scholarly journals Professionalism is the Key to Create Public Value

2018 ◽  
Vol 7 (3.30) ◽  
pp. 583 ◽  
Author(s):  
Abdul Sami ◽  
Ahmad Jusoh ◽  
Khalil Md Nor ◽  
Asmara Irfan ◽  
Sobia Irum ◽  
...  
Keyword(s):  
Public Management ◽  
Self Regulation ◽  
Building Blocks ◽  
Main Concern ◽  
Specialized Knowledge ◽  
Public Value ◽  
The Public ◽  
Public Managers ◽  
Public Sector Organizations ◽  
Public Manager

Public value is a new and important concept in the public management research. This concept give a new idea of public management with theme of peoples first approach to facilitate them. Public value creation is the main concern of public mangers in today’s public sector organizations. Public value is based on three building blocks of public value that are services, trust and social outcome. Professionalism is an esential requirement to achieve these building blocks of public value. A professional public manager by virtue of his possition will be in a better position to create public value. The important attributes of a professional public manger includes honesty, competency, accountability, self regulation and specialized knowledge of his field and duties. These attributes of public managers will create public value and ultimately establish the trust of public on the organization and as a result, the country will become a welfare state. 

scholarly journals Systematic Review of Public Value

2018 ◽  
Vol 1 (1) ◽  
pp. 1-6 ◽  
Author(s):  
Abdul Sami ◽  
Ahmad Jusoh ◽  
Khalil Md Nor ◽  
Asmara Irfan ◽  
Muhammad Imran Qureshi
Keyword(s):  
Literature Review ◽  
Public Administration ◽  
Systematic Literature Review ◽  
Value Creation ◽  
Public Management ◽  
Developed Countries ◽  
Main Concern ◽  
Public Value ◽  
Public Managers ◽  
Public Sector Organizations

Public value is a new and important concept in the field of public administration. A large number of researchers has focused on the concept of public value during the last 10 years or so. This concept gives a new idea of public management with the theme of people’s first approach to facilitate them. Public value creation is the main concern of public managers in today’s public sector organizations. This paper presents a systematic literature review of 413 articles published on the topic of public value in Scopus index journals from 1995 to 2018. A large number of articles on public value shows the importance of the concept of public value. This systematic literature review reveals that most of the work on public value has been done in developed countries like USA, UK, Australia, and Netherland and developing countries are far behind on the research of public value.

scholarly journals The Five Tasks of Public Value Management: Public Value as a Programme of Administrative and Societal Democratisation

2020 ◽  
Vol 13 (2) ◽  
pp. 161-180
Author(s):  
Michal Sedlačko
Keyword(s):  
Public Management ◽  
Market Failure ◽  
New Public Management ◽  
Democratic Legitimacy ◽  
Value Management ◽  
Public Value ◽  
The Public ◽  
Public Managers ◽  
Value Propositions ◽  
Career Options

AbstractThe aim of this essay is threefold: (1) to identify the tasks of public managers in public value management (PVM), (2) to start a debate on the relationships between autonomy, entrepreneurship and PVM from the perspective of institutional roles and management levels, and (3) to initiate a discussion about the transferability of PVM to diverse administrative systems and cultures. The public value discourse emerged in the 1990s, justifying the need for the concept through a deficit in democratic legitimacy, the delivery paradox, as well as market failure and the critique of New Public Management. Public value focuses on the ultimate purpose of the use of public resources and can thus serve to strengthen outcome legitimacy and downward accountability. Arguably, the most productive interpretation of the public value concept rests along the lines of a normative, conceptual orientation for managerial action, accompanied by a (so far somewhat sparse) set of practical tools and reasoning for public managers. Five tasks of PVM were identified: (1) conducting political management to secure legitimacy for particular value propositions; (2) leveraging public value opportunities through networks and a range of delivery mechanisms; (3) ensuring continuing democratisation through helping the realisation of politically empowered citizenship; (4) ensuring learning across multiple levels and audiences; and (5) cultivating a wider view of sustainable wellbeing for all. Regarding the applicability of PVM across various dimensions of administrative traditions and cultures, it would seem that the tasks are more compatible with some cultures and traditions than others. For instance, these roles seem more compatible with non-politicised public administrations that grant high societal status and discretion to civil servants, and provide them with generalist training and career options. One of the key open questions is under what conditions can a public value approach contribute to changes in the given public administration culture, in particular towards the development of downward accountability mechanisms in the context of democratic backsliding and constraints to bureaucratic autonomy.

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 Appraising Public Value in the Public Sector: Re-evaluation of the Strategic Triangle

2021 ◽  
Vol 4 (2) ◽  
pp. 1-10
Author(s):  
Malang B.S. Bojang
Keyword(s):  
Social Sciences ◽  
Public Sector ◽  
Common Good ◽  
Public Management ◽  
New Public Management ◽  
Cost Effective ◽  
Public Value ◽  
The Public ◽  
Public Managers ◽  
Public Sector Managers

Purpose- This article aims to address public value by assessing public programs and services' success in a more cost-effective way. The study also investigates how public managers and elected officials can use public value to guide their decisions on resource allocation to create value for the citizens. Design/methodology- To meet this study's aims, Mark Moore’s strategic triangle is used as the framework for this study. This is a comprehensive framework that evaluates the performance of public sector programs and service delivery. Data for this study has been collected via a primary scoping of the literature on public value. Database searches were conducted in the Social Sciences Index, SCOPUS journals, ISI Social Sciences Citation Index, and Google Scholar. Findings- From the investigation, the result indicates that public value is created by government or public managers in their daily transactions and by non-profit organizations that articulate their objectives and find popular support for the community's common good.                                                                                                Practical implications- Arguably, public value management provides a necessary improvement to public management theories. It redefines the function of public sector managers in the provision of socially desirable outcomes through citizen engagement. As a progress appraisal tool in public organizations, it offers a broader and inclusive framework than the New Public Management (NPM). Originality/value- This study's results contribute to the knowledge and literature of public value in the public sector.  The strategic triangle builds on the challenges and weaknesses of NPM and it aims at reshaping institutions to prioritize value creation for citizens.

