and adapt different risk management tools and methods as compared to the corporate organizations. Specifically, the risk management approach adopted in public organizations and NPOs has not been significantly addressed. Hence, this paper aims to explore the development of risk management in public organizations and NPOs. By conducting a systematic review of literature, 12 papers published in the Scopus and Web of Science from 2010 until recent year have been selected and analyzed. Findings from the literature analysis found various types of risks occur in these organizations and demonstrate the factors and importance of adopting risk management practices. However, a holistic approach is still not diffused nor sufficiently developed in both public and not-for-profit sectors. Research on the successful delivery of risk management is still dearth, which creates a huge research gap thus still an area worth researching. The findings from this literature analysis suggest that an instrument or tool to evaluate the practices of the risk management system is required. Thus, this paper serves as the basis for further empirical research on risk management practices of public and non-profit organizations.

This chapter discusses people management in public sector organizations, starting from the idea that it is their mission that makes public organizations different from private organizations. The mission-driven character of public organizations is a key distinctive characteristic that impacts on people management in combination with other distinctive features including the constraints on managerial discretion, perceptions of red tape, and employees’ public service motivation. It is also acknowledged that other specific contextual features should be taken into account as the public sector consists of a variety of organizational settings. This chapter focuses on the generic characteristics that make people management in public organizations distinctive and describes how these impact the effect people management has on societal, organizational, and employee outcomes.

Contemporary views of adapting competency management in the public sector emphasize its role as an important factor in the success of public organizations. At the same time, in many countries, unpredictable changes in the institutions, legislation, and rules of government result in the political uncertainty, influencing the conditions for applying competency management in public organizations. However, there has been little research into competency management in these organizations under conditions of political uncertainty. The aim of this study was to explore the practice of competency management in public administration under conditions of political uncertainty. Analysis of semi‐structured interviews conducted in public administration organizations revealed a hidden mechanism that leads to erosion of competency management. The findings reinforce the need for a deeper study of the reasons for failures in the implementation of competency management and also of the impact of situational factors and organizational characteristics on its practice in public organizations.

Time management, as a new and modern discipline, represents a problem in developed countries as well as in Kosovo. The intention of this study is to carry out an analysis as to how these factors affect the time management in public organizations and in private companies in Kosovo. Amongst other factors that influence the management in general, the focus of the present study rests on internal factors, which are resources, capacities and base competence or competitive advantage of the organization, what the level of these factors is and how can organizations advance these factors and thus create a competitive advantage. Time is a necessary and irreplaceable resource in the process of completing tasks. Time is the managers’ valuable asset and in the event they lose it they can neither save nor replace it. The better we make use of time the more we will manage to accomplish. We cannot stop time; we cannot extend nor recover time. What can we manage? We can manage ourselves in time and we must understand the nature of the “time” phenomenon in order to adapt to it. The objective of this study will be to identify the extent that the organizations understand their internal environment, determination of values of these factors and determination of these capacities, identifying of weak and strong points of these factors. Based on the practice and based on the data I shall collect from the field, I will compare the same and will extract conclusions as to how these factors impact the time management, increasing thus the efficacy and efficiency of the organizations included in the study. External data shall be collected by way of quantitative questionnaires in order to come to a conclusion as to how these factors affect the time management in business and public organizations in Kosovo.

The study aimed to identify the effect of the ethical perception of a sample of managers in public organizations on responsible behavior in light of the rapid changes taking place in the external environment. To achieve this, the researcher followed the descriptive analytical approach by applying a questionnaire of two parts. The first part dealt with the ethical perception according to the scale of Johnson (2015), which consisted of (22) items. The second part dealt with measuring responsible behavior, which consisted of (20) items based on the scale of Development of Ethical Behavior (Narvaez, 2006) for a sample of (125) respondents randomly chosen. The results showed that the estimation degree of managers in public governmental organizations of the level of ethical perception was average with arithmetic mean (3.26) and standard deviation (1.44). Moreover, the level of responsible behavior was average with arithmetic mean (3.19) and standard deviation (1.24). The results revealed a direct statistically significant relationship between the estimation degree of managers of the level of ethical perception and that for the level of responsible behavior, as the correlation coefficient reached (0.413). They also demonstrated statistically significant differences between the average scores of managers' estimation of the level of ethical perception attributable to the personal (demographic) variables. The study recommended that the priorities of the general agenda should focus on developing ethical perceptions of leadership in public organizations, which contributes to building and promoting responsible behavior in various directions.

This article integrates the research evidence that applies Miles and Snow's strategic management framework to the performance of public agencies. Miles and Snow developed several strategy types, arguing that prospectors (searching for new approaches) and defenders (sticking with the existing pattern of services) are aligned with processes, structures, and the environment in ways that lead them to outperform reactors (awaiting for instructions from the environment), which have no consistent strategy or alignment. Six key lessons for the practice of strategic management in public organizations are provided based on a critical review. Findings point toward the importance of employing a mix of strategies in public organizations, contrary to Miles and Snow—a strong evidence base for the association between prospecting and defending and performance and for relationships between strategy types and processes and structures. However, no empirical evidence is provided for alignment across strategy, structure, process, and the environment. The findings, largely derived from the United Kingdom and United States, suggest that the most successful strategy recipe depends on the ingredients, and thus managers must pay attention to the connections between the outlined contingencies to generate the best results using the adopted strategy.

