Public Sector Management Research Articles

A Performance Management System, Employment Relationships and Work Engagement Framework for a public sector in South Africa.

Purpose: This study sought to establish a performance management system, employment relationships and work engagement framework for the public sector in South Africa. Methodology: The study used a survey research design and a quantitative approach in which a structured questionnaire was employed to obtain information from respondents. The data were processed using SPSS. Four hundred employees who were permanently employed, who were at job levels 1–12 and had been employed for more than five years from the population of 10 660 employees took part in this study. The study utilised a non-probability, purposive sampling method. Findings: Empirical findings proved that there is a strong relationship between performance management systems, employment relationships and work engagement. Research limitations: This study was conducted within the public sector; therefore, the results may not apply to other institutions such as those in the private sector and government-private entities. Practical implications: This paper provides good insight into the relationship between performance management systems, employment relationships and work engagement and the way they impact each other. The study advocated that public sector managers are required to ensure that passion for employment relationships and work engagement is high and employee performance can be optimal. Originality/value: There is still a gap left in the literature concerning the relationship between performance management systems, employment relationships and work engagement framework for the public sector in South Africa. Therefore, this study makes a valuable contribution to the body of knowledge already available.

Vodafone Ghana – being good by doing good under Patricia Obo-Nai’s leadership

Social implications Case explains how female leaders are more concerned about social issues the industry in which they operate could resolve. Obo-Nia, CEO of Vodafone Ghana, showed concern for resolving the digital divide in Africa and offered a collaborative solution. The case also suggests how female CEOs invest in strategic corporate social responsibility (CSR) that could create a competitive advantage for firms. The case also discusses gender diversity issues in the science, technology, engineering and math (STEM) field and how Vodafone Ghana’s CEO tried to enhance gender diversity in the telecommunication sector and Vodafone. Obo-Nai did not emphasize gender diversity from a CSR perspective but believed in a business case for gender diversity, as an increase in participation of women in the STEM workforce could help the telecommunication sector innovate faster and resolve the digital divide challenge while also empowering women working from the informal sector. Learning outcomes What is the significance of a digital divide and the societal role of the telecommunication sector; Why female CEOs are more concerned about CSR and how CSR makes not charity but business case; Why female CEOs are more inclined toward collaborative strategies and how stakeholders are involved in collaborative strategies for reducing the digital divide; Exploring various strategies for enhancing gender diversity in the STEM field and the significance of gender diversity in the STEM field. Case overview/synopsis The case is about the challenges faced by Patricia Obo-Nai, the first female CEO of Vodafone Ghana, to bridge the digital divide in Africa while doing so in a profitable manner. Obo-Nai was an engineer by profession and won several awards as she rose to the post of CEO in Vodafone Ghana in 2019. During the COVID-19 pandemic, she took several corporate social responsibility (CSR) initiatives, such as making internet service freely available in certain schools and universities so that education could continue. Obo-Nai also emphasized gender diversity within Vodafone and urged other telecommunication players to focus on gender diversity from a social responsibility perspective because it was essential for innovation. Under Obo-Nai’s leadership, Vodafone itself launched several new products. She called for a multistakeholder collaborative approach to bridge the digital divide and to make 4G internet affordable in Africa. Obo-Nai collaborated with competitors like MTN Ghana to enhance Vodafone Ghana’s roaming services. Complexity academic level This case is intended for undergraduate or graduate-level business and management courses, especially international business and society, CSR and leadership courses. Graduate students in public policy may also find the case compelling. Supplementary materials Teaching notes are available for educators only. Subject codes CCS5: International Business; CCS10: Public Sector Management

Human Resource Training Process on Employee Performance in Trans Nzoia County Government, Kenya

