Best person or best mix? How public sector managers understand the merit principle

2021 ◽  
Author(s):  
Meraiah Foley ◽  
Rae Cooper ◽  
Linda Colley ◽  
Sue Williamson
Keyword(s):  
Public Sector ◽  
Public Sector Managers

Are There Still Differences Between the Roles of Private and Public Sector Managers?1

2010 ◽  
Vol 12 (1) ◽  
pp. 127-149 ◽  
Author(s):  
Céline Desmarais ◽  
Emmanuel Abord de Chatillon
Keyword(s):  
Public Sector ◽  
Private And Public ◽  
Public Sector Managers

scholarly journals Public Sector Managers and Ethical Dilemmas

2004 ◽  
Vol 10 (1) ◽  
pp. 25-37
Author(s):  
Lisa Catherine Ehrich ◽  
Neil Cranston ◽  
Megan Kimber
Keyword(s):  
Public Sector ◽  
Ethical Dilemma ◽  
Ethical Dilemmas ◽  
Public Life ◽  
The Public ◽  
High Profile ◽  
Public Servant ◽  
Tentative Model ◽  
Fertile Ground ◽  
Public Sector Managers

ABSTRACTControversies surrounding the behaviour of ministers and high profile leaders seem to be commonplace in public life. That there has been a resurgence of interest in the study of ethics is not surprising. The spotlight on ethics in the public domain has been due in part to the crisis in confidence about government and a lack of public trust in organisations. Furthermore, a complex organisational environment where managers are being required to juggle a ‘multitude of competing obligations and interests’ (Cooper 1998, p. 244) has provided fertile ground for the emergence of ethical dilemmas. In this paper we put forward a tentative model that reveals important inputs that bear upon an individual, such as a public sector manager, who is confronted with an ethical dilemma. In the final part of the paper we illustrate the model's efficacy with an ethical dilemma described by a retired senior public servant to determine whether the model works in practice.

The Four Levers for Change in Knowledge Management Implementation

2014 ◽  
pp. 227-245
Author(s):  
Robert Flynn ◽  
Verena Marshall
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Change Management ◽  
Empirical Research ◽  
Government Policy ◽  
Research Literature ◽  
The Public ◽  
Management Platform ◽  
Implementing Change ◽  
Public Sector Managers

The purpose of this chapter is to argue the connection between successful knowledge management implementation and a robust change management platform. The framework emanating from the platform is that of four levers: Mobilisation, Communication, Infrastructure, and Sustainability. Drawing on the research literature and the writers’ combined experience in implementing change and knowledge management in the Public Sector, the content examines utilisation of the four levers in overcoming the barriers to knowledge management systems and promoting commitment to their success. A planned outcome of this chapter is that Public Sector managers can consider and “leverage” the opportunity offered by knowledge management and sharing in the formulation and delivery of government policy. The framework of the four levers is considered from a conceptual perspective and acknowledges the opportunity for their exploration and testing in future empirical research.

Citizens and E-Government: Perceptions in Nigeria

2015 ◽  
pp. 124-134
Author(s):  
Gbolahan Olasina
Keyword(s):  
Public Sector ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Related Literature ◽  
Government Services ◽  
Information And Communication ◽  
Negative Perceptions ◽  
Public Sector Managers

Governments and public-sector managers worldwide have within the last decade come to the realization that Information and Communication Technology (ICT) is a viable tool that can help them achieve their aims. The chapter reviews literature on e-Government services and applications and the perceptions of citizens of adoption in the context of Nigeria. The methodology is a review of related literature that draws conclusions specifically to propose a plan for the adoption and the use e-Government services in Nigeria. The chapter highlights the contemporary issues of e-Government adoption in Nigeria. This chapter suggests a link between the citizens' negative perceptions and distrust of government in general and their hesitance and reluctance to embrace e-Government in particular.