Public organizations are increasingly investing in knowledge management (KM) initiatives. However, most KM concepts, practices, and tools have mainly been developed and studied in the private sector and there is a lack of understanding of KM in public organizations. This paper addresses the gap by discussing the differences between public and private organizations in their KM endeavors. Specifically, KM drivers in the context of public organizations are first identified. Salient KM enablers and how they may differentially affect the success of KM initiatives in public and private organizations are then discussed. Finally, tools for assessing KM performance in public organizations are suggested, in view of their unique organizational objectives.

One of the most difficult processes of Kosovo's postwar is the transformation of public organizations. These organizations have undergone radical changes and the process of transformation should be managed in order to be successful and to meet the needs of the market economy. Change has become a constant process for Kosovo public organizations that provide services to citizens and business organizations. Whether these changes are managed properly, then it is seen as a basis for a better performance of public organizations. Kosova after 1999 has undergone major changes in the social, economical, and political systems. Having this situation, public organizations have a great responsibility to the citizens and business organizations to provide services to adapt to the global trend of development and from which Kosova has been isolated. In this paper the focus will be on the impact of factors that affect the change process; how the process of change is developed; what are the barriers/obstacles that hinder the process of change; what are the benefits of the change; how much are managers in public organizations qualified to implement the process of change. Based on data collected from the field and from current practices, I will make their comparisons and draw conclusions about what factors influences the management changes and what are the barriers that will affect to increase efficiency and effectiveness in the organization gained from the data obtained in study. The data will be collected through questionnaires and findings obtained will help to come into a conclusion that these factors act as change management in public organizations in Kosovo.

Purpose: Since change and change management are significant in most concepts of public management, the authors of the article identified and assessed critical factors which determine the successful implementation of change in public organizations. Design/Methodology/Approach: Firstly, the literature on change management in public organizations was reviewed, and secondly, the elicited factors were subjected to the assessment of employees of various public organizations in Poland. For this purpose, survey studies were conducted with a questionnaire, which included 13 factors in public organizations identified in the previous literature review. Findings: A literature review revealed that identifying factors most commonly indicated as necessary for success is indeed possible. Empirical research confirms that the critical factors include communication within the organization, the accumulation of sufficient resources, and the motivation of employees to embrace change. Practical Implications: The identification of factors that determine the success of change in public organizations may constitute practical recommendations for public managers in supporting employees in the process of going through a change in a public organization. Originality/Value: The presented results should be perceived as helpful for public managers in identifying the areas that need to become their point of focus in change management. Finally, the results may also serve as a basis for further research into change management in public organizations.

Several change initiatives that have been introduced in Ethiopian public organizations to address growing quest for effective public service delivery, have not achieved the desiredoutcomes. Although considerable empirical studies conducted on organizational change, few gave attention to the management of change and its impact on organizational culture and service delivery in the context of public organizations in Ethiopia. By adopting planned change management framework, this study delves into how change management in public organizations affects service delivery directly and indirectly through organizational culture. Using explanatory research design, first survey questionnaires were administered to 301 participants selected through stratified sampling across 16 public organizations in Oromia, the largest state in Ethiopia. Results of astructural equation modeling analysis revealthat change management has no significant direct effect on public service delivery, but has an indirect significant positive effectthrough theorganizational culture which fully mediates the relationship. Subsequent thematic analysis of qualitative interview data collected from 10 managers demonstrate that change management in public organizations is less effective and driven intuitively without any change management framework. The results imply that effective change management significantly improves public service delivery by fostering supportive or constructive organizational culture. The use of change management framework substantively improves change planning, understanding, communication and implementation as well as positive work culture and hence improves effectiveness of service delivery. Accordingly, theoretical and practical implications of the results are discussed.

The purpose of this study is to investigate the effects of strategic leadership on change management within public organizations, mediated by knowledge management. In this study, an explanatory design and a quantitative approach were employed. A structured questionnaire survey was administered to 366 randomly selected respondents from public organizations in northwest Ethiopia. The reliability and validity of the scale items were rigorously assessed, and the data were analyzed using partial least squares structural equation modeling. The findings reveal the direct effects of strategic leadership and knowledge management on change management, with knowledge management partially mediating the relationship between strategic leadership and change management. The study addresses a significant gap in the literature by shedding light on how strategic leadership drives change in public organizations. Its interdisciplinary approach and examination of mediation offer original insights, paving the way for future studies on challenges within public service contexts. Recommendations underscore the importance of considering local context, embracing adaptive leadership, and integrating knowledge processes for effective change management in public organizations.

