Private Sector Management Research Articles

Henley Modeled Institution Informed Transformative Potential of Nepal’s Administrative Staff College

Administrative Staff College at Henley-on-Thames in the United Kingdom has left a distinctive mark in the development history of executive training. It was a pioneer in drawing managerial staff from both civil service and business sectors for collaborative learning. Henley modeled institutions sprang up in different parts of the world, either as locally contextualized versions of the prototype or modified ones to cater to civil service cohort only. Although not a direct offshoot, the administrative staff college in Nepal is documented as having learned from Henley at its founding in 1982, and much of whose training structure is still retained today. The objective of the study was to review the transformation that Henley modeled administrative staff colleges took in response to the needs of time, and to draw an analysis informative for Nepal’s administrative staff college to plan out its future course. This comparative public administration study treated Henley model as a benchmark and shed light on the transformation of some Henley modeled institutions, including the original Henley. The finding revealed that there is a decisive factor for Henley modeled institutions’ survival. It was if the institution could continue to provide a meaningful platform for public and private sector leaders to contemplate how to co-lead the changing society. In Nepal, executive training strategically tailored for a mix of public and private sector managers is a domain yet to grow. Devising a way to involve non-public sector minds into the forum of executive training for select civil servants seems a logical lesson drawn from the transformative experiences of Henley modeled institutions, for it allows the civil service institution to continue to be relevant to the needs of the changing society it serves.

Towards engagement through empowerment: a study on private sector managers

Towards engagement through empowerment: a study on private sector managers

Механізм державно-приватного партнерства у сфері транспортної інфраструктури України

Розглянуто сутнісні ознаки державно-приватного партнерства. Проаналізовано підходи щодо формування механізмів здійснення державно-приватного партнерства. Показано роль і можливості застосування механізмів державно-приватного партнерства у сфері інфраструктурних проектів. Обґрунтовано ефективний механізм реалізації державно-приватного партнерства у сфері транспортної інфраструктури України.

Rediscovering Public Service in New Zealand after 30 Years of New Public Management?

Legislation change is ‘easy’ compared with changing organisational cultures, which have the most powerful influence over whether rhetoric about a ‘spirit of service’ will translate into realities for citizens and political leaders. The competing values framework, developed in reaction to one-size-fits-all models of private sector management, helps show the scale of the change being sought with the proposed Public Service Act.

Towards Engagement through Empowerment: A Study on Private Sector Managers

The purpose of this study is to analyse relationship between employee engagement and turnover intention. It further attempts to understand the role of employee empowerment as a moderator in the employee engagement and turnover intention relationship. 274 data were collected from the respondents belonging to private sector bank managers across Delhi/NCR of India. Techniques like exploratory factor analysis and confirmatory factor analysis were used to validate the dimensions under study. Structural equation modelling and regression analysis were further used to assess the moderating impact of employee empowerment on employee engagement-turnover intentions relationship. An inverse relationship between empowerment and turnover intentions was found and no relationship between engagement and turnover intentions was determined by the results. Furthermore, employee empowerment did not have a moderating effect of employee engagement-turnover intentions. The result derived from the present study accentuates the significance of empowering employees which leads to better engagement.

PROBLEMS WOMEN ENCOUNTER IN PUBLIC ORGANIZATIONS: A QUALITATIVE STUDY

Despite the fact that women have gained power within societies in every area of life and have thus transcended their previously traditional places, they still tend to encounter problems in their management duties. These problems naturally impact a woman’s business life, reducing their work motivation. Some of the problems that women encounter while performing their management duties in public organizations need to be resolved. This article aims to bring solutions to these problems and thus contribute to the literature. It is also believed that resolving women’s problems will improve their standing, both in public and private sector management offices, therefore contributing to the national economy. This research was grounded upon this justification. The purpose of this research is to determine the problems that women encounter in the course of performing their management duties in Turkish public organizations. Data for the research was acquired in 35 interviews with female managers working in public management offices. A semi-structured interview form was prepared for this purpose. Since the research is of qualitative nature, interview questions were established as open-ended questions. The data was obtained using the qualitative “content analysis” method. The data were evaluated using the NVIVO 11 package software. 68 statements were obtained as a result of the interviews. According to the findings of the study, the problems faced by women in management were identified with 68 statements. The findings of the study were grouped under three components. At the conclusion of the research, problems that female managers faced in public organizations were specified. The problems were grouped in three categories, namely psychological, socio-cultural and environmental factors .

