Management Of Public Agencies Research Articles

Reputation Management in Public Agencies: The Relevance of Time, Sector, Audience, and Tasks

Reputation management or branding is increasingly important for public organizations. Based on organization theory perspectives and reputation management theory, reputation profiles of four agencies—from the financial and education sectors—are compared. The data used were retrieved from the websites of the agencies at two points in time (2006 and 2016). The main results show not only that the performance dimension of the reputation profile is the most prominent but also that it is more balanced with moral and professional dimensions over time. This shows the increasing multiplicity of reputation management, catering to many and diverse internal and external stakeholders.

Shedding New Light on Strategic Human Resource Management: The Impact of Human Resource Management Practices and Human Resources on the Perception of Federal Agency Mission Accomplishment

We assess the resource-based view in the study of strategic human resource management in public agencies. We mainly examine the impact of both human resource management (HRM) practices and actual human resources on the perception of federal agency mission accomplishment. We show that all types of goal-aligned and performance-based HRM practices (including rewards, training, appraisal, and recruitment) positively affect perceived agency mission accomplishment. In addition, certain types of human resources (including the percentage of career senior executive service members and organizational size) contribute to perceived agency mission accomplishment although others (including the percentage of professionals and noncareer senior executive service members) make negative contributions. Strategic knowledge, regarding an organization’s valuable, rare, inimitable, and nontradable resources—in both HRM practices and human resources—can help improve perceived federal agency mission accomplishment.

Las agencias públicas en España: tensiones entre autonomía y rendición de cuentas

This article contributes to our understanding of the autonomy, control and management of public agencies in Spain, based on managers’ perceptions of their financial and operational capacities as well as their mechanisms of accountability. Its findings derive from the opinions of senior officials of Spanish public agencies, gathered through a survey conducted between July and November 2013. The survey is modeled on an international collaborative project (COBRA) that aims to analyze the processes of agencification among public administrations in different countries. The results of this study suggest that managers of Spanish public agencies enjoy a high level of autonomy. The results additionally show that agencies perceived as more autonomous tend to be more accountable towards their respective parent ministries. The study thus conclude that the implementation of the public agency model has not reduced the level of accountability and transparency of public administration in Spain, but, on the contrary, has contributed to encouraging the emergence of a new public manager profile more concerned about the importance of being accountable for its activities.

Complex Benchmarking and Efficiency Measurement of Public Agencies: The Case of Estonian Rescue Service Brigades

Improving the management of public agencies in relation to better use of inputs is a difficult task. Performance is a complex phenomenon that must be comprehensively described using a system of indicators developed using appropriate modeling methods. The aim of this paper is to benchmark the complex efficiency of a public agency's sub-units by using frontier analysis methods and Estonia's national rescue service brigades as an example. To benchmark the efficiency estimates for the rescue service brigades, two simplified and two multi-component models are constructed using data envelopment analysis and stochastic frontier analysis. According to the results, we conclude that the different model types reflect the efficiency of the rescue service brigades from different perspectives, and so the calculated estimates and rankings are only weakly correlated with each other.

The Role of Effective Leadership on Turnover in Work groups: Evidence from a Government Agency

Much of previous research on employee turnover in government agencies has examined intended rather than actual turnover behavior of public employees. The limited research that has examined turnover behavior of public employees has not thoroughly examined the influence of managerial leadership on turnover behavior in government agencies. The present study examined how a task-oriented leader behavior—role clarification—may enhance overall work satisfaction and reduce actual turnover in workgroups in government agencies. These linkages were examined with data collected in two time periods and from multiple sources—personnel records and organizational survey of 1699 employees working in 45 geographically distributed offices in a state agency with 11 distinct divisions of operation. The results indicated that role clarification by managers enhance overall work satisfaction and a reduce turnover rates in the offices, although these effects are mediated by the overall role clarity perceived in the offices. Implications of these findings for leadership and human resource management in public agencies are discussed.

Implementing Ecosystem Management in Public Agencies: Lessons from the U.S. Bureau of Land Management and the Forest Service

Ecosystem management was formally adopted over a decade ago by many U.S. natural resource agencies, including the Forest Service and the Bureau of Land Management. This approach calls for management based on stakeholder collaboration; interagency cooperation; integration of scientific, social, and economic information; preservation of ecological processes; and adaptive management. Results of previous studies indicate differences in the extent to which particular components of ecosystem management would be implemented within the U.S. Forest Service and the Bureau of Land Management and suggest a number of barriers thought to impede implementation. Drawing on survey and interview data from agency personnel and stakeholders, we compared levels of ecosystem-management implementation in the Forest Service and Bureau of Land Management and identified the most important barriers to implementation. Agency personnel perceived similarly high levels of implementation on many ecosystem-management components, whereas stakeholders perceived lower levels. Agencies were most challenged by implementation of preservation of ecological processes, adaptive management, and integration of social and economic information, whereas the most significant barriers to implementation were political, cultural, and legal.