The issue of approaches to veteran reintegration in the management of public organizations has been brought about by the increasing number of war veterans. After the start of the fullscale invasion of Ukraine, the goal of public organizations, in addition to volunteer activities related to humanitarian assistance to the military, has become helping veterans reintegrate into civilian life. In search of ways to do this, many relevant approaches to veteran reintegration have emerged. The article defines the essence of the concept of “reintegration” and “public organization” and characterizes their types; analyzes the experience of Ukraine and other countries in the issue of war veteran reintegration; and analyzes the activities of some existing public organizations in Ukraine that are involved in helping war veterans reintegrate. The process of social reintegration is defined as the restoration of vital interactions in society for the sake of well-being, dignity, and social integrity of the individual. A public organization is a type of social non-profit self-organization created to realize social interests in a specific sphere, field, or sector of activity, profession, as defined by its charter, as well as to satisfy and protect the lawful common interests of its members. The following types are highlighted: charitable organizations; professional organizations; employer organizations; trade unions; other public organizations. Types of non-profit organizations include: organizations engaged in cultural and recreational activities; educational and research centers; non-profit health organizations; social service organizations; environmental and animal protection organizations; development centers; public and human rights organizations; charitable organizations; international organizations. World experience is considered, including the example of the Croatian Homeland War Veterans Association and the American context. Most organizations had the same goals: increasing medical benefits and building new hospitals for veterans; strengthening existing pension systems and benefits for former servicemen and their families; establishing a new Veterans Bureau. The work also discusses the effectiveness of reintegration through immersion in the educational process. After the start of the war in Ukraine in 2022, the need to help veterans became more evident. Currently, the state does not consider assistance to war veterans only in the form of subsidies but much more broadly, namely in the Government’s Plan of Priority Actions. In Ukraine, in addition to the state, non-governmental non-profit organizations, including those founded by veterans, are involved in the process of war veteran reintegration. Examples of successful public initiatives are considered: “Principle”, “Charitable Foundation “Veterano Hub”, “Charitable Foundation “After Service” and others. At present, there are many public organizations in Ukraine created to help veterans reintegrate or that are actually engaged in this aсtivity.

Despite increasing attention, top management research has been heavily dominated by a focus on private companies with much less emphasis on the top managers in public organizations. We present a systematic literature review of 212 studies focused on public sector top managers published between 2005 and 2020. First, the paper provides descriptive results suggesting that the empirical focus on top managers in the public sector is increasing, though still limited compared to research on upper echelons in private firms. Second, we develop an empirically based “systems” model illustrating the role and function of top managers in public organizations. We use the model to show that the components of top management are interdependent, adaptive, and embedded in complex relationships in the system, and to identify avenues for future research.

Internal audit is an important tool in helping senior management of organizations to find the right solutions in meeting the objectives. Through findings and recommendations, auditors provide assurance and advice on the management of internal control systems, risk and governance. The management of public organizations in Albania still has an incomplete conception and a low level of awareness on the role of contemporary internal audit services. This is firstly related to the quality of audit activities, where in significant cases the quality of this service is assessed to be not at the levels required by contemporary standards and practices, and secondly to the lack of recognition and misuse of these services by many administrators of public organizations. The aim of this research is to determine the state of capacity of public administration employees in the field of internal audit, in public organizations in Albania and give the right recommendations for the development of these capacities in order for the internal audit service to become a powerful tool in the hands of managers to achieve their objectives by adding value to the organization. The methodology used for the research has its own dimensions such as: specification of research subjects and sampling, tools used for research, implementation plan, ethical issues, presentation of research findings, etc. The research is based on primary and secondary data collection. The research is based on the testing of the Hypothesis, H0. The practical implications of this paper consist in the fact that: this is an in-depth study of the problems faced by the internal audit activity in public sector organizations in Albania. The conclusions and recommendations given to address these issues will add value to the management of these organizations, by helping managers reconsider their roles and responsibilities in order to strengthen the Internal Control System, and to make it a powerful tool in meeting their objectives. They also serve internal auditors to improve their practical activities. The paper is original, as so far in Albania no other studies with these dimensions have been conducted in this field, and it also has both theoretical and practical value for researchers, internal auditors and managers of the field.

Purpose: This paper provides an important contribution towards the development of a valid, reliable and cost-effective instrument that reduces operational and economic risk levels in public sector organizations. Design/methodology/approach: A quantitative methodology based on the collection of primary data via a questionnaire has been adopted in this research. Findings: The research results showed that the measurement tool selected, applied, presented and proposed is comprised of three (3) scales. The reliability analysis proved that all three scales are reliable; therefore, they are suitable for use as a risk measurement instrument. Research limitations/implications: The study's academic contribution is the application and testing of the aforementioned measurement instruments, which can now be utilised by researchers in the field of risk management, to further advance the study of risk management in public organizations in Greece. On the empirical level, the implementation of these three measurement instruments can assist public organizations in Greece via an easy and fast assessment of economic and operational risks. Originality/value: This tool can help public organizations gain insight into the level of risk they face at any given point in time in order plan their actions accordingly. At the same time, central state administration will have the necessary tools to monitor and support the organizations it evaluates.