Rediscovering Public Service in New Zealand after 30 Years of New Public Management?

Legislation change is ‘easy’ compared with changing organisational cultures, which have the most powerful influence over whether rhetoric about a ‘spirit of service’ will translate into realities for citizens and political leaders. The competing values framework, developed in reaction to one-size-fits-all models of private sector management, helps show the scale of the change being sought with the proposed Public Service Act.

Managers’ Emotional Intelligence Skills and Organisational Performance in Selected Telecommunication Companies in Lagos State, Nigeria

This study examines emotional intelligence skills and organisational performance in the Nigerian telecommunication sector. To achieve the objective of the study, survey research design was used for data collection. The study relied heavily on quantitative method by using a structured questionnaire which was administered on the employees of three selected telecommunication companies, MTN Nigeria, Airtel and Globacom at their Head offices respectively. The study adopted stratified sampling technique to administer Five hundred and thirty-three (533) questionnaires with three hundred and forty-two (342) (i.e. 64 percent) valid responses. The Cronbach’s Alpha reliability test of all the variables indicated 0.87. Data gathered were analyzed through descriptive and inferential statistics. The findings revealed that Managers’ emotional intelligence skills have no significant effect on organisational performance. The implication of this finding is that most managers in private sector tends to be interested in regulations, monitoring and evaluating subordinate’s performance without caring for their feelings and emotions. Therefore, it is recommended that the telecommunication companies should expose their managers to trainings that focus on the acquisition of emotional intelligence skills all in a bid to achieve their corporate objectives.

An integrated perspective for balancing performance and risk

Over the last century, management disciplines have struggled to define the concept of performance. From early manufacturing origins, performance was defined using quantities such as efficiencies and productivities, while later advancing to shareholder value concerns. With increased regulation, aspects of safety and risk took a preeminent and complementary role in organizational management. This left aspects of reliability and safety to be concurrently managed in the realms of both performance and risk, while the performance and risk fields diverged to parallel and continuously maturing academic disciplines. Today, performance and risk disciplines involve broad applications within operations management, but also in areas of policy, sustainability and social responsibility. As a result, there are strong arguments for challenging the boundaries between performance and risk. This paper provides an academic inquiry for the evolving definition of performance and how it can be reconciled with concepts of risk, uncertainty, and opportunity within the context of public and private sector management. Using recent developments in the risk analysis field, we develop a unified perspective for how to think in relation to performance and risk, from fundamental concepts to characterizations, assessments and management. A case example involving three types of systems illustrates the contribution of this paper.

Are public managers more risk averse? Framing effects and status quo bias across the sectors

Modern reforms meant to incentivize public managers to be more innovative and accepting of risk are often implicitly based in the longstanding assumption that public employees are more risk averse than their private sector counterparts. We argue, however, that there is more to learn about the degree to which public and private managers differ in terms of risk aversion. In order to address this gap, we field a series of previously validated experiments designed to assess framing effects and status quo bias in a sample of public and private sector managers. Our results indicate that public managers are not more risk averse or anchored to the status quo than their private sector counterparts; in fact, the findings suggest the opposite may be true under some conditions. In addition, our results fail to confirm previous findings in the literature suggesting that public service motivation is associated with risk aversion. We conclude with a discussion of the implications of these results for the study of risky choice in the public sector and for modern public management reforms.