To develop the desired knowledge, skills and abilities of the employees, to perform well on the job, requires effective human resource training process that may also affect employee motivation and commitment. Human resource training process was defined as an activity or activities that include undertaking one or a series of courses to boost performance, productivity, skills, and knowledge. From this perspective, the study strove to examine the effect of human resource training process on employee performance in Trans Nzoia County government, Kenya The specific objectives of the study were; to determine the effect of training needs assessment on employee performance in Trans Nzoia County government, Kenya; to establish the effect of training programs design on employee performance in Trans Nzoia County government, Kenya; to assess the effect of training delivery approaches on employee performance in Trans Nzoia County government, Kenya; and to examine the effect of training evaluation on employee performance in Trans Nzoia County government, Kenya. The study was anchored on human capital theory, Institutional theory, the motivational theory and action theory. The study adopted a descriptive research design while adopting a census approach since the target population was considered manageable. The target population in this study was 145 respondents who were the senior and middle level staff of Trans Nzoia County government, Kenya. The research instrument for data collection was a structured questionnaire on a likert-scale. Data was analyzed with the help of statistical package for social sciences version 26, Analysis of Variances, Correlation and regression analysis tools were used to establish the relationship between the variables. The study established that training needs assessment (r = .850, β=.875, p<.001) had the largest significant effect on employee performance, followed by training evaluation (r = 817, β=.707, p<.001), training delivery approaches (r = .783, β=.673, p<.001) and lastly training program design (r = .589, β=.589, p<.001). The study concluded that contract management is a significant predictor of performance. The study's conclusions will be important to Trans Nzoia County government leaders, other Kenyan counties, corporate and public sector managers, and academics. According to the report, training needs assessment should compare expected and actual employee performance and follow county government requirements. It also proposed connecting training needs with job requirements and assessing Trans Nzoia County government employees' present competencies vs new work requirements. The report suggested integrating human resource training programs with county government needs assessment to enhance relevance and fill knowledge gaps. Before attending sessions, trainees should be informed of training objectives and the method should be tailored to meet them. Most respondents supported Trans Nzoia County Government's leadership decisions technique for training delivery, hence the study endorsed it. For effective training, the county government should hold more conferences, workshops, and mentoring programs. According to the report, county leadership should gather input before and after training to evaluate the program's value and influence on employee behavior, career growth, experience, and performance. Effective evaluation should focus on employee performance gains and help coordinate the training process.

Identification of Dynamic Capability and Personal Competency to Develop Innovative Performance

The New Public Management Paradigm required the management of public sector organizations to transform by prioritizing the principles of competition, performance, and responsiveness in every bureaucratic behavior so that it could stimulate an increase in organizational performance results to become more effective and efficient. Seeing the demands for public administration reform, of course, the desires and demands of the community for the creation of public sector organizations that had high governance performance was increasing where this indicated the low performance of public sector management as an effort to achieve increased flexibility of public sector organizations in facing global challenges. This study aimed to identify dynamic management capability and personal competency to develop innovative performance. This study used a qualitative approach with a literature study method, a literature study consisting of detailed investigations, data collection of certain period of time, phenomena, and contexts to analyze the context and processes related to the theoretical issues being studied intrinsically from the literature used. This study concluded that there were cognitive dynamic capability and personal competence that must be possessed by public organizations to increase innovative performance in effective governance, namely thinking again, thinking ahead, and thinking across. These three factors encouraged transformational changes in governance that led to the formation of dynamic capabilities of Government/public sector organizations facing global challenges.

Translating trust as a magic concept in public sector reforms: A comparative study of the Danish and Swedish trust reform

In response to growing criticism of new public management reforms, the Nordic countries have introduced so-called trust reforms aimed at transforming public sector management and leadership. There is, however, scarce knowledge about the role of organizational concepts in national trust reform and how they are translated, not least in a comparative perspective. This study offers an in-depth analysis of how robustly “trust” as a concept has been translated in Danish and Swedish public sector reforms. Drawing on the literature on organizational translation, we use the translational diamond as a theoretical framework for a comparative analysis based primarily on document studies, triangulated with supplementary survey data and interviews. Findings indicate that the Swedish reform has both a stronger strategic and local anchoring as well as a more elaborate use of reflective and experimental reform activities. However, the study also points to other factors of importance to robust translations, such as long-term commitment and political support.

