Collaborative Leadership and Organizational Performance: Assessing the Structural Relation in a Public Service Agency

2016 ◽  
Vol 38 (1) ◽  
pp. 83-109 ◽  
Author(s):  
Jun Yi Hsieh ◽  
Kuotsai Tom Liou
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Public Service ◽  
Collaborative Leadership ◽  
Collaborative Governance ◽  
City Government ◽  
Service Agency ◽  
Four Dimensions ◽  
Public Sector Leadership ◽  
Organizational Rules

Collaborative leadership has been widely discussed in the theory of public-sector leadership and public collaborative governance studies. Based on the survey data of a public service agency in Taipei City Government, Taiwan, this study used path analysis to test the effect of four dimensions of collaborative leadership on the perceived organizational performance, and applied multidimensional scaling (MDS) method to estimate the dimensions of collaborative leadership and their structural relations. Findings of the empirical analyses support our hypotheses about the dimensions and influence of collaborative leadership and contribute to the theories of public-sector leadership. Public employees’ collaborative leadership skills facilitate their acceptance of organizational rules and their perceived organizational performance. Implications of these findings are presented in the discussion and conclusion.

“Representative bureaucracy as a leadership issue: the Canadian case”

2020 ◽  
Vol 16 (4) ◽  
pp. 393-410
Author(s):  
Tim A. Mau
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Service ◽  
Representative Bureaucracy ◽  
Gender Representation ◽  
Administrative Leadership ◽  
Content Type ◽  
The Public ◽  
Public Sector Leadership ◽  
Federal Public Service

PurposeThe public administration literature on representative bureaucracy identifies several advantages from having a diverse public service workforce, but it has not explicitly focused on leadership. For its part, the public sector leadership literature has largely ignored the issue of gender. The purpose of this paper is to rectify these limitations by advancing the argument that having a representative bureaucracy is fundamentally a leadership issue. Moreover, it assesses the extent to which representativeness has been achieved in the Canadian federal public service.Design/methodology/approachThe paper begins with a discussion of the importance of a representative bureaucracy for democratic governance. In the next section, the case is made that representativeness is fundamentally intertwined with the concept of administrative leadership. Then, the article provides an interpretive case study analysis of the federal public service in Canada, which is the global leader in terms of women's representation in public service leadership positions.FindingsThe initial breakthrough for gender representation in the Canadian federal public service was 1995. From that point onward, the proportion of women in the core public administration exceeded workforce availability. However, women continued to be modestly under-represented among the senior leadership cadre throughout the early 2000s. The watershed moment for gender representation in the federal public service was 2011 when the number of women in the executive group exceeded workforce availability for the first time. Significant progress toward greater representativeness in the other target groups has also been made but ongoing vigilance is required.Research limitations/implicationsThe study only determines the passive representation of women in the Public Service of Canada and is not able to comment on the extent to which women are substantively represented in federal policy outcomes.Originality/valueThe paper traces the Canadian federal government's progress toward achieving gender representation over time, while commenting on the extent to which the public service reflects broader diversity. In doing so, it explicitly links representation to leadership, which the existing literature fails to do, by arguing that effective administrative leadership is contingent upon having a diverse public service. Moreover, it highlights the importance of gender for public sector leadership, which hitherto has been neglected.

Public service motivation and job performance of public sector employees in the Netherlands

2009 ◽  
Vol 75 (1) ◽  
pp. 35-52 ◽  
Author(s):  
Peter Leisink ◽  
Bram Steijn
Keyword(s):  
Public Sector ◽  
The Netherlands ◽  
Service Delivery ◽  
Job Performance ◽  
Public Service ◽  
Public Service Motivation ◽  
Measurement Scale ◽  
Public Service Delivery ◽  
Four Dimensions ◽  
The Usa