Stakeholder perspectives on public-private partnership in health service delivery in Sindh province of Pakistan: a qualitative study

ObjectiveThe objective of this study was to explore the perspectives of stakeholders on public-private partnership (PPP) in healthcare service delivery in Sindh province of Pakistan including the reasons for adopting such policies and the barriers for its implementation. Study designThis was a qualitative primary study. MethodsSemistructured in-depth interviews were conducted with 13 stakeholders, including officials from provincial government and district administration (legislators, district managers, deputy commissioners and assistant commissioners) and representatives from private sector organisations with direct or indirect role in implementation of PPP policy, selected using purposive sampling methods. Data were analysed using a thematic approach. ResultsParticipants had very limited in-depth understanding about the concept of PPP. They considered multifaceted corruption in the health system and the success of existing PPP initiatives as the main reasons for the PPP policy adoption. Resistance from healthcare staff was perceived as the main barrier for implementation of PPP. There was a common perception that better monitoring capacity in the private sector management can be a cause of concern for public sector employees who may have become used to less efficient working. A common theme found in the narratives was the possible apprehensions from healthcare staff about the loss of their jobs. ConclusionOur findings indicated lack of effective engagement with key stakeholders and the resistance from healthcare staff as the key barriers for PPP implementation in Sindh, Pakistan. These findings provide useful insights for the successful implementation of such initiatives in Pakistan as well as in other similar settings.

Can Bureaucrats Really Be Paid Like Ceos? Substitution Between Incentives and Resources Among School Administrators in China.

Unlike performance incentives for private sector managers, little is known about performance incentives for managers in public sector bureaucracies. Through a randomized trial in rural China, we study performance incentives rewarding school administrators for reducing student anemia—as well as complementarity between incentives and orthogonally assigned discretionary resources. Large (but not small) incentives and unrestricted grants both reduced anemia, but incentives were more cost-effective. Although unrestricted grants and small incentives do not interact, grants fully crowd-out the effect of larger incentives. Our findings suggest that performance incentives can be effective in bureaucratic environments, but they are not complementary to discretionary resources.

A Comparative Study of Public and Private Sector Organizations about the Impact of Training and Management Development Programmes on Organizational Productivity

India has become one of the fastest growing economies in the world over the last two decades, undoubtedly aided in this performance by economic reforms. The striking aspect of India’s recent growth has been the dynamism of the service sector, while, in contrast, manufacturing has been much less robust, contrary to the experience in other emerging market countries, where manufacturing has grown much faster than GDP. Present study is focused on a comparative evaluation of two steel giants in India i.e. SAIL and TATA steel. The study reveals that training and MDP have positive correlation with employee development, employee satisfaction and organizational productivity whereas it has been found that private sector managers (TATA Steel) have more positive opinion for training and MDP in comparison with public sector enterprise (SAIL)

Role of organizational culture in psychological needs satisfaction and work engagement

This paper explores the role of organizational culture in the satisfaction of basic psychological needs and yielding work engagement among public and private sector managers. Results reveal that organizational culture confers employees with a sense of relatedness which promotes work engagement. Additionally, the study suggests that female managers have a higher need for relatedness, the satisfaction of all basic psychological needs is significantly higher among private sector employees and work satisfaction increases with increasing job level. This study can be used for the development of organizational culture to improve relatedness among employees with respect to gender and the type of the organization.

Digital readiness in government: the case of Bahía Blanca municipal government

Government organisations do recognise the opportunities of technology but seem uncertain about whether they are ready for the digital transformation. The aim of this research work is to formulate a framework that explains resources, capabilities, and management choices necessary to respond to the new environment. The problem is essentially approached from a strategic analysis perspective coming from the private-sector strategic analysis and management. The research methodology is based on literature review and an in-depth case study based on a municipal level government. The framework describes: a) the impact of digital innovations on external forces; b) adequate strategies arising from a value chain analysis; c) resources and capabilities of critical importance; d) and the new role of government as a platform provider. In terms of practical contributions, the paper provides specific and actionable recommendations on relevant challenges when municipal-level governments conduct a digital transformation process.