MOVING FROM BUREAUCRACY TO ADHOCRACY: AN INNOVATIVE APPROACH TOWARDS TORWARDS AN IMPROVED OPERATIONS STRATEGY

This review paper seeks to analyse and elucidate on the depth and extent of public sector managers’ involvement in creating, inculcating and sustaining an innovative culture in their public spheres thus shifting from bureaucracy and adopting an adhocratic organisational culture. This process involved a systematic review, synthesis and analysis of several articles, journals and books as a n exhaustive review of literature. A selection of articles and journals articulating the concepts of bureaucracy, adhocracy and public sector innovation were analysed. This analysis revealed that there is a paradigm shift in the organisational culture, design and strategy of some public sector organisations and institutions as they seemingly incorporate bureaucracy, adhocracy and innovation as an endeavour to adapt to the dynamic nature of the public service and as a mechanism to enhance organisational functionality and capability of the state to deliver services. This paper further establishes a glaring and inherent relationship between adhocracy culture and strategy implementation as outlined and described in Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. This paper analyses the current highly bureaucratised public sector can implement and infuse in their organisational structure, operations and culture adhocracies towards the realisation of the public sector innovation concept. The analysed articles are relevant and befitting to the topic as they link bureaucracy and adhocracy and how a possible shift can bring about an innovative and creative public service. A qualitative research approach was used where existing literature collected as research empiricism and the empirical findings of the articles were documented. This review paper is novel because it seeks to contribute to the current debate in the literature of public sector innovation through the use adhocracy and bureaucracy. This paper concludes that there is a symbiotic relationship between adhocracy, strategy implementation and innovation It recommends that the leadership and management of public sector organisations should work towards a structure of establishing a structure that accommodates adhocracy within their organisation as a recipe for effective strategy implementation and innovation. Both operational and strategic levels of leadership and management should be structured such an adhocratic culture within the organisation prevails in order to drive innovation through a paradigm shift from a bureaucratic approach to an innovative culture through adhocracy. Implications of this paper include a revision of the Department of Public Service Administration’s Operations Management Framework operations strategy to entail adhocracy as a central tenet in formulating the Service Delivery Model, Service Delivery Improvement Plan and Organisational structure design. This paper further recommends a similar survey to be undertaken in individual government departments and further pursuit of adhocracy culture in other semi government organisations to test appositeness.

The Effect Of Budget Participation On Managerial Performance With Psychological Capital And Job Relevant Information As Mediation Variables

The purpose of this study was to investigate the mediating impact of psychological capital and job relevant information on the budget participation to job performance at the public sector managers in the South Tangerang City Government. Data analyzed using SEM-PLS. The SEM-PLS allows the examination of the direct effects of budget participation on job performance and the indirect effects between budget participation and job performance that run through psychological capital and job relevant information. The findings of this study are that psychological capital fully mediates influence of budget participation to job performance, job relevant information fully mediates influence of budget participation to job performance. Limitations of this study are using questionnaire media to obtain primary data so that it relies on the level of respondent perception so that the subjectivity factor can be contained in it. Second limitation is generalizability of samples. Despite its limitations, this study has both academic and practical implications. The study adds to the job performance literature in a public sector organizations. The study also finds that manager’s job performance can be improved by minimizing Psycap and JRI. Future research should study other mediation variables on the effect of budget participation on job performance.

GENESIS AND DEVELOPMENT OF THE BANGLADESH CIVIL SERVICE - A REFORM PERSPECTIVE

This paper focuses on the historical context of Civil Service Reform (CSR) in Bangladesh. Specifically, it explores the genesis and development of the Bangladesh Civil Service (BCS) Administration cadre, with reference to different reform programs that have been undertaken since independence. This paper will place an emphasison civil service reform in contextual perspective. In Bangladesh it has been a practice for every new political regime to initiate reform planning through commissions and committees. Nevertheless, most of their recommendations have remained unimplemented for several reasons. As many as 20 committees and commissions on public administration (PA) reform were formed since 1971. International donor agencies have also conducted several inquiries and studies. Both government and donor agency recommendations have called for reforming public sector management, in general, and for reforming different CSR issues, in particular— such as recruitment, training, career management, performance management and retirement. These are the main focal areas in the BCS HRM structure that are within the scope of this paper.

Effects of Psychological Antecedents of Engagement on Organizational Performance: Mediating Role of Employee Engagement

This study aims to assess the influence of psychological antecedents of engagement on the performance of public sectored organizations in a developing nation within the context of human resources management and public sector management. The study proposed a conceptual model comprising 7 hypotheses tested with employment of the structural equation modelling-partial least squares. Data was gathered using structured questionnaire from 303 public employees from 10 public sectored organizations in Nigeria. The results revealed that of the three main psychological antecedents of engagement, psychological meaningfulness antecedents of engagement and psychological safety antecedents of engagement directly influenced employee engagement. However, no effect was found for psychological availability antecedents of engagement. The finding also showed that employee engagement mediates the relationship between psychological antecedents of engagement and organizational performance. The most significant effect was established in the relationship between psychological meaningfulness antecedents of engagement and employee engagement. The limitation of this study relates to its generalizability because it focuses on only the public sector organization. Additionally, it is cross-sectional research, and the lack of time which a longitudinal study will have could make the findings broader than it is.