This article contributes in three ways to our understanding of public service motivation (PSM) and its effects. In the first place, it applies an abridged version of Perry's measurement scale in the Dutch public sector. Although the results of the analysis show that PSM is a valid concept in this context, doubts arise as to whether one should use the same four dimensions as in the USA. Second, the analysis shows that — contrary to expectations — PSM is of equal importance in the segments of the Dutch public sector that were investigated. Third, the effect of PSM on three performance-related behavioural outcome variables (commitment, willingness to exert effort and perceived job performance) is analysed. In addition to PSM, a measurement of PSM fit is included. The hypothesis that PSM fit mediates the relationship between PSM and the outcome variables is rejected. In practice, it appears that both PSM and PSM fit have independent effects on these outcome variables. Points for practitioners Public organizations have to attract people who are motivated to work for the sector. In the Netherlands, the Ministry of the Interior is running a recruitment campaign to achieve this. This article shows the value of this strategy as workers with such a motivation (`public service motivation' or PSM) are more committed to the organization, more willing to exert effort and have a higher perception of their performance. Probably this will reflect in better public service delivery. However, the article also shows that recruiting PSM-oriented workers is not enough. It is also important that workers will be able to really `use' their PSM in their work. If not, they will become frustrated, which in the end will have adverse effects for the quality of public service delivery.

scholarly journals Public service motivation and organizational performance: Catalyzing effects of altruism, perceived social impact and political support

PLoS ONE ◽  
2021 ◽  
Vol 16 (12) ◽  
pp. e0260559
Author(s):  
Syed Sohaib Zubair ◽  
Mukaram Ali Khan ◽  
Aamna Tariq Mukaram
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Public Service ◽  
Structural Equation ◽  
Social Impact ◽  
Structural Model ◽  
Sampling Strategy ◽  
Measurement Model ◽  
Public Service Motivation ◽  
Political Support

With the increasing pressures and demands from the public sector to be more efficient and effective and accountable, the idea of Public Service Motivation (PSM) and Organization Performance (OP) has become more relevant and critical. This quantitative research hypothesizes that PSM leads towards higher level of organizational performance among public sector officials and also explores the intervening effects of Altruism (ALT), Perceived Social Impact (PSI) and Political Support (PS) in this context. Based on self-administered questionnaire, data was collected from 405 public officials using random sampling strategy. Covariance Based Structural Equation Modelling was used to test the hypothesized model. Following the validation of the measurement model, structural model was developed to test the various paths predicted in the hypotheses. Analysis revealed that PSM, PS and ALT have a positive relationship with OP whereas PSM relationship with PS could not be established.

scholarly journals BREAK EVENT POINT ANALYSIS OF STANDARD INPUT COST OF PUBLIC SERVICE AGENCY’S COMPUTER ASSISTED TEST ACTIVITIES (CASE STUDY IN POLYTECHNIC OF XXX YEAR 2019)

2020 ◽  
Vol 4 (1) ◽  
pp. 50-57
Author(s):  
Bagas Johantri
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Least Squares Method ◽  
Computer Assisted ◽  
Service Agency ◽  
Fixed Costs ◽  
The Public ◽  
Public Sector Organization ◽  
Point Analysis

This study aims to determine the break event point (BEP) of Computer Assisted Test (CAT) activities in order that the revenue from the CAT is not less than the cost of the implementation. CAT has been proven to increase transparency in employee recruitment. However, for the Public Service Agency (BLU) and the public sector organization that organize the CAT, it is deemed necessary to pay attention to the costs and the revenues from these activities. The question in this research is how to determine the BEP from the standard cost of CAT activities. This is a descriptive qualitative research with a case study. The research uses data collected from the standard input costs for CAT activities. This study separates costs into fixed costs and variable costs. Semivariable costs are separated using the least squares method. The result shows that the total income to reach the BEP is Rp. 55,355,344.37 with at least 222 participants per day. This research shows that cost-volume-profit analysis in cost accounting can be used as an administratorial tool for managing activities in the public sector.

