Managers In Public Sector Organizations Research Articles

Lähijohtajien muutosvalmius kuntasektorilla

Recent studies have highlighted the importance of managers’ role in change. Managers are a lynchpin in the success of a change as they stand closest to employees and they are both implementing change but also being affected by change.
 In this study, we explore managers´ readiness of change. Readiness of change refers to what employees perceive as the balance between costs and benefits of maintaining a behavior. In practice, it is about psychological willingness to cooperate in bringing the change to fruition.
 We interviewed 19 managers in public sector organizations. The findings indicate that strong change readiness of managers requires organizational support, time resources for people management and participative organizational culture. Study highlights the individual experience and interpretation of meaningfulness of change. This can be achieved by communicating the consequences and benefits of change clearly and by engaging managers in change already in the early phase. 

Diversity Management as an E􀁼ective Tool to Support Sustainable Management in Public Sector Organizations - A Case Study at the Wasit Spinning and Knitting Factory

Diversity Management as an E􀁼ective Tool to Support Sustainable Management in Public Sector Organizations - A Case Study at the Wasit Spinning and Knitting Factory

Making Sense of a Change Management in Public Sector Organizations: Change Imitation as Employee Response to Radical Decisions

Macro-level reforms of public administration in Central and Eastern Europe (CEE) countries is discussed broad range in scientific studies. However, the adoption of innovative management tools that have proved their worth in the private sector has received only limited attention. This paper presents probably the first study on the role of emotions and sensemaking in managing radical changes in the public administration institutions in CEE. We found that instead of leading to active resistance and change rejection, as confirmed in earlier research proceeded in Western Europe countries, negative emotions led to passive resistance based on behaviour of change imitation. By drawing on the theory of sensemaking, we also divulge how the archetype of the “Soviet times” is employed to explain novel and contradictory events caused by change implementation.

Performance Driven Culture in the Public Sector: The Case of Nordic Countries

Public sector organizations face a lack of efficiency and ineffectiveness in providing their mandates due to fear of change among the public service workers. Public sector managers can instill a high performance-driven culture in employees of the public sector. For this reason, the study aims to define a set of key characteristics of organizational culture that contribute to effective performance measurement and management of public sector organizations. The qualitative research method is employed in this paper using case study comparative analysis. To get the objectives of the study, selected local governments from three different Nordic countries are analyzed. As discovered from the case study analysis, these local governments have successfully constructed and implemented performance measurement and management systems. Concurrently, they practice performance-driven culture key characteristics to achieve their organizational targets without any significant difficulties. Three key characteristics (strong performance-driven leadership, report and communicate performance, review and discuss performance) are used in all selected local governments, and one (the reward system) is missing. All four key characteristics are employed only in Helsinki, which is a benchmark for other local governments. This study’s results can thus serve as an example of best practice for other public sector organizations within Europe.

To be or not to be: paradoxes and dilemmas faced by middle managers in Malaysian public service during organizational change