Expanding public sector performance measurement and management research with actor-centred approaches in new institutionalism

PurposeIn his 2022 paper, in the Journal of Public Budgeting, Accounting and Financial Management, Sven Modell reviews and reflects on the public sector's institutional research dealing with performance measurement and management (PMM) over the past decade. Modell suggests potential extensions of this body of research. This paper seeks to contribute to the path that Modell initiated. It offers directions in which institutional theory might contribute further to research on agentic aspects of PMM in the public sector.Design/methodology/approachThe paper is a rejoinder emphasizing how institutional theory could further nurture reflection on PMM research in the public sector. The authors draw upon Modell's article and ongoing research in the institutional theory field.FindingsModell insists that institutional research on PMM in the public sector should explore the constitutive effects of PMM practices while conceiving such practices as institutionally embedded phenomena. The authors seek to extend this approach by considering the role of agency in institutional processes. To do this, the authors build on recent institutional research on agency, discussing how those new conceptualizations could nurture and develop the understanding of PMM practices in the public sector. The authors further discuss implications for coupling and decoupling as sites of agency. Such literature is relevant for examining emerging themes in public-sector accounting because it allows the authors to better conceptualize the underlying mechanisms of agency in the context of public service provision characterized by institutional complexity.Originality/valueThis paper details several implications of the current developments in new institutional theory in examining agency in the relationship between institutions and PMM, pointing at the case of decoupling. In so doing, the authors seek to stimulate a constructive exchange between public-sector accounting and a broader institutionalist body of research and suggest ways of extending the PMM research agenda.

Manager’s perspective on workers’ participation in management: a scenario-based study on Indian organizations

PurposeThis paper aims to gain insight into managers' perspectives on the concept and practice of workers' participation in management (WPM) in Indian organizations. WPM is a critical ingredient in organizational effectiveness. However, the most fundamental aspects of WPM, such as the attitudes, expectations of managers and the factors facilitating or hindering the participation process, are less explored. This paper attempts to answer those questions concerning WPM in the context of Indian organizations.Design/methodology/approachThe study uses data from 138 managers of Indian public and private sector organizations. Data were collected through an online survey as well as through semi-structured interviews. The study explores potential benefits, roadblocks and supporters from the managers' perspective. Further, to test the hypothesis, the author used multiple regression analysis.FindingsThe paper demonstrates managers' perception of workers' participation at the board level as the most beneficial and supportive compared to joint consultation and joint decision-making; however, at the same time, it is the one having the most roadblocks in the present Indian Labour laws. Workers, unions and managers' lack of legislative support and intention fuel the fire. The study also found that implementation of WPM is primarily based on statutory norms, and public sector managers are more willing to take the workers on board than managers of private sector organizations.Practical implicationsThis research is of practical significance as it extracts new visions for policymakers in India already planning to implement four new labor codes, namely, wages, industrial relations, social security and occupational safety, health and working conditions. The data from the study will facilitate the Indian labor ministry to lay down policy decisions concerning WPM. Further, the government can acclimatize this analysis to plug the ambiguities in the present WPM system.Originality/valueTo the best of the author’s knowledge, this is the first study to give insights into the manager's perspective regarding the WPM using a scenario-based approach. In addition, this paper offers valuable suggestions for policymakers to restructure and streamline the country's existing and overlapping labor laws.

Dissecting the organization matters: Gauging the effect of unit-level and organization-level factors on perceived innovation outcomes

Public sector innovation theory argues that the extent to which governments innovate is a question of factors such as capacity, collaboration, leadership, orientation, size, and autonomy. However, public sector organizations cannot be treated as uniform entities. Different units in an organization may have different challenges, networks, and exposure to innovation resources and pressures. Using multi-level survey data from Belgian federal and Flemish public sector managers ( N=351), we provide important new knowledge to understand what characteristics and incentives at both levels (units and their organizations) should be promoted and leveraged to support managers’ perceived innovation outcomes.