User's Segmentation on Continued Knowledge Management System Use in the Public Sector

2020 ◽  
Vol 32 (1) ◽  
pp. 19-40
Author(s):  
Chi-Cheng Huang
Keyword(s):  
Knowledge Management ◽  
Data Analysis ◽  
Public Sector ◽  
Organizational Performance ◽  
User Satisfaction ◽  
Perceived Usefulness ◽  
City Government ◽  
The Public ◽  
Continued Use ◽  
Using Data

Knowledge management systems (KMS) can help an organization support knowledge management activities and thereby increase organizational performance. This study extends the expectation-confirmation model for predicting mandatory continued KMS use in the public sector. The models are assessed using data from a sample of 627 employees of the Kaohsiung City government in Taiwan and analyzed using the finite mixture partial least squares (FIMIX-PLS) method. The results of this study indicate that (1) data heterogeneity (i.e., educational level) segments two specific groups that show different perceptions toward continued KMS use; (2) the results of aggregate-based data analysis are different from the results of group-specific data analysis; (3) compatibility, relative to confirmation, has larger impact on perceived usefulness regardless of groups; (4) the effect of user satisfaction on continued usage behavior is significant different between the two groups; (5) cognition-driven continued use and emotion-driven continued use are identified in the two groups.

Leadership competencies for a global public service

2016 ◽  
Vol 83 (1) ◽  
pp. 3-22 ◽  
Author(s):  
Tim A. Mau
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Human Resources Management ◽  
Leadership Competencies ◽  
Public Servants ◽  
Leadership Competency ◽  
The Public ◽  
Competency Models ◽  
Key Competencies ◽  
Public Sector Leadership

The notion of a global public service has been put forth in the literature as a means of addressing a number of policy issues that can no longer be addressed by a nation-state in isolation. This article sets out to address whether it is possible to formulate and implement a leadership competency model that could be used to select, develop and reward these global public servants and, if so, what leadership competencies they would require. Evidence will be drawn from both the literature on the competencies required for global managers/leaders as well as various public sector leadership competency models. It is argued that more thought needs to be given to how a leadership competency framework might be fruitfully employed to buttress such a cadre of individuals. Points for practitioners Public services around the world have been embracing the use of leadership competency models as part of their human resources management frameworks for the past few decades. This research examines a number of the various models that have been employed with the intent of identifying key competencies that would be more universal in nature. Additional research needs to be conducted to ensure that such models reflect the distinctiveness of the public sector.

scholarly journals Pengaruh Public Service Motivation Dan Organizational Citizenship Behavior Terhadap Kinerja Organisasi Pemerintahan

2009 ◽  
Vol 2 (2) ◽  
Author(s):  
Puput Tri Tri Komalasari ◽  
Moh. Nasih ◽  
Teguh Prasetio
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Organizational Performance ◽  
Organizational Citizenship ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Public Service Motivation ◽  
Citizenship Behavior ◽  
Men And Women ◽  
Public Sector Organizations

Public sector organizations, namely governments, are described as “non-productive and inefficient organization”. This negative image of public sector organizations has arisen as a consequence of low public sector organization performance. Public sector performance improvement can be done by manipulating motivational dimensions of public service employee. This research aims to empirically test effect of public service motivation and organizational citizenship behavior (OCB) on organizational performance in the public sector of Indonesia. In addition, this study also focuses on individual factor of motivation, such as job satisfaction and organizational commitment. This paper employed 108 respondents that were sampled using convenient sampling. The result showed that there were positive significant influences of public service motivation and job satisfaction on organizational performance. Unfortunately, this study failed to give a proof that OCB influences organizational performance. Moreover, this study showed that there is differences level of motivational between men and women. On average, women have job satisfaction and public service motivation higher than men. This implies that women more satisfy at work than men, and women more likely to value intrinsic reward than men

Public service motivation and organizational performance in Swiss federal government