PurposeThe purpose of this paper is to investigate the antecedents of acceptance of change on Administrative Diplomatic Officers (ADO) from the Management and Professional Group in the Malaysian public service organizations.Design/methodology/approachA total of 400 respondents were selected from 6904 ADO who served in Malaysian public service organizations. Data for this study were collected using self-administered questionnaires to study the direct relationship of individual and environmental factors toward acceptance of change; and the impact of organizational support as mediator on the relationship of environmental factors on professionals' acceptance behavior on organizational change. The paper uses quantitative research design, and the hypotheses formulated for this study were tested using SEM AMOS.FindingsThe study revealed that organizational support, attitude toward change, subjective norms and social influences all have significantly direct effect on acceptance to change. In contrast, results showed that locus of control has no direct influence on dependent variable. The results of mediation model analysis suggested that organizational support partially mediates the relationship of subjective norms on acceptance of change.Research limitations/implicationsThe population of this study was only involved ADO as middle managers in Malaysia public service organizations. The author's choice of sample limits the generalizability of the results. However, the choice made was instrumental, convinced in reaching a good and rich set of data. It is thus enabled to obtain an ample understanding of the dynamics in the case.Practical implicationsPerceived organizational support should be crucial element taken by human resource development practitioners in Malaysian public service in ensuring that Management and Professional Groups smoothly adapted to organizational changes through subjective norms and social influence.Social implicationsPresent study is essential to provide empirical mapping of a hitherto unexplored acceptance of change within the predictor variables examined in this research. By providing a better understanding of public servants' acceptance of change through research variables, this may then improve their service to deliver government work plans and achieving goals.Originality/valueThe findings of this study extend the knowledge of acceptance of change behavior in the context of Management and Professional Group in Malaysia public service. The integration between selected individual and environmental variables toward acceptance of change behavior with mediating variable of perceived organizational support adds values to the body of knowledge toward understanding the process of acceptance of change behavior. The scientific contribution of this paper created an empirical evidence of unexplored area of acceptance of organizational change within the Management and Professional Group, highlighting that the middle managers in public sector organizations veritably believe they are responsible for their own success.

The Grounded Theory Perspective: Human Resource’s Characteristics In Supporting Risk-Based Management Implementation

This study aims to develop employee organizations' role in implementing risk management in public sector organizations. This study's character uses several indicators, including values, attitudes, interests, and religion. The research was conducted at public sector organizations in the non-profit category, Infaq Amal Zakat and Shodaqoh Muhammadiyah (LAZISMU) in Malang City. The research method used is grounded theory research with a qualitative approach, in which data research uses structured and open interview techniques. The collected data will be analyzed using grounded theory analysis techniques. The study results found several factors, as seen from their abilities, values, attitudes, interests, and religiosity, in supporting the implementation of risk management in Malang. These characteristics include working with time, the right placement of human resources, mastery of job descriptions, information, ability, and transfer of knowledge, in terms of values, including cooperation, responsibility, democracy, solidarity, humanity, honesty, order, and discipline. In terms of attitude, including being wise, with integrity, cooperative, open, and selective. In terms of interest, it is shown by being participatory, actualizing, and proactive.Meanwhile, in terms of religiosity, it includes the mandate to carry out duties, desire in preaching, and personal needs to fill charity activities with full volunteerism.

The influence of emotional intelligence on employee’s performance: a case from Romania’s public sector

: The research aim was to analyse the relationship between emotional intelligence and performance of public sector employees, but we also looked at correlations between two dimensions of emotional intelligence and two particular dimensions which impact organizational performance. This study was conducted on employees from Romanian public sector organizations and in order to achieve the purpose of the research we developed a quantitative methodology based on questionnaire. All the measures we used in this study were drawn from established previous research and specially adapted and tailored for employees from public sector. The study was conducted through a quantitative methodology, using a conceptual deductive research approach based on conceptual framework in order to test the hypotheses. For the statistical analysis, we used the package SPSS Statistics 22.0, through which we generated descriptive analyses and several parametric tests aimed at achieving the main purpose of our research. The results of our research are relevant for leaders and human resources managers of public sector organizations, but they can also be useful for practitioners and scientific community from around the world. The conclusions of our research demonstrate that emotional intelligence is important for any organization and does have a statistically significant impact on how performance is measured and encouraged in Romanian public organizations. Although the correlation is not the strongest, the 0,321 Pearson Correlation coefficient is enough to warrant public organizations investing in recruiting and retaining emotionally intelligent workforce if they care about performance.

