Information as an asset – Today’s Board Agenda: The value of rediscovering gold

2019 ◽  
Vol 36 (2) ◽  
pp. 53-59 ◽  
Author(s):  
Sandra Ward ◽  
Denise Carter
Keyword(s):  
Knowledge Exchange ◽  
Senior Leadership ◽  
Industrial Age ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Information Professionals ◽  
Information Assets ◽  
Board Level ◽  
Board Action ◽  
Valid Information

In today’s fast moving environment, organizations either thrive or fail depending on how they manage information. Information is a critical and strategic organizational asset and must be harnessed as a business asset. This requires action and leadership at Board level. In 1995, a pivotal report, the Hawley report, argued this case forcibly and presented an agenda for Board action developed through discussion among 30 UK private and public sector organizations working within a KPMG IMPACT programme. Actions to ensure that Board operation was underpinned by sufficient and valid information were accompanied by recommended measures to ensure information assets were well and legally managed and deployed to advantage at every level of operations. A successor report has just been published by the Chartered Institute of Information Professionals, KPMG, CIO Connect and IK SpringBoard supported by the Network for Information and Knowledge Exchange. It reinforces the responsibilities of Boards in leading their organization’s information vision, policy, strategy and governance. This article explains why senior leadership is so vital as the fourth industrial age is followed by the fifth and the power of information is transformed through artificial intelligence and Interconnection.

Investigating the Personality Variable (LOC) & Impression Management Relationship: Exploring the Role of Demographic Variables & Sectoral Difference of Managers

2016 ◽  
Vol 7 (1) ◽  
Author(s):  
Poornima Madan ◽  
Shalini Srivastava
Keyword(s):  
Locus Of Control ◽  
Impression Management ◽  
Demographic Variables ◽  
Personality Variable ◽  
Public Sector Organizations ◽  
Private And Public ◽  
The Difference ◽  
The Relationship ◽  
Test Correlation

The purpose of the study is to investigate the relationship between locus of control and impression management. The study also examines the variation in locus of control dimensions namely, internality, externality (others) and externality (chance). It further investigates the difference on perception of demographic variables (gender and marital status) and sectoral difference on impression management. The study was administered on 125 Managers who were representatives of different private and public sector organizations in Delhi/NCR. Variables in the study were assessed using validated instruments. Descriptive Statistics, t-test, Correlation and Regression were used for data analysis. Organizations will be better prepared to dig into the arena of one of the personality variable, i.e. locus of control and its relationship with impression management. The current research is imperative in providing insights into role of personality variable (locus of control) and impression management, which will be one of the pioneer researches available till date. Moreover, the research will highlight the significance of locus of control dimensions and impression management.

Letting Industry Hold the Reins

1994 ◽  
Vol 8 (2) ◽  
pp. 107-114
Author(s):  
Dianne L. Watts
Keyword(s):  
Academic Performance ◽  
Public Sector ◽  
Cooperative Education ◽  
Business Information Systems ◽  
Business Information ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Early Decision ◽  
The University ◽  
Students Success

South Australian private and public sector organizations directly influence the quality and quantity of graduates through ownership of a unique cooperative education undergraduate course in business information systems. Sponsors meet monthly to set objectives and oversee management of the programme within the University framework. Academics work with sponsors to deliver educational objectives and to strengthen links with industry. The outcomes have been students' success in attaining high levels of academic performance; graduates' success in securing appropriate career positions; and employers' satisfaction with graduate employee's productivity and rapid assimilation into industry. These measurements of success vindicate an early decision to make industry the ‘owners' of the programme.

Talent Management in the Public Sector

2017 ◽  
Author(s):  
Paul Boselie ◽  
Marian Thunnissen
Keyword(s):  
Public Sector ◽  
Public Management ◽  
Multidisciplinary Approach ◽  
Human Resources Management ◽  
Talent Management ◽  
Management Framework ◽  
The Public ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Key Issues

Private and public sector organizations are confronted with intensifying competition for talent. Talent management in the public sector, however, is an underexplored field of research. The aim of this chapter is to define talent management in the public sector context by putting it in a public sector human resources management framework and linking it to public sector developments and tendencies. Thus, we apply a multidisciplinary approach to talent management, using insights from human resource management, public administration, and public management. First, we describe relevant public sector characteristics and developments. Then, we define talent management in the public sector context based on what is already know from previous research and the literature, and we discuss key issues, dualities, and tensions regarding talent management in the public sector. Finally, we suggest a future agenda for talent-management research in public sector contexts and present some implications for practitioners.

scholarly journals Nepotism and Favouritism in Polish and Lithuanian Organizations: The Context of Organisational Microclimate

2020 ◽  
Vol 12 (4) ◽  
pp. 1425 ◽  
Author(s):  
Jolita Vveinhardt ◽  
Włodzimierz Sroka
Keyword(s):  
Public Sector ◽  
Age Groups ◽  
Factor Loading ◽  
Validity And Reliability ◽  
The Public ◽  
Closed Type ◽  
Public Resources ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Survey Validity

