Towards Agile Public Sector: Analysing the Effects of IM and EM on WP

2020 ◽  
Vol 45 (3) ◽  
pp. 295-316
Author(s):  
Manoj M. ◽  
V. G. Sabu
Keyword(s):  
Public Sector ◽  
Work Performance ◽  
Extrinsic Motivation ◽  
Employee Productivity ◽  
Motivational Strategies ◽  
The Public ◽  
Public Managers ◽  
Monetary Rewards ◽  
Workforce Agility ◽  
The Relationship

Most of the public managers are of the firm belief that extrinsic monetary rewards predominantly contribute to employee productivity and that the motivational strategies shall be aligned to sustain extrinsic motivation (EM) rather than intrinsic motivation (IM). A substantial body of literature on motivation does not endorse this perspective. A relook of the present motivational strategies in central public sector enterprises (CPSEs) in India and an evaluation of the suitability of these strategies as drivers of agility are quite appropriate at this juncture. The purpose of this article is to examine the effects of IM and EM on work performance (WP) in CPSEs, in the context of workforce agility. This article also analyses the relationship between EM and IM in public sector settings. Data collected from 371 employees of five selected CPSEs were analysed. We found that the effect of IM on WP is stronger than the effect of EM on WP in CPSEs. We also found that EM influences IM positively. The study offers insights to public managers to review the existing motivation strategies and to focus on enhancing the IM for an inevitable agile transformation.

Explaining the Difference of Work Attitudes Between Public and Nonprofit Managers

2011 ◽  
Vol 42 (4) ◽  
pp. 437-460 ◽  
Author(s):  
Chung-An Chen
Keyword(s):  
Public Sector ◽  
Extrinsic Motivation ◽  
Empirical Studies ◽  
Job Involvement ◽  
Work Attitudes ◽  
The Public ◽  
Public Managers ◽  
Red Tape ◽  
The Difference ◽  
Positive Work

Work attitudes (e.g., job satisfaction, job involvement, organizational commitment, etc.) have long been important indicators for managers and researchers in evaluating whether one is motivated to work. Existing empirical studies tend to suggest that public managers are less likely to exhibit positive work attitudes as compared with their private sector peers. However, literature about the comparison of work attitudes between public and nonprofit managers is scant. The current study addresses this topic. By using the National Administrative Studies Project-III (NASP-III) survey data, the author found that nonprofit managers are more likely than public managers to show positive work attitudes. This attitudinal difference, based on the results of mediation tests, originates from two important reasons. First, higher levels of rule constraints (i.e., red tape and personnel flexibility) in the public sector undermine managers’ work attitudes. Second, individuals attracted to work in the public sector have stronger extrinsic motivation, stronger amotivation, and weaker intrinsic motivation. These motivation styles compromise their work attitudes.

scholarly journals The relationship between social media usage in the workplace and employee productivity in the public sector: Case study of government departments in Harare

2019 ◽  
Vol 17 ◽  
Author(s):  
Tawaziwa Wushe ◽  
Jacob Shenje
Keyword(s):  
Social Media ◽  
Public Sector ◽  
Positive Impact ◽  
Labour Productivity ◽  
Research Approach ◽  
Employee Productivity ◽  
The Public ◽  
Media Usage ◽  
Use Of Social Media ◽  
The Relationship