Adoption of management control systems and performance in public sector organizations

Public sector organizations have the responsibility to provide public services, while having to deal with a dynamic and turbulent environment and budget constraints. The pressure to innovate and improve performance has led these organizations to look for more effective management methods and tools. Management Control Systems (MCS) have been used to improve organizations’ performance and previous studies show their relevance in private and non-profit sectors, but there is a gap in the literature concerning the adoption of MCS in the public sector. This work aims to study the adoption and impact of MCS in a sample of public organizations. Based on fsQCA, our study shows how MCS are associated with the accomplishment of organizational objectives. These results contribute to the ongoing academic debate on MCS in the public sector, while being useful for top managers in public sector organizations aiming to improve the performance through the implementation of MCS packages.

PENGUKURAN KINERJA PERGURUAN TINGGI (STUDI PADA FKIP UNIVERSITAS LAMBUNG MANGKURAT)

Reform became a milestone of institutional and bureaucratic order of life in Indonesia, where all stakeholders started demanding the delivery of good governance of public sector organizations. Performance measurement into one of the tools to realize the management of public sector organizations based on principles of good governanceThis study aims to determine the achievement of the performance of a faculty State University (PTN), namely the Faculty of Teacher Training and Education (FKIP) Lambung Mangkurat University. Performance measurement at the FKIP Lambung Mangkurat University using variable financial performance, the performance of community service, educational performance and teaching, and research performance. In addition, to determine whether FKIP UNLAM has a planning tool or program evaluationThis study uses a mixed (mixed method). This method consists of two phases, namely the first phase of quantitative or hypotheses and then continued the second phase is the qualitative phase to strengthen the hypothesis test results. Quantitative methods using Structural Equation Models (SEM) with a variance approach, followed by using a qualitative method of thematic content analysis of interviews to the respondents.The results showed that all the variables of financial performance, the performance of community service, educational performance and teaching, and research performance has an influence on organizational performance FKIP UNLAM. Education and teaching performance has a very high influence, while the performance of research has least influence than 3 (three) other performance. Based on the research also showed that organizational performance is influenced by the Institutional Theory.

Understanding Gendered Perspective to Corruption: Evidence from Pakistan

This study focuses on the debate that whether women are as corrupt as men, or their propensity to corruption is less than their male counterparts on account of their soft gender? It also encompasses the dynamics of networking, with particular emphasis on sifarish (use of influence for undue benefits) and networking in gender perspective. Are women less corrupt than men? Do the sifarish and networking have gender biasness, how women become part of these networks and what role they play therein? These are the questions addressed in this study. An interpretive approach of qualitative research has been adopted keeping in view the subjective nature of networking and corruption. Semi-structured interviews from seventeen General / Senior Managers of public sector organizations were conducted to get their input on the research questions, middle management of public sector has been selected with a view that they have immediate exposure to corruption occurrences in the society. In addition to it, in depth review of the relevant available literature has been made. It has been concluded that apparent image of women being less susceptible to corruption is not related with their sex or gender, rather it is due to their less exposure to business and economic world which, even as of today, is dominated by men This study will add to the literature on role of gender in corruption, sifarish, networking and favoritism in the Pakistani context. This will also help management practitioners in working out their strategies in defining the role of women in the anti-corruption campaigns in business and political sectors. This study has acquired feedback from the middle management employees belonging to public sector organizations as they are directly related with formation and implementation of policies, which is also a sampling limitation. Future research should be carried out on diverse samples covering private organizations and non-professional people.

Enabling enterprise risk management maturity in public sector organizations

IMPACT This article addresses an important public sector management issue—what and how organizational capabilities can be mobilized for effective deployment of enterprise risk management (ERM) in public sector organizations. The authors present a framework providing insights to public sector managers for enhancing risk management practices ABSTRACT Public sector reforms have led to risk management gaining prominence as a means for effective service delivery and a tool for accountability. The public sector has seen regulatory changes intended to empower managers to engage in appropriate risk management practices. The authors present a framework for effective enterprise-level risk management in public sector organizations. The framework includes three essential enablers of risk management and provides conceptualizations for guiding future empirical research.