The phenomena of ‘nepotism’ and ‘favouritism’ are frequently observed in contemporary business, being usually associated with corruption in the public sector and the abuse of public resources. The phenomena, however, have an international scale and no country and sector of the economy are free of them. Given these facts, our paper identifies the attitude of Lithuanian and Polish employees to it in the context of revealing the organizational microclimate. Our analysis is done in relation to three basic aspects: a) Sector (public vs. private), b) gender (male vs. female) and c) five different age groups. Our research sample involved 337 respondents (Poland-PL, N = 164 and Lithuania-LT, N = 173) representing public (PL and LT, N = 119) and private (PL and LT, N = 218) sector organizations. A closed-type questionnaire was used in the survey. Validity and reliability of the questionnaire were confirmed by its high psychometric characteristics. Several research methods, including factor analysis, Cronbach’s alpha, Spearman–Brown, factor loading and total item correlation were used in our study. The results show that there are both similarities as well as differences between the organizations analysed. As far as the private vs. public sector is concerned, in Poland, manifestation of nepotism in principal does not differ in private and public organizations, unlike in Lithuanian organizations, where a worse situation is recorded in public sector organizations. In turn, comparing employees’ attitudes by their gender, it was identified that there were more similarities than differences between Poland and Lithuania in four subcategories. Finally, comparing employees’ attitudes by their age, it was identified that the least number of statistically significant differences was identified in two age groups: 18–24 years old and over 51.

Psychiatrists on boards: the diversity of psychiatrists working as board directors in Mental Health Trusts in England

BMJ Leader ◽  
2020 ◽  
pp. leader-2020-000348
Author(s):  
Peter L Cornwall ◽  
Allan Osborne
Keyword(s):  
Mental Health ◽  
Leadership Development ◽  
Senior Leadership ◽  
Healthcare Staff ◽  
Medical Workforce ◽  
Leadership Positions ◽  
Healthcare Leadership ◽  
Board Directors ◽  
Board Level ◽  
The Impact

BackgroundThe lack of diversity in healthcare leadership has been reported as a risk factor for the impact of the COVID-19 pandemic on black and ethnic minority healthcare staff. The medical workforce is increasingly diverse but not necessarily in its senior leadership.MethodsWe aimed to describe the characteristics of psychiatrists with board-level responsibility in Mental Health Trusts in England, comparing the current picture to that of 2016, using publicly available sources of data. We examined whether the psychiatric leaders were representative of the consultant workforce.ResultsPsychiatrists in senior leadership positions are unrepresentative of the consultant workforce, with UK and Irish graduates, and forensic psychiatrists being over-represented, and general adult psychiatrists being under-represented. There has been minimal change between 2016 and 2020, despite a 50% turnover in those holding board-level responsibility.ConclusionsIf greater diversity in psychiatric leadership is desired, stronger action needs to be taken to promote leadership development opportunities from under-represented groups.

Employee optimism in India: validation of the POSO-E

2019 ◽  
Vol 26 (3) ◽  
pp. 1020-1032
Author(s):  
Teena Bharti ◽  
Santosh Rangnekar
Keyword(s):  
Factor Analysis ◽  
Convergent Validity ◽  
Design Methodology ◽  
Discriminant Validity ◽  
Short Version ◽  
Content Type ◽  
Indian Context ◽  
Confirmatory Factor ◽  
Public Sector Organizations ◽  
Private And Public

Purpose The purpose of this paper was to validate the short version of personal optimism and self-efficacy optimism scale developed by Gavrilov-Jerkovic et al. (2014) on a sample of 398 employees working in private and public sector organizations in India. Design/methodology/approach The study needs to test the psychometric properties of the Indian version of scale by using exploratory factor analysis, convergent validity, discriminant validity and confirmatory factor analysis. Findings The results supported for the two-dimensional factor-structure of optimism in consonance with Gavrilov-Jerkovic et al. (2014). Research limitations/implications The findings will benefit both the management and the employees. Also, the study expands the existing literature on the variable in the Indian context. Originality/value The work validates and provides a unique instrument to measure the employee optimism that can help the management and the employees to focus on themselves to increase the positivity to provide an innovative and creative environment. Also, the work supplements the existing literature on positive attitude or outcome expectancies and helps in establishing the bi-dimensional nature of the construct of optimism.

Leadership Style and Work Engagement: A Comparison of Private and Public Sector Firms in India

2021 ◽  
pp. 097226292110526
Author(s):  
Jain Mathew ◽  
Kohila Rajam ◽  
Sridevi Nair
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Engagement ◽  
Public And Private ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

Post-privatization, public sector organizations were encouraged to borrow and learn from private sector firms. The popular belief was that the human resource practices followed by private sector organizations were far superior and more effective than those of the public sector organizations. However, this claim lacks empirical proof. This study adds to this body of knowledge by comparing the level of work engagement in private and public sector firms of India. Given that the leadership is crucial in setting the tone of an organization, the study also analyses the dominant leadership styles and their relationship to the levels of work engagement. The study is descriptive in nature and utilizes a structured questionnaire to collect data. Individuals currently employed in Indian public and private sector firms, in managerial roles, were invited to record their responses. The final sample consisted of 240 employees, with equal representation from both sectors. The collected data was then analysed using SPSS. The findings suggested that the dominant leadership styles were not significantly different in public and private sector organizations. Private sector employees were found to be more engaged and the leadership style appeared to be significantly related to the levels of engagement in public sector firms only.

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