Orientation: The advent of social media has taken new dimensions becoming one of the most significant methods of how people communicate all over the world. In particular, the usage of social media and networking sites is a phenomenon that has brought great negative and positive impact to organisations and employees nowadays.Research purpose: The primary aim of the study sought to determine the relationship between social media usage in the workplace and employee productivity in the public sector with particular reference to government departments in Harare.Motivation for the study: There have been rising concerns about the use of social media sites in the workplace because of loss of labour productivity through time wasted at work.Research approach/design and method: The study adopted a positivist research approach because it had ontological assumptions of representationalism and objectivism. Because of the nature of the research objectives, a descriptive research design was found to be necessary. A sample size of 278 management and employees from five selected government departments was targeted. Structured questionnaires were used for the collection of relevant primary data.Main findings: The study revealed that social media usage in the workplace resulted in significant drop in employees’ productivity because of time spent online keeping in touch with friends, sharing pictures and communicating with colleagues.Practical/managerial implications: As social media cannot be completely eradicated during working hours, the human resources departments need to monitor deadlines and job deliverables with the need to ensure that jobs are performed efficiently.Contribution/value-add: The study sought to fill the existing research gaps with regard to the use of social media at workplace and employee productivity.

IT Resources, Organizational Capabilities, and Value Creation in Public-Sector Organizations: A Public-Value Management Perspective

2014 ◽  
Vol 29 (3) ◽  
pp. 187-205 ◽  
Author(s):  
Min-Seok Pang ◽  
Gwanhoo Lee ◽  
William H DeLone
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Value Management ◽  
Public Value ◽  
The Public ◽  
Public Managers ◽  
Public Sector Organizations ◽  
It Resources ◽  
The Relationship

What value does information technology (IT) create in governments and how does it do so? While business value of IT has been extensively studied in the information systems field, this has not been the case for public value. This is in part due to a lack of theoretical bases for investigating IT value in the public sector. To address this issue, we present a conceptual model on the mechanism by which IT resources contribute to value creation in the public-sector organizations. We propose that the relationship between IT resources and organizational performance in governments is mediated by organizational capabilities and develop a theoretical model that delineates the paths from IT resources to organizational performance, drawing upon public-value management theory. This theory asserts that public managers, on behalf of the public, should actively strive to generate greater public value, as managers in the private sector seek to achieve greater private business value. On the basis of the review of public-value management literature, we suggest that the following five organizational capabilities mediate the relationship between IT resources and public value - public service delivery capability, public engagement capability, co-production capability, resource-building capability, and public-sector innovation capability. We argue that IT resources in public organizations can enable public managers to advance public-value frontiers by cultivating these five organizational capabilities and to overcome conflicts among competing values.

scholarly journals Quality of Chief Integrity Officer, Ethical Climate and The Level of Ethics and Integrity in The Malaysian Public Sector

2019 ◽  
Author(s):  
Asmawati Sajari ◽  
Hasnah Haron ◽  
Ishak Ismail ◽  
Andrew Chambers
Keyword(s):  
Public Sector ◽  
Ethical Behavior ◽  
Work Performance ◽  
Ethical Climate ◽  
Code Of Conduct ◽  
The Public ◽  
Public Sector Organizations ◽  
Statutory Body ◽  
The Relationship

The purpose of this quantitative study is to examine the relationship between the level of ethics and integrity with Quality of Chief Integrity Officer (independence, competence, work performance) and ethical climate in the Malaysian public-sector organizations. Out of 128 questionnaires that were emailed to CIOs in the Federal level, 83 questionnaires were received and usable. The results of this study showed that the Quality of CIO (competence, work performance) and ethical climate is significantly related to the level of ethics and integrity of the public sector in Malaysia. CIO need to perform their roles such as coordinating and monitoring programs and report any breaches of integrity without fear and favour. To nurture a good ethical climate in the organization, clear policies, guideline and code of conduct should be established in all government ministries, department and statutory body in the public sector. Non-ethical conduct should be reprimanded, good ethical behavior should be rewarded accordingly and should be evident to all in the organization.

scholarly journals EFFECTIVENESS OF QUALITY OF CHIEF INTEGRITY OFFICER, ETHICAL CLIMATE ON THE LEVEL OF ETHICS AND INTEGRITY IN THE MALAYSIAN FEDERAL