LEADERSHIP AND MANAGEMENT IN PUBLIC ADMINISTRATION

All the organizations of the contemporary society require professional management. Special challenges are to be faced by public organizations which – because of their public mission – are obliged to take care of the common good. Proper management of public sector organizations by leaders with leadership qualities determine the level of public value attained by the very organizations. In the era of knowledge-based society, the rudimentary role of leadership is to achieve high standards by the organizations in the area of knowledge acquisition, knowledge sharing, implementation of innovative solutions and the ability to adapt to fast changing environment. Leadership is also about creating corporate cultural identity – a significant link between corporate mission and its human resources so as to develop the best possible standards of providing public services to inhabitants of the set community.

Knowledge Management: Sustainable Human Resource Development in Public Sector Organizations

Knowledge management in public sector organizations is needed to improve the quality of human resources and the quality of public services. This paper aims to explain the main principles and strategies for developing sustainable management of knowledge in order to improve the quality of human resources in public sector organizations. The method used is descriptive method, which describes the strategy of developing sustainable management of knowledge from various literatures related to human resource development. The results of the literature review show that knowledge management needs to be applied and developed sustainably in every public sector organization. The quality of human resources can be improved through structured knowledge management, as well as public services can increase in line with the increase in the ability or competence of human resources for their work. Human resource governance plays an important role in building a culture of public sector organizations based on knowledge (knowledge culture). Knowledge management can be a solution to reduce the stigma of public sector organizations that are generally rigid, slow, and complicated.

Factors hindering effective partnering in Indian public sector construction organizations

Purpose The Indian public sector construction industry is normally driven by traditional contracting practices. Though no formal partnering agreement is being used in public sector projects in India, improvement in Indian public sector organizations could be observed in the post-liberalization era, as they get the opportunities to work with multinational companies from countries with experiences in partnering. The purpose of this study is to explore the extent of partnering strategies being adopted by Indian public sector organizations and identify factors hindering the adoption of formal partnering. Design/methodology/approach Critical success factors for successful partnering were first identified through literature review. This guided the collection of primary data through semi-structured interviews with 36 top management personnel and secondary data in the form of organizational documents and site reports from several site visits of four public sector construction organizations. The evidence collected from four cases were arranged and compared against organizational strategies of successful partnering. Findings Most of the strategies adopted by the organizations were found to be in line with the suggested partnering practices. However, partnering performance of these organizations was found to be not satisfactory. This study has identified 14 factors hindering effective partnering such as reservations over joint risk-sharing process, limited bid evaluation criteria, difficulty in time-bound payment to contractor, absence of incentive mechanism, obsolete training procedures and absence of time-bound dispute resolution mechanism. Research limitations/implications The research findings are based on a case study with four public sector organizations only. Additional cases need to be undertaken to generalize the findings. Further study should also be undertaken to explore partnering relationships between contractors and subcontractors in public sector projects. Practical implications To improve project performance, top management of public sector organizations in India can take these factors into account while formulating strategies on introduction of project partnering in their organizations. Originality/value The work is novel providing insights into organizational strategies promoting and hindering partnering in Indian public sector construction organizations.

An Overview on the Public Relations Strategic Management in Public Sector Organizations

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.

Conceptualizing dysfunctional consequences of performance measurement in the public sector

ABSTRACTPerformance measurement (PM) has become increasingly popular in the management of public sector organizations (PSOs). This is somewhat paradoxical considering that PM has been criticized for having dysfunctional consequences. Although there are reasons to believe that PM may have dysfunctional consequences, when they occur has not been clarified. The aim of this research is to conceptualize the dysfunctional consequences of PM in PSOs. Based on complementarity theory and contingency theory we conclude that dysfunctional consequences of PM are a matter of interactions between PM design and PM use, between control practices in the control system and between PM and context.