A Study on the Present State and Improvement of National Museum Records Management System

Museum Records is both a resource for the administration and for researchers. And It is necessary for the day-to-day operation of the museum's activity and it serves researchers of all kinds. This study is aimed to grasp the present condition of museum records management in a National Museum of Korea and 11 local national museums in Korea as a case study. To this end, two methods were used to collect the essential data. First, a comprehensive literature survey was conducted to investigate foreign successful museum records management system. Second, interview and questionnaire survey were conducted to collect the data of actual state of National Museum. The results show that National Museum should be a wholly responsible for the department and disposition of professional staffs and set up the comprehensive registration system, the standard of classification considering the museum's feature and the regular estimation system. And also National Museum should expand and improve the facilities according to ｢ Archives and Records Management of Public Agencies Act｣.

Making the Law on Management of Public Agencies and change of Legal system of Public Enterprise

Making the Law on Management of Public Agencies and change of Legal system of Public Enterprise

Sustainability, performance and organizational strategy: an empirical analysis of public organizations

AbstractThis paper presents a first time empirical analysis of sustainable management and performance in public organizations. Prior evidence from private firms on the relationship between sustainable management and performance indicates that the benefits of adopting social responsibility practices accrue across a number of dimensions of performance. Empirical analysis of English local government suggests that sustainable management is related to sustainability performance but not to other measures of organizational performance. These conclusions raise questions about the nature of sustainable management in public agencies and the measurement of performance. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.

ASSET MANAGEMENT ON INFRASTRUCTURES

The time is right for Asset Management in public agencies. Increased demands on the nation's mature and deteriorating infrastructure system have presented a significant challenge to many agencies, especially where budget and personnel constraints force them to do more asset enhancement and preservation work with less staff and less money. Asset Management helps agencies identify ways to leverage their resources to respond to increasing system demands while maintaining adequate levels of service. It provides a means to prioritize requirements and allocate funds across different assets in the most cost-effective way.This paper contributes to discuss substantial difference between maintenance and Asset Management particularly in terms of asset enhancement and attempts to prove Asset Management shall contain optional operations to enhance assets. From this standpoint, an approach to categorize asset valuation is also provided.

Strengthening High-Risk Families: A Handbook for Practitioners

1. The Family Preservation Movement: A Historical OverviewThe Settlement Hose Movement/ The Family Centered Project of St. Paul/ Head Start/ Family Systems Theory/ Emergence of Family-Centered Programs/ Family-Based Case Management in Public Agencies/ Federal and State Legislation/ National and State Organizations 2. Family Preservation: Definitions, Goals, and Key IssuesDefinitions/ Goals of Family Preservation/ Key Issues in Family Preservation 3. High-Risk Families and Interfacing AgenciesCharcteristics of High-Risk Families/ Agencies Involved with Families at Risk/ High-Risk Families and the Social Service System/ Reentering Treatment: Failure or Strength? 4. A Framework for Beginning Family WorkFocusing on the family/ Assessing Family Needs in Partnership with the Family/ Reframing Needs: A Positive Perspective/ First Encounters 5. Treatment StrategiesAddressing Concrete Needs/ Developing a Model Relationship and Partnership/ Reparenting/ Putting Parents in Charge/ Building on Strengths to Create Hope in Families/ Frequent Contact and Availability/ An Ecological Systems Approach/ Problem-Solving and Conflict-Resolution Skills/ Confrontation/ create a Sense of Community within the Program/ Multidimensional Interventions/ Termination 6. Special Issues in High-Risk FamiliesPhysical and Sexual Abuse/ Domestic Violence/ Substance Abuse and HIV/ AIDS/ Homeless High-Risk Families/ Family Reunificationabuse 7. Dealing with DiversityCultural Competency/ Sexual Orientation 8. StaffStaff Qualities/ Staff supervision and Training/ Collaborating with Academia/ Preventing Burnout/ Educating Other Professionals/ Developing a Multidisciplinary, Culturally Competent Staff/ Professional and Paraprofessional Staff/ Individual and Team Approaches/ Worker Safety 9. Where Do We Go From Here?A Call for Systems Reform/ Social Programs Are Not Enough/ Program Evaluation: What Is Success?/ The Need for a Consumer-Driven Service System/ Beware of Pitfalls... Resource Directory.

Strategic budgeting: Reviewing the literature of an emerging theory

Among all the public management functions, the budget process comes closest to the scenarios pictured in the literature of strategic management and game theory. Unfortunately there has been very little written on the strategic aspects of public budgeting. Generally, writers on strategic management view budgeting as a secondary-level operation functioning as a means of implementing the strategic goals of the organization. Much of the public budgeting literature, however, suggests that budgeting serves a broader function, often helping to determine agency objectives as well as serving to implement objectives defined at top (usually political) levels. In this article the writer argues that strategic management in public agencies must be defined differently from the definition used for that process in private firms. The literature of strategic management and budgeting is reviewed in an effort to clarify the relationship between these two public management functions.

Urban management information systems

The areas which urban information systems should serve are characterized by lack of organizational unity; hence, “total” urban information systems are meaningless. Management of public agencies in urban areas seldom controls a significant proportion of the variables affecting these areas; information systems should relate in depth to actual control variables in the hands of public officials. Information for urban systems should focus primarily on the environment shared by many agencies rather than on internal resources of the agencies themselves. Identification of data requirements for urban management will continue to be more of an art than a science. The system consequences of the foregoing are described by such words as “incremental” as distinct from “turn-key” and “jurisdictional” as distinct from “functional”.