Living Wage Ordinances in the Public Sector

2007 ◽  
Vol 36 (3) ◽  
pp. 281-305 ◽  
Author(s):  
C.W. Von Bergen ◽  
William (Will) T. Mawer ◽  
Barlow Soper
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Private Sector ◽  
Minimum Wage ◽  
Living Wage ◽  
Local Authorities ◽  
Public Funds ◽  
The Public ◽  
History Of ◽  
Wage Floor

During the last decade more than 100 governmental units (primarily cities) have implemented living wage ordinances. These regulations require private sector employers who receive public funds through subsidies and contracts to pay their workforces a wage based on “need” rather than “skill.” Such ordinances feature a minimum wage floor that is higher—often much higher—than the traditional minimum wages set by state and federal legislation. This paper provides a history of the living wage movement and presents its benefits and challenges to assist local authorities in decision-making regarding this controversial and politicized issue.

Underlying values and competencies of public and private sector managers

2016 ◽  
Vol 5 (4) ◽  
pp. 371-387 ◽  
Author(s):  
Sean D. Darling ◽  
J. Barton Cunningham
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Private Sector ◽  
Critical Incident ◽  
Visionary Leadership ◽  
Political Environment ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Public And Private Sector

Purpose The purpose of this paper is to identify unique values and competencies linked to private and public sector environments. Design/methodology/approach This study is based on critical incident interviews with a sample of senior leaders who had experience in both the public and private sectors. Findings The findings illustrate distinct public and private sector relevant competencies that reflect the unique values of their organizations and the character of the organization’s environments. This paper suggests a range of distinct public sector competencies including: managing competing interests, managing the political environment, communicating in a political environment, interpersonal motivational skills, adding value for clients, and impact assessment in decision-making. These were very different than those identified as critical for the private sector environment: business acumen, visionary leadership, marketing communication, market acumen, interpersonal communication, client service, and timely and opportunistic decision-making. Private sector competencies reflect private sector environments where goals need to be specifically defined and implemented in a timely manner related to making a profit and surviving in a competitive environment. Public sector competencies are driven by environments exhibiting more complex and unresolvable problems and the need to respond to conflicting publics and serving the public good while surviving in a political environment. Originality/value A key message of this study is that competency frameworks need to be connected to the organization’s unique environments and the values that managers are seeking to achieve. This is particularly important for public organizations that have more complex and changing environments.

scholarly journals Service outsourcing decisions – a process framework

2020 ◽  
Vol 13 (2) ◽  
pp. 171-194
Author(s):  
Suvituulia Taponen ◽  
Katri Kauppi
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Cost Analysis ◽  
Private Sector ◽  
Market Analysis ◽  
Decision Making Process ◽  
Service Outsourcing ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose The purpose of this paper is to compare service outsourcing decisions between public and private organizations and against a theoretical decision-making framework to both understand differences across the sectors and to provide an outsourcing framework more suitable specifically for outsourcing (and for the public sector). Design/methodology/approach Multiple case studies, i.e. a study of phenomena (here outsourcing process) at various sites is used as an approach. Findings Findings indicate that public sector organizations are trailing behind private sector organizations in how the decision-making process is conducted and resourced. The authors suggest regular evaluation of service functions internally as a starting point for the outsourcing service decision-making process. Additionally, the market analysis should be done prior to cost analysis and benchmarking as the availability of suppliers more qualified than the internal process defines the make or buy decision. Research limitations/implications The newly developed framework based on empirical evidence includes the following phases: regular evaluation of service functions, market analysis, cost analysis and benchmarking and evaluating relevant service activities. Applying the framework improves the efficient delivery of outsourced public services and brings public sector outsourcing closer to the professionalism currently present in the private sector. Originality/value Choosing between in-house and outsourced service delivery is a fundamental decision in both private and public sector organizations. Previous outsourcing research has mostly focused on the private sector, with limited focus on the public sector’s outsourcing processes, yet understanding of the service outsourcing process is important in ensuring organizational competitiveness and cost efficiency.

scholarly journals The resurgence of business process re-engineering in public sector transformation efforts: exploring the systemic challenges and unintended consequences

2021 ◽  
Author(s):  
Vishanth Weerakkody ◽  
Marijn Janssen ◽  
Ramzi El-Haddadeh
Keyword(s):  
Public Opinion ◽  
Public Sector ◽  
Private Sector ◽  
Empirical Evidence ◽  
Business Process ◽  
Unintended Consequences ◽  
Local Authorities ◽  
The Public ◽  
Government Institutions ◽  
Institutional Structures