Strategies for employees to effect change to improve performance of public organizations

Seventy percent of organizations fail in their organizational change initiatives because of failure to involve employees in the change process. Some managers lack the strategies to implement change initiatives successfully. Using Kotter’s eight-step change model as the conceptual framework, this qualitative case study was conducted to explore public sector managers’ strategies to include employees in implementing organizational change. Semi-structured interviews were used to identify public sector managers’ strategies that include employees in implementing organizational change. Interviews were conducted with eight participants who met the inclusion criteria for this study. Data analysis included methodological triangulation and Yin’s five-phase data analysis. The five resulting principal themes are effective communication, creating and sustaining employee engagement, leadership style effect, developing training programs and processes, and strengthening organizational culture. The findings indicate that managers should focus on how well their subordinates understand the overarching goals of the vision and mission of change initiatives. These findings have potential implications for positive social change that include catalyzing employees to have a healthier attitude at work, have a better sense of work–life balance, and have a sense of belonging. Understanding the contribution of an engaging workforce may enable organizations to improve performance and profits by catalyzing monetary and non-monetary contributions to benefit citizens.

The Role of Public Management in Dealing with Crises in the Public Sector in Israel

Effective public management is the most critical prerequisite for an organization amid a crisis. By providing answers to the research questions, this study gave Israel's public managers the knowledge they needed to be effective crisis leaders. The study demonstrated how each essential leadership characteristic influences how effectively the public sector in Israel manages crises by employing the SEM statistical analysis method. This study builds on prior research on how to manage crises in the public sector and how to provide perceived effective public management leadership during a crisis. Although previous studies investigated collaboration in crisis management, they did not concentrate on leadership in crisis management in the public sector. This study is anticipated to shed further light on how to network and collaborative leadership theories are applied to crisis management in Israel's public sector.

The effect of digitalization on the daily use of and work with records in the Norwegian public sector

PurposeThis paper presents an exploratory case study on the impact of user-oriented digitalization on records management in the Norwegian public sector. The purpose of this study is to identify some of the opportunities and issues that may arise for records management professionals, case workers and citizens.Design/methodology/approachThe concept of administrative burdens and how user-oriented design can reduce or increase them is the main theoretical focus. A series of five interviews with records management professionals from five municipalities and three with IT staff members from two larger state institutions served as the primary source for this qualitative case study in conjunction with a literature review. The interviews were conducted in a semistructured format with a general interview guide.FindingsSmaller municipalities lack the resources of larger state institutions, and they do not involve users in the same extent, even though their records management professionals strive for user-orientation. The work with directly involving users appears to vary in larger institutions, where resources must still be properly prioritized. Reducing administrative burdens is vital for user-oriented design, but digitizing services often increases them, so service delivery must consider the benefits of local, in-person guidance in relation to wholly digital services.Originality/valueWhile much research has been conducted in Norway on digitalization, little has been done to examine the implications for records management work or the public’s use of records. By identifying some key concerns, this paper hopes to serve as a springboard for further research in these areas.

Factors Leading the Failure of ICT Project Management in the Public Sectors in Tanzania

The research study focuses on investigating the factors leading the failure of Information and Communication Technology (ICT) project management in the public sectors of Tanzania. The study utilizes a mixed-methods approach, combining both quantitative and qualitative data collection methods. The research includes a comprehensive literature review to identify factors associated with previous ICT project failures. Interviews and surveys are conducted with key stakeholders involved in ICT project management in Tanzania's public sectors. The findings highlight various factors contributing to the failure of ICT project management, including inadequate project planning and initiation, insufficient budget allocation, lack of skilled personnel, ineffective communication, and poor stakeholder engagement. Additionally, poor risk management strategies, organizational culture, political interference, and limited commitment from top management are identified as significant barriers to successful ICT project implementation. The implications of these findings emphasize the need for effective measures to address these challenges. Recommendations include improved project planning and initiation processes, increased budget allocation, enhanced human resource capabilities, and the establishment of effective communication channels. Creating a supportive organizational culture, minimizing political interference, and securing strong commitment from top management are also crucial to successful ICT project implementation in the public sectors of Tanzania. This research contributes valuable empirical evidence on the factors leading to ICT project management failure in Tanzania's public sectors. The findings can serve as a foundation for developing strategies and policies to promote successful ICT project implementation in similar contexts. Ultimately, addressing these challenges can lead to improved public service delivery and socio-economic development in the country.