Managers’ perceptions of mental illness in Barbadian workplaces: an exploratory study

2017 ◽  
Vol 12 (3) ◽  
pp. 161-172 ◽  
Author(s):  
Dwayne Devonish
Keyword(s):  
Mental Health ◽  
Mental Illness ◽  
Public Sector ◽  
Small Sample ◽  
Content Type ◽  
Mental Health And Illness ◽  
Health And Illness ◽  
Private And Public ◽  
The Caribbean ◽  
Public Sector Managers

Purpose The purpose of this paper is to examine the perceptions of private and public sector managers in Barbados regarding the concepts of mental health and illness at work. It also explored their interactions and experiences with persons with mental illness at work and various forms of support and resources needed to improve the overall management of these persons within the organisational setting. Design/methodology/approach This qualitative study used an exploratory research design based on two focus groups of private and public sector managers. Findings The findings revealed that both private and public sector managers understood the distinction between the concepts of mental health and mental illness. However, managers believed that high levels of stigma and discrimination exist in both private and public sector workplaces due to a lack of understanding of mental illness, cultural norms, and socialisation in Barbados regarding mental illness and negative stereotypes. However, workplace education and promotion, associated workplace policies, and employee assistance programmes (EAPs) were identified as key strategies for effectively addressing issues of mental health stigma and the management of persons with mental illness at work. Research limitations/implications Due to the qualitative approach used and small sample selected based on non-probability sampling, generalising the findings to larger populations is heavily cautioned. Practical implications Organisations in both private and public sectors should emphasise workplace mental health interventions such as mental health education and awareness, the development and implementation of supportive and flexible policies, and EAPs. These strategies are likely to help destigmatisation efforts and enhance managers’ understanding of mental health and the management of persons with mental illness. Originality/value This study provided a rich and in-depth understanding of mental health and illness from the perspective of private and public sector managers in a small developing country in the Caribbean. The Caribbean region possesses a dearth of empirical research concerning issues of mental health and illness at work.

Service Coordination by Public Sector Managers in a Human Service Contracting Environment

2018 ◽  
Vol 46 (2) ◽  
pp. 115-127 ◽  
Author(s):  
Bowen McBeath ◽  
Emmeline Chuang ◽  
Sarah Carnochan ◽  
Michael J. Austin ◽  
Marla Stuart
Keyword(s):  
Public Sector ◽  
Human Service ◽  
Service Coordination ◽  
Service Contracting ◽  
Public Sector Managers

scholarly journals Fostering knowledge sharing behaviour among public sector managers: a proposed model for the Malaysian public service

2015 ◽  
Vol 19 (1) ◽  
pp. 121-140 ◽  
Author(s):  
Gangeswari Tangaraja ◽  
Roziah Mohd Rasdi ◽  
Maimunah Ismail ◽  
Bahaman Abu Samah
Keyword(s):  
Public Sector ◽  
Knowledge Sharing ◽  
Human Resource Development ◽  
Model Validation ◽  
Public Service ◽  
Motivational Factors ◽  
Organisational Commitment ◽  
Content Type ◽  
Proposed Model ◽  
Public Sector Managers

Purpose – This paper aims to propose a conceptual model of knowledge sharing behaviour among Malaysian public sector managers. Design/methodology/approach – An extensive literature review method was used to identify and analyse relevant literature in order to propose a knowledge sharing model. Findings – The authors identified three potential predictor groups of knowledge sharing behaviour among Malaysian public sector managers. The groups are intrinsic motivational factors, extrinsic motivational factors and organisational socialisation factors. The paper proposes organisational commitment as the mediating variable between the identified predictors and knowledge sharing behaviour (knowledge donating and knowledge collecting). Research limitations/implications – The paper offers a number of propositions, which leads to a knowledge sharing model. Future research should validate and examine the predictive power of the proposed model. Practical implications – Upon model validation, the paper could offer practical interventions for human resource development (HRD) practitioners to assist organisations towards fostering knowledge sharing behaviour. The paper highlights the importance of employee’s organisational commitment in order to engage in organizational-related behaviours such as knowledge sharing. Originality/value – The paper used a new approach in theorising knowledge sharing behaviour by integrating the General Workplace Commitment Model, Self-Determination Theory and Social Capital Theory. The suggestion of public service motivation as one of the intrinsic motivational factors could provide new insights to the HRD practitioners on fostering knowledge sharing behaviour in the public service subject to model validation.

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