AbstractThe realisation of citizen-centric services in the public sector requires breaking traditional silos and transforming existing institutional structures and processes. Recent transformation efforts undertaken in government institutions have embraced business process re-engineering (BPR) concepts championed by the private sector over decades ago to facilitate such change. While public opinion continues to differ about these transformation efforts' success, there is little evidence to explain the influence of BPR on their success or failure. This paper explores BPR led public sector transformation efforts in two local authorities in Europe to evaluate the outcomes realised for both government and citizens. Empirical evidence reveals that while transformation efforts contributed towards improving efficiency and integrating processes across functions in the public sector, the institutional structures evolved into a collection of reshaped and newly formed siloes, which were distinctly focused on delivering a citizen-centric service.

scholarly journals A Pervasive Economic Fallacy in Assessing the Cost of Public Funds

2021 ◽  
Author(s):  
Marcel Boyer
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Interest Rates ◽  
Government Support ◽  
Support Programs ◽  
Public Funds ◽  
The Public ◽  
Goods And Services ◽  
The Government ◽  
The Cost

In the assessment of the cost of public funds, there is a pervasive economic fallacy that is frequently repeated in public policy circles: because the cost of borrowing is higher for a private-sector firm than it is for a public-sector firm, the cost of carrying out an activity (investment, production, distribution, provision of goods and services, and borrowing) will necessarily be lower ceteris paribus in the public sector than in the private sector. The statement is erroneous because part of the government’s cost of borrowing, namely the risk borne by citizens, customers, and taxpayers, is hidden from the casual observer of market interest rates or yields. The all-inclusive borrowing cost, more generally the all-inclusive cost of capital, is the same for both the public and the private sectors. I discuss four specific real cases in which the error is present: the Quebec Generations Fund, the Québec CDPQ Infra–Réseu express métropolitain project, the Infrastructure Ontario methodology to assess the riskiness of costs, and the BC Hydro Site C hydroelectric megaproject. I also discuss a general fifth case, namely government support programs for businesses (grants, loans, guarantees, subsidies, etc.), which are generally justified on the fallacious claim that the cost of financing is lower for the government than for the private sector. I propose an auction process by which the true cost of business support programs could be made transparent. I conclude with an appeal for a more rigorous use and management of public funds because miscalculation, misinformation, mismanagement, and fallacious analysis will eventually backfire.

“GOVERNMENT AS A PLATFORM” IN THE CONTEXT OF PUBLIC ADMINISTRATION REFORM

2020 ◽  
Author(s):  
А.S. DENISOV
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Private Sector ◽  
Public Administration ◽  
Digital Transformation ◽  
Modern Concept ◽  
Effective Mechanism ◽  
The Public ◽  
Public Administration Reform ◽  
The World

The article is devoted to the modern concept of government as a platform, it reveals its essence, principles, conditions of implementation and advantages. The emergence of the concept is associated with the process of digital transformation going on in the leading countries of the world. The author concludes that in the course of its implementation a state platform comes into existence on which the public sector cooperates with partners from the private sector and citizens. The author demonstrates that the prospects for cooperation are expanded, the provision of public services becomes more efficient, safe and fast and an effective mechanism for decision-making and public administration is created.

Can public financing of the private sector defeat antimicrobial resistance?

2018 ◽  
Vol 41 (2) ◽  
pp. 422-426 ◽  
Author(s):  
Jack E James
Keyword(s):  
Public Sector ◽  
Antimicrobial Resistance ◽  
Global Health ◽  
Drug Development ◽  
Private Sector ◽  
Market Forces ◽  
Public Financing ◽  
The Public ◽  
Cash Incentives ◽  
History Of

Abstract Public financing to incentivise private sector innovation in antimicrobial pharmaceuticals is believed by many to be necessary to defeat growing threats from antimicrobial resistance. Large cash incentives from the public sector are said to be essential to stimulate ‘normal’ market forces capable of unleashing much-needed innovation. However, there is little evidence to suggest that lack of innovation in drug development is peculiar to antimicrobials or that current deficits in the supply of antimicrobials is due to unique inefficiencies in the antimicrobial market. Neither the history of drug development in general nor of antimicrobial innovation in particular supports economic interventions intended to stimulate private sector supply of new antimicrobials. On the contrary, public underwriting of the private sector, which by definition is compelled to prioritise profit, risks dire consequences for future global health.