2009 ◽  
Vol 75 (1) ◽  
pp. 53-78 ◽  
Author(s):  
Adrian Ritz
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Public Service ◽  
Public Interest ◽  
Public Management ◽  
New Public Management ◽  
Public Service Motivation ◽  
Employee Attitudes ◽  
Management Tools ◽  
The Public

During the last 20 years public sector reforms focused on the increase of organizational performance mainly by implementing managerial tools and methods. The one-sided, output-oriented reforms meet with criticism. In our study we focus on the links between employee attitudes, managerial measures, institutional factors and organizational performance. Therefore, three attitudinal constructs, public service motivation, organizational commitment and job satisfaction, are analysed. The study empirically tests the effects of these dimensions on perceived performance in the federal administration of Switzerland. The analysed data of 13,532 federal employees give insight into the importance of employee commitment to the public interest and the need for goal-oriented management techniques. The results are discussed in light of previous studies. Points for practitioners Public administration research raises more and more criticism against New Public Management reforms. This study, however, shows that there is an important link between managerial techniques and the individual perception of organizational performance in administrative practice. There are a range of private management tools immigrating into the public sector. But for the tools to be effective, practitioners need to integrate them with consideration of the specific requirements of the employee's commitment to the public interest.

scholarly journals PENGARUH TERBENTUKNYA UNSRAT MENJADI BADAN LAYANAN UMUM (BLU) TERHADAP PENINGKATAN PENERIMAAN NEGARA BUKAN PAJAK (PNBP)

2019 ◽  
Vol 20 (2) ◽  
pp. 1
Author(s):  
Asri Imelda Kondoy ◽  
Vekie A. Rumate ◽  
Een N. Walewangko
Keyword(s):  
Strategic Planning ◽  
Organizational Performance ◽  
Public Service ◽  
Service Agency ◽  
Analysis Techniques ◽  
State Revenue ◽  
Tax State ◽  
Program Policy ◽  
Improved Performance ◽  
The University

ABSTRAK Untuk mencapai tujuannya maka kinerja organisasi harus lebih ditingkatkan. Kinerja adalah gambaran mengenai tingkat pencapaian pelaksanaan suatu kegiatan/program/kebijakan dalam mewujudkan sasaran, tujuan, misi, dan visi organisasi yang tertuang dalam strategic planning suatu organisasi. Perubahan Universitas menjadi BLU menjadi hal yang sangat perlu diperhatikan. Tujuan penelitian  ini adalah untuk mengetahui pengaruh terbentuknya Unsrat menjadi Badan Layanan Umum terhadap Peningkatan Penerimaan Negara Bukan Pajak (PNBP). Jenis Penelitian menggunakan penelitian assosiatif. Teknik analisis data menggunakan regresi linier berganda dan uji hipotesis t. hasil penelitian menunjukkan bahwa Secara parsial Terbantuknya Unsrat menjadi BLU tidak berpengaruh signifikan terhadap PNBP di Unsrat. Hal tersebut dikarenakan Unsrat baru menjadi BLU dalam 3 tahun terakhir sehingga tingkat dan proses pengelolaan masih merupakan transfomasi dari pengelolaan yang lama.  Kata kunci: BLU, penerimaan Negara bukan pajak  ABSTRACT To achieve its objectives, organizational performance must be improved. Performance is a description of the level of achievement of an activity / program / policy in realizing the goals, objectives, mission, and vision of the organization contained in the strategic planning of an organization. Changes in the University to BLU become a matter that really needs attention. The purpose of this study was to determine the effect of the formation of Unsrat into a Public Service Agency for Increasing Non-Tax State Revenues (PNBP). This type of research uses associative research. Data analysis techniques using multiple linear regression and hypothesis testing t. The results of the study showed that partially collapsing Unsrat into BLU did not significantly influence PNBP in Unsrat. This is because Unsrat has only become BLU in the last 3 years so that the level and process of management is still a transformation from the old management. Keywords: BLU, non-tax state revenue

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