2019 ◽  
Vol 3 (1) ◽  
pp. 50-68
Author(s):  
Asmawati Sajari ◽  
Hasnah Haron ◽  
Ishak Ismail
Keyword(s):  
Public Sector ◽  
Work Performance ◽  
Ethical Climate ◽  
Code Of Conduct ◽  
Ethical Behaviour ◽  
The Public ◽  
Public Sector Organizations ◽  
Statutory Body ◽  
The Relationship

The purpose of this quantitative study is to examine the relationship between the level of ethics and integrity with Quality of Chief Integrity Officer (independence, competence, work performance) and ethical climate in the Malaysian public-sector organizations. Out of 128 questionnaires that were emailed to CIOs in the Federal level, 83 questionnaires were received and usable. The results of this study showed that the Quality of CIO (competence, work performance) and ethical climate is significantly related to the level of ethics and integrity of the public sector in Malaysia. CIO need to perform their roles such as coordinating and monitoring programs and report any breaches of integrity without fear and favour. To nurture a good ethical climate in the organization, clear policies, guideline and code of conduct should be established in all government ministries, department and statutory body in the public sector. Non-ethical conduct should be reprimanded, good ethical behaviour should be rewarded accordingly and should be evident to all in the organization. The overall score of the level of ethics and integrity is 79.30%, which shows that the Malaysian public sector is at “seeing ethics and integrity systematically and having a robust approach”.

Do Trustful Leadership, Organizational Justice, and Motivation Influence Whistle-Blowing Intention? Evidence From Federal Employees

2018 ◽  
Vol 48 (1) ◽  
pp. 56-81 ◽  
Author(s):  
Reginald G. Ugaddan ◽  
Sung Min Park
Keyword(s):  
Public Sector ◽  
Organizational Justice ◽  
Social Exchange ◽  
Structural Equation ◽  
Extrinsic Motivation ◽  
Equation Modeling ◽  
Future Research ◽  
Whistle Blowing ◽  
The Public ◽  
The Relationship

Organizational and societal mechanisms that ensure whistle-blowing in the public sector are required. Although many studies have explored a set of whistle-blowing determinants, few have explored the relationship and role of individual and attitudinal factors in influencing whistle-blowing in the public sector. To close this gap, this study considers the theoretical lenses of social exchange and self-determination theories, proposing that trustful leadership and organizational justice are the most likely factors to predict whistle-blowing intention when it is mediated by public service motivation (PSM) and extrinsic motivation. Using the Merit Principles Survey 2010 by the U.S. Merit Systems Protection Board, the study tests a partial mediation model employing structural equation modeling. The results suggest that PSM and extrinsic motivation partially mediate the relationship of trust in leadership and organizational justice and whistle-blowing intention. Finally, the study’s limitations and theoretical, empirical, and practical implications, as well as directions for future research, are discussed.

Mapping public value processes

2014 ◽  
Vol 27 (4) ◽  
pp. 334-352 ◽  
Author(s):  
John Alford ◽  
Sophie Yates
Keyword(s):  
Public Sector ◽  
Child Nutrition ◽  
Process Mapping ◽  
Public Value ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Public Managers ◽  
Big Picture ◽  
Comprehensive Framework

Purpose – The purpose of this paper is to add to the analytic toolkit of public sector practitioners by outlining a framework called Public Value Process Mapping (PVPM). This approach is designed to be more comprehensive than extant frameworks in either the private or public sectors, encapsulating multiple dimensions of productive processes. Design/methodology/approach – This paper explores the public administration and management literature to identify the major frameworks for visualising complex systems or processes, and a series of dimensions against which they can be compared. It then puts forward a more comprehensive framework – PVPM – and demonstrates its possible use with the example of Indigenous child nutrition in remote Australia. The benefits and limitations of the technique are then considered. Findings – First, extant process mapping frameworks each have some but not all of the features necessary to encompass certain dimensions of generic or public sector processes, such as: service-dominant logic; external as well internal providers; public and private value; and state coercive power. Second, PVPM can encompass the various dimensions more comprehensively, enabling visualisation of both the big picture and the fine detail of public value-creating processes. Third, PVPM has benefits – such as helping unearth opportunities or culprits affecting processes – as well as limitations – such as demonstrating causation and delineating the boundaries of maps. Practical implications – PVPM has a number of uses for policy analysts and public managers: it keeps the focus on outcomes; it can unearth a variety of processes and actors, some of them not immediately obvious; it can help to identify key processes and actors; it can help to identify the “real” culprits behind negative outcomes; and it highlights situations where multiple causes are at work. Originality/value – This approach, which draws on a number of precursors but constitutes a novel technique in the public sector context, enables the identification and to some extent the comprehension of a broader range of causal factors and actors. This heightens the possibility of imagining innovative solutions to difficult public policy issues, and alternative ways of delivering public services.