Mobility as a Service Operating Model to Enable Public Policy

2021 ◽  
pp. 036119812110266
Author(s):  
Christina Joy Ditmore ◽  
Angela K. Miller
Keyword(s):  
Public Policy ◽  
Public Sector ◽  
Environmental Impact ◽  
Private Sector ◽  
Public Good ◽  
Business Model ◽  
Operating Model ◽  
The Public ◽  
Equity And Access ◽  
Policy Goals

Mobility as a Service (MaaS) is the concept through which travelers plan, book, and pay for public or private transport on a single platform using either a service or subscription-based model. Observations of current projects identified two distinct approaches to enabling MaaS: the private-sector approach defined as a “business model,” and the public sector approach that manifests as an “operating model.” The distinction between these models is significant. MaaS provides a unique opportunity for the public sector to set and achieve public policy goals by leveraging emerging technologies in favor of the public good. Common policy goals that relate to transportation include equity and access considerations, environmental impact, congestion mitigation, and so forth. Strategies to address these policy goals include behavioral incentivization and infrastructure reallocation. This study substantiates two models for implementing MaaS and expanding on the public sector approach, to enable policy in favor of the public good.

Relationship between CSR motivations and corporate social performance: a study in the power industry in India

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Moumita Acharyya ◽  
Tanuja Agarwala
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Power Sector ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Self Interest ◽  
Public And Private Sector

PurposeThe paper aims to understand the different motivations / reasons for engaging in CSR initiatives by the organizations. In addition, the study also examines the relationship between CSR motivations and corporate social performance (CSP).Design/methodology/approachThe data were collected from two power sector organizations: one was a private sector firm and the other was a public sector firm. A comparative analysis of the variables with respect to private and public sector organizations was conducted. A questionnaire survey was administered among 370 employees working in the power sector, with 199 executives from public sector and 171 from private sector.Findings“Philanthropic” motivation emerged as the most dominant CSR motivation among both the public and private sector firms. The private sector firm was found to be significantly higher with respect to “philanthropic”, “enlightened self-interest” and “normative” CSR motivations when compared with the public sector firms. Findings suggest that public and private sector firms differed significantly on four CSR motivations, namely, “philanthropic”, “enlightened self-interest”, “normative” and “coercive”. The CSP score was significantly different among the two power sector firms of public and private sectors. The private sector firm had a higher CSP level than the public sector undertaking.Research limitations/implicationsFurther studies in the domain need to address differences in CSR motivations and CSP across other sectors to understand the role of industry characteristics in influencing social development targets of organizations. Research also needs to focus on demonstrating the relationship between CSP and financial performance of the firms. Further, the HR outcomes of CSR initiatives and measurement of CSP indicators, such as attracting and retaining talent, employee commitment and organizational climate factors, need to be assessed.Originality/valueThe social issues are now directly linked with the business model to ensure consistency and community development. The results reveal a need for “enlightened self-interest” which is the second dominant CSR motivation among the organizations. The study makes a novel contribution by determining that competitive and coercive motivations are not functional as part of organizational CSR strategy. CSR can never be forced as the very idea is to do social good. Eventually, the CSR approach demands a commitment from within. The organizations need to emphasize more voluntary engagement of employees and go beyond statutory requirements for realizing the true CSR benefits.

scholarly journals Grey Clustering Evaluation for the Cooperation Efficiency of PPP Project: Taking Beijing Metro Line 4 as an Example

2019 ◽  
Vol 2019 ◽  
pp. 1-13 ◽  
Author(s):  
Hui Sun ◽  
Yingzi Liang ◽  
Yuning Wang
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Evaluation Model ◽  
Evaluation Index System ◽  
The Public ◽  
Clustering Model ◽  
Grey Clustering ◽  
Public Products ◽  
Infrastructure Project

PPP model is an important model which provides public products or services based on the coordination between the public sector and private sector. The implementation of PPP model is helpful for relieving the stress of insufficient funding for public sector and improving the efficiency of resource allocation. Comparing with traditional infrastructure project, PPP project involves many stakeholders, and the cooperation efficiency during the different stakeholders impacts the results of the project directly. Thus, it is important to explore the cooperation efficiency of PPP project. Based on grey clustering model, this paper evaluates the cooperation efficiency of PPP project. An evaluation index system including 36 indexes is established based on the aims and objectives of three stakeholders (public sector, private sector, and passengers). A case study of Beijing Metro Line 4 PPP project is implemented to verify the validity and applicability of the evaluation model. And the results showed that the cooperation efficiency of Beijing Metro Line 4 PPP project is relatively high. The model also provided insights into the shortage of the cooperation efficiency of Beijing Metro Line 4 PPP project. As such, the results can assist all stakeholders in adjusting the cooperation efficiency.

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