Partnership of Stakeholders at the Local Level as an Effective Instrument of Local Development

Europe and the whole world are facing new challenges. The paradigm of the economic order established so far is changing before our very eyes. New players, mainly from Asia, have appeared in the global economy. It seems that the model of economic development that separates the public and private sectors, giving the public sector mainly a planning and controlling role in relation to the private sector, becomes less effective. The aim of the article is to show the change in the paradigm of public sector management, starting from the implementation of new public management. Next, based on selected examples, according to the authors, of successful changes in the cooperation of representatives of the public sector at the level of municipalities with residents and the private sector, models of such cooperation were proposed in general terms. Such models can be the basis for stimulating the economic development of local economies, which in the face of the crisis caused by the pandemic and the war between Russia and Ukraine, can be a significant stimulus to reduce the negative effects of this crisis.

Prospects of Mortality Salience for Promoting Sustainable Public Sector Management: A Survey Experiment on Public Service Motivation

The United Nations has established 17 Sustainable Development Goals (SDGs) as a global initiative to achieve a more sustainable future. Within these goals, SDG16 emphasizes the significance of sustainable public sector management, which profoundly influences the accomplishment of other SDGs. Enhancing public service motivation is a critical element in advancing sustainable public sector management. This study explores the potential of mortality salience as an intervention to bolster public service motivation, aiming to provide valuable insights for SDG16. Specifically, the study investigates the varied effects of mortality salience on public service motivation using a survey experiment and employs machine learning techniques. The findings reveal a significant positive impact of mortality salience on public service motivation. Furthermore, this study highlights that this impact is more prominent in organizations characterized by high levels of servant leadership and extrinsic rewards, as well as low levels of organization-based self-esteem. These findings have practical implications for fostering sustainable public sector management in the post-COVID-19 pandemic era.

Challenges and Best Practices Solution of Agile Project Management in Public Sector: A Systematic Literature Review

Applying Agile methodologies in the public sector is nothing new. In recent years, governments worldwide have moved towards Agile development, especially with the Pandemic that requires governments to move and make decisions quickly. However, the difference between the government system and the private sector, such as holding the principle of a hierarchy of authority, still challenges Agile application. This study aims to explore challenges and provide solutions for applying Agile project management in the public sector by conducting a systematic literature review (SLR) using the PRISMA method. The literature used in the SLR was obtained from four paper databases, namely Scopus, IEEE Xplore, ACM, and Emerald Insight. Five hundred ninety-five papers were found, and 18 suitable papers were obtained, which were then analyzed and obtained a total of 43 challenging issues. Each of these issues is grouped based on eight project performance domains of PMBOK 7th edition, and the solution for each challenge is obtained from the mapping results from the SLR papers and PMBOK 7th edition Guide. The results showed that the most issues were in the Development Approach and Lifecycle and Project Work domain categories, with 8 issues each. Followed by Team with 7 issues, Stakeholder with 6 issues, Delivery with 5 issues, Measurement with 4 issues, Planning with 3 issues, and Uncertainty with 2 issues. This research can be useful for academics or practitioners as a reference in facing the challenges of implementing Agile project management in the public sector

Managers’ perceptions of partnerships between social enterprises and the public sector in Brazil

Social enterprises adopt hybrid organizational models and offer new possibilities for cross-sector collaborationbetween business and philanthropic sectors. However, there is a lack of research on partnerships involving socialenterprises. This study examined the benefits and challenges of cross-sector partnerships between social enterprises and public sector organizations in Brazil. In-depth interviews with six managers of three partnerships revealed that social enterprises and public sector managers perceived “visibility” as a key benefit of the partnerships. However, both groups identified “budget constraints,” “differences in work logic and pace,” “lack of project continuity,”and “complex approval processes” as significant challenges. These findings suggest that many of the benefits and challenges previously identified in partnerships between traditional sector organizations also apply to cross-sector partnerships involving social enterprises. The study contributes to understanding the potential of these cross-sector partnerships and highlights the need for further research in this area.