Moving On Up? Effects of Leadership Training and Intersectoral Mobility on Women’s Advancement in Danish Public Administration Management

2021 ◽  
pp. 0734371X2110548
Author(s):  
Müge Kökten Finkel ◽  
Caroline Howard Grøn ◽  
Melanie M. Hughes
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Gender Gap ◽  
Leadership Training ◽  
Career Advancement ◽  
Gender Inequalities ◽  
Upper Management ◽  
The Public ◽  
Playing Field ◽  
Public Managers

Women’s underrepresentation in middle and upper management is a well-documented feature of the public sector that threatens performance and legitimacy. Yet, we know far less about the factors most likely to reduce these gender inequalities. In this article, we focus on two well-understood drivers of career advancement in public administration: leadership training and intersectoral mobility. In theory, training in leadership and experience across government levels and policy areas should help both women and men to climb management ranks. We use logistic regression to test this proposition using a representative sample of 1,819 Danish public managers. We find that leadership training disproportionately benefits women, and this helps to level the playing field. However, our analyses show that differences in intersectoral mobility do not explain the gender gap in public sector management.

scholarly journals THE INFLUENCE OF SOCIAL MEDIA TECHNOLOGY WITH REFERENCE TO FACEBOOK ON WORK PERFORMANCE: ORGANISATIONAL FRAMEWORK AS MEDIATOR

2021 ◽  
Vol 6 (5) ◽  
Author(s):  
Kumaran Kanapathipillaii
Keyword(s):  
Social Media ◽  
Work Performance ◽  
Media Technology ◽  
Public And Private ◽  
The Public ◽  
Online Social Media ◽  
Employee Relationships ◽  
Public And Private Sector ◽  
The Relationship ◽  
Social Media Technology

<p>Social media such as Facebook has become an essential strategic tool for organisations. Facebook is a platform where a large pool of consumers would use to make purchase decisions. Organisations are designing and maintaining their Facebook account to expand their social networks and build relationships with the public. This research explains current situations regarding the influence of online social media technology with reference to Facebook on employees' work performance in Malaysia. The problem statement focuses on both the public and private sectors in Malaysia. Additionally, various literature was reviewed, indicating the relationship between social media (usage at work, sociability, and trust) and work performance. The mediating role of the organisational framework on the relationship between online social media technology (Facebook) and work performance was also scrutinised to formulate the research hypothesis. The findings of this research established a significant relationship between online social media (Facebook) and organisational framework and work performance. Conclusively, the hypothesis depicted that the organisational framework fully mediates the relationship between online social media technology (Facebook) and employees' work performance in public and private sectors in Malaysia. This study also verifies that both the public and private sector organisations that incorporate Facebook can enhance networking and information sharing, influencing employees' work performance, creating a stable organisational framework, generating value for customers, and improving employee relationships with all stakeholders. In conclusion, work performance can be heightened by a well planned and structured organisational framework. Additionally, through a well planned and implemented online social media technology such as Facebook, an organisation would have a smooth operating organisational framework and a workforce with enhanced performance.</p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0854/a.php" alt="Hit counter" /></p>

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