A new approach to classification of air navigation service providers in the context of commercialization

In the last approximately ten years the concept of commercialization has started to appear more frequently in relation to air navigation service providers. Majority of researchers associate commercialization of air navigation service providers solely with their organizational-ownership structure and the implementation of private sector management practices. This paper proposes new approach to classification of air navigation service providers with regards on their actual commercial activities based on proposed a new definition of term commercialization created with utilization of linguistic analysis method.

Job satisfaction among senior managers and employees

PropósitoSe analiza la satisfacción laboral de los directivos y de los empleados públicos en contraposición a los directivos y empleados privados a partir de determinadas variables de tipo personal y laboral.MetodologíaAplicación de un Modelo Lineal General Univariante con Interacciones que nos permiten ver la influencia de las variables independientes a partir del valor base de referencia.ResultadosLos resultados señalan que los empleados públicos difieren notablemente de los empleados del sector privado mientras que los directivos públicos expresan comportamientos y preferencias muy similares a los directivos del sector privado.Limitaciones/ImplicacionesLa implicación general es que la gestión pública de los directivos no se diferencia mucho de la gestión privada por lo cual es susceptible de aplicar las técnicas de gestión privada como el New Public Management. La limitación fundamental es que el análisis cuantitativo no permite observar la incidencia de aspectos éticos susceptibles de orientar la gestión con valores.Implicaciones prácticasLas dificultades en la gestión de los directivos públicos pueden venir de la propia percepción que tienen los empleados públicos de la aplicación de prácticas de gestión privada.Implicaciones SocialesLa elevada Satisfacción laboral de los directivos públicos señalaría que a pesar de que sus remuneraciones son inferiores a las del sector privado no tiene por qué producirse una dotación subóptima de gestores públicos que pudiera perjudicar los servicios públicos.Originalidad y valorNo conocemos precedentes de analizar la diferencia entre los sectores público y privado al comparar empleados y directivos. Utilizamos una muestra elevada. El trabajo permite orientar la gestión pública de los directivos públicos.

The In-Betweeners: Racio-ethnic and Masculine Identity Work of Indian Male Managers in the South African Private Sector

This article examines the extent to which minority Indian male managers engage in identity work in their efforts to gain career ascendancy in the private sector in South Africa. Indian male managers occupying diverse management posts at middle management and senior management levels in various sectors were interviewed. Results indicate that Indian men worked and reworked their managerial and cultural identities to form coherent identities which they were comfortable enacting in corporate South Africa. Race hierarchy in some workplaces placed Indian males at a disadvantage related to promotional opportunities. There is no simple solution to the problem as race hierarchy still dominates corporate South Africa, and Western norms still prevail.

National Reputation: Concepts, Challenges and Approaches

Organizational reputation has been raised and explained by researchers in recent years. But theorizing of national reputation, as a new subject, is in its early stages. The aim of this study is to propose a conceptual model for national reputation. This model can be used as a template by policy makers and researchers in various fields, especially the economy and trade of Iran. The method used in this research is qualitative grounded theorization. In order to identify and define the concepts related to national reputation, the corresponding literature has been studied in the first step. In the next step, the national reputation model has been clarified through interviews with official executives, private sector executives and management professors, based on the grounded theory research method. In the end, the nation branding challenges and strategies are discussed for the implementation of the model.

The Implementation of Activity-based Costing in the Accountant General’s Department of Malaysia

This research aims to provide insights into the process of implementing an Activity-Based Costing (ABC) system in the Accountant General’s Department of Malaysia (AGD). Additionally, this paper examines the critical factors that influence the success of the ABC implementation process, the usefulness of the ABC system and the challenges faced during the process of implementation. Using a single case study approach, this research uses semi-structured interviews, a self-developed questionnaire survey and a documents review as methods of data collection. The findings show that the most critical factors impacting the success of ABC implementation in the AGD are related to the technicality of the ABC system during the design stage. However, findings also reveal that the ABC information derived from the ABC system has limited use. This study makes a contribution to the empirical literature on the application of the New Public Management (NPM) mechanism, particularly the adoption of a private sector management technique in the context of a public sector organization in a developing country.