The role of operations management in public sector policy and practice alignment: a local government analysis

2012 ◽  
Vol 24 (10-11) ◽  
pp. 988-1001 ◽  
Author(s):  
Shirley-Ann Hazlett ◽  
Rodney McAdam ◽  
Tim Walker
2016 ◽  
Vol 4 (3) ◽  
pp. 410 ◽  
Author(s):  
James Ojok ◽  
Benon C. Basheka

The general objective of the study was to examine effectiveness of the role of public sector monitoring and evaluation in promoting good governance in Uganda, with a focus on Ministry of Local Government. Specifically, the study sought to: examine out how effective role of M&E accountability, M&E Management Decision, M&E Organisational learning in promoting good governance and draw lessons from practice, and provide a recommendation to better inform the implementation strategy of M&E in the Ministry of Local Government. A case study design was used and both qualitative and quantitative data collection techniques were employed. The respondents comprised of staff of the Ministry of Local Government and Office of the Prime Minister. Quantitative data was analysed using correlation and percentages while qualitative data was analysed using content analysis. The study revealed that M&E accountability, M&E management decision and M&E organisation learning had significant role in promoting good governance in the Ministry of Local Government. It was therefore concluded that M&E enhanced accountability, management decision and organisation learning and promoted good governance. The study recommended that M&E should not only be tied to nominal compliance but should support evidence-based decision making. M&E should be properly institutionalised, funded and located so as to mediate policy process, planning and service delivery.


2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael K. Mickson ◽  
Alex Anlesinya ◽  
Ebenezer Malcalm

PurposeThis study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana.Design/methodology/approachThe study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships.FindingsThe results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction.Practical implicationsThis means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours.Originality/valueAlthough studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sector.


1999 ◽  
Vol 19 (1) ◽  
pp. 3-5 ◽  
Author(s):  
Huw T. O. Davies ◽  
Sandra M. Nutley ◽  
Peter C. Smith

Author(s):  
Gareth Wall

This ambitious and highly informative volume is premised on both the seismic shift in the perceived developmental role of local government across the globe, and the challenges that local governments will face as their key role in achieving the post-2015 sustainable development goals is increasingly being recognised within the global policy fora. New Century Local Government brings together an impressively wide geographic spread of country case studies from across the four regions of the Commonwealth, and pulls together work by leading scholars of local government who are all members of the Commonwealth Local Government Research Advisory Group (CLGF-RAG). It provides a plethora of detailed country case studies arranged around three themes: decentralisation in the Caribbean, Pakistan and England, local government finance and local economic development in India, South Africa and Tanzania, and new approaches to governance in Canada, Australia and New Zealand. Not only do the papers provide detailed accounts of the changes in policy and practice within their focus country cases – but many of them, notably the papers by Brown, Reid, McKinlay and Sansom include a comparative perspective with developments from Commonwealth countries in other regions, which is one of the key strengths of the volume. It is also the raison d’être of comparative work across the countries of the Commonwealth, given the shared legal and administrative histories and the dominance of English as the academic and often administrative lingua franca. It would have been great to see more of the cross-regional and cross-country lessons being drawn out from across the contributions in a final concluding chapter, but the editors leave this to the reader – possibly to ensure they read the volume in full.


Res Publica ◽  
1986 ◽  
Vol 28 (1) ◽  
pp. 159-167
Author(s):  
Stefan Schepers

Widespread consideration of the role of the public sector was bound to develop in a society confronted by a serious economic crisis.The reforms of local government carried out in the 60s and 70s have not led to the strengthening of local authorities and their means, as claimed deceptively in politica! speeches, hut towards more influence by central government on these authorities and ultimately to its increased power over the administration of society.There is not doubt that the state in its diligence to run almost everything is not only failing in its task of governing hut is also putting society at risk. The administrations which come under the intermediary authorities could form a useful counterforce against the ever present invasion of the state.For reason of its reduced capabilities local government shows the first virtue of not being able to claim hegemony, but also of being an instrument close to the citizen and his control. Furthermore it could manage many tasks in the best way.


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