Mediation effect of dynamic capability in the relationship between knowledge management and strategic leadership on organizational performance accountability

PurposeThis study aims to examine and assess the effect of knowledge management and strategic leadership on performance of hospitals by using variables’ mediating effect of dynamic capability.Design/methodology/approachThe population included in this study are all the elements of leadership, i.e. both structural and functional leaders at the four hospitals in Makassar [the central government (Dr Wahidin Sudiro Husodo), Regional General Hospital belonging to the Provincial Government of South Sulawesi (Hospital Labuang Baji and hospitals Hajj) and government hospitals (hospitals belonging Makassar City Government)]. The sample size resulting from the analysis tools included approximately 100 respondents. This research used both structural, i.e. structural equation modeling (SEM), and Sobel tests for assessing the mediation effects.FindingsFirst, dynamic capabilities as a mediation variable in relationship between the knowledge management and performance of hospitals, indicates that higher knowledge management will result in improved hospital performance, if the mediated dynamic capability was also higher. Second, dynamic capabilities as the mediation in the relationship between strategic leadership and hospital performance indicates that a higher strategic leadership will lead to improved hospital performance, if the mediated dynamic capability was also higher.Originality/valueThe results of previous studies on knowledge management in public sector organizations were not sufficiently clear. Moreover, the study of knowledge management in the health services industry also received less attention from previous researchers. This research attempts to fill the gap further by examining the influence of knowledge management on organizational dynamic capability and organizational performance of hospitals. The presence of the mediating variable dynamic capability also differentiates this study from previous studies.

Talent Management in Public Sector Organizations: A Study on the Impact of Contextual Factors on the TM Approach in Flemish and Dutch Public Sector Organizations

Public sector organizations are confronted with the intensifying competition for talent and suffer from a chronic shortage of talented people. There is little empirical research on the specific talent management (TM) issues in the public sector. This article aims to clarify how public sector organizations conceptualize TM, and particularly what (contextual) factors influence the adoption of an inclusive or a more segmented people management approach in the public sector. Theory on institutional mechanisms and institutional logics is used to clarify the impact of contextual factors. The empirical data are collected in two substudies on TM in the public sector. The data show that TM is highly contextual. Both the organizational internal and external context affect the intended TM strategy, including the actors involved in TM and their interrelated logs. This article is among the first to explore conceptually and empirically the influence of institutional logics on the different aspects of TM approach and as such provides some new directions for future TM research.

The Relationship Between Knowledge Sharing and the Level of Innovation Among Public Sector Managers in Gaza Strip, Palestine

Objective: The current research seeks to empirically examine the relationship between knowledge sharing and the level of innovation among managers in public sector organizations in Gaza Strip, Palestine. Methods/Statistical Analysis: The quantitative method was utilized in this study. A structured questionnaire containing 63 close-ended questions was used in collecting primarydata. The study population includes all managers working in the Palestinian Ministries with four different grades A4, A, B, and C. Stratified random sample was used in selecting sample respondents. Out of 350 questionnaires distributed, 270 questionnaires were returned and analyzed, with a response rate of 77.14%. Findings: The results revealed that the level of innovation at the public sector organizations is acceptable from managers14%. used in collecting primary sector organizanot have efficient reward system to motivate innovative performance and knowledge sharing behavior. The findings also showed that the level of innovation and knowledge sharing in public sector in Palestine are significantly correlated. Moreover, the findings also revealed that the level of innovation and knowledge availability, accessibility and applicability are significantly correlated. Applications/Improvements: The study model showed that 65.0% of the variation in the innovation level can be predicted by the applicability and availability of knowledge, where knowledge applicability was the most significant.

Matrix organizations and cross-functional teams in the public sector: a systematic review

PurposeThe 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/approachThis 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.FindingsApplications 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/implicationsMethodological limitations relate to excluded data due to non-accessible articles.Practical implicationsThe findings have practical implications for public sector organizations in adapting to a changing environment.Originality/valueThis is the first systematic literature review of matrix management in public sector organizations.