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.

Drivers of Cloud Computing Adoption for E-Government Services Implementation

2015 ◽  
Vol 6 (1) ◽  
pp. 1-14 ◽  
Author(s):  
Fathey Mohammed ◽  
Othman Bin Ibrahim
Keyword(s):  
Cloud Computing ◽  
Public Sector ◽  
Information And Communication Technologies ◽  
Public Management ◽  
Cost Effective ◽  
The Public ◽  
Cloud Computing Adoption ◽  
Public Sector Organizations ◽  
Provision Of Services ◽  
Governmental Institutions

Adopting and using Information and Communication Technologies (ICTs) in the public sector affords undeniable benefits in terms of efficient and cost-effective provision of services, facilitating public management and promoting transparency and participation through e-government systems. However, many governments around the globe face many challenges and still struggle to implement e-government initiatives successfully. Cloud computing may offer a new chance to address many of these challenges by providing elastic scalable, customized, and highly available environment. Moreover, it is already adopted and proved to be advantageous for governmental institutions in different countries. By analyzing some cases, this paper extracts the main drivers of cloud computing adoption in the public sector organizations. Cost saving and the need for scalability are the main common factors that drive public sector organizations to move their services to the cloud.

Public Service Motivation, Personality, and the Hiring Decisions of Public Managers: An Experimental Study

2019 ◽  
Vol 49 (2) ◽  
pp. 193-217
Author(s):  
Daniel E. Bromberg ◽  
Étienne Charbonneau
Keyword(s):  
Human Resources ◽  
Public Service ◽  
Public Management ◽  
Public Service Motivation ◽  
Big 5 ◽  
The Public ◽  
Public Managers ◽  
Management Association ◽  
Hr Managers ◽  
Big 5 Personality

One of the main practical recommendations from the copious public service motivation literature is that human resources (HR) professionals should use public service motivation (PSM) to assist in selecting candidates for public service jobs. To test if PSM is indeed attractive to HR professionals in selecting applicants to work in the public sector, 238 HR managers recruited from the International Public Management Association for Human Resources rated three cover letters and then rated themselves about PSM and the Big 5 personality traits. The cover letters were randomized on most likely combinations of PSM and Big 5, revealed in earlier research. Our results are that real HR professionals did not rate cover letters more highly when they displayed aspects of PSM.

scholarly journals How Practices of Managing Partnerships Contributes to the Value Creation—Public–Social Partnership Perspective

2018 ◽  
Vol 10 (12) ◽  
pp. 4816
Author(s):  
Aldona Frączkiewicz-Wronka ◽  
Martyna Wronka-Pośpiech
Keyword(s):  
Public Space ◽  
Social Services ◽  
Empirical Data ◽  
Public Management ◽  
Quantitative Research ◽  
Management Practices ◽  
New Public Management ◽  
Public Value ◽  
Social Partnership ◽  
The Public

In this paper, the authors aim to answer the question of which model of public management—Public Administration, New Public Management, or Collaborative Public Management—is conducive to achieving better results in the public-social partnership. We understand public–social partnership as an activity undertaken in collaboration between organizations operating both in the public and social sectors. We also claim that Collaborative Public Management fosters sustainability in partnerships and should therefore be preferred in partnerships that are focused on delivering social services. In particular, we aim to find out how management practices that are used in the public-social partnership contribute to the co-creation of public value. The article brings together theoretical insights and empirical data. First, we integrate insights from different strands of literature. Next, empirical data are derived from two main sources: first, a specific case of the public-social partnership established by 18 institutions and organisations, followed by quantitative research that was conducted in 173 partnerships in Poland. Based on the presented case study, analysis of the survey results and in-depth interviews (IDIs) conducted with the 18 leaders of the organisations constituting the partnership, the observed pattern revealed the dominance of the Collaborative Public Management model contributing to the success of the partnership. It was also identified what actions were taken by the manager of the partnership in order to maintain links between the partners, build trust, and win their support and legitimisation in public space—all of which are necessary to create public value, which in turn contributes to the sustainability of the partnership.

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.

Empirical analysis of HPO framework in public sector organizations of Pakistan

2019 ◽  
Vol 15 (2) ◽  
pp. 78-93 ◽  
Author(s):  
Kalimullah Kalimullah ◽  
Mohd Anuar Arshad ◽  
Qaiser Khan ◽  
Shahid Khan
Keyword(s):  
Public Sector ◽  
Empirical Evidence ◽  
Continuous Improvement ◽  
Public Organizations ◽  
Content Type ◽  
The Public ◽  
Public Managers ◽  
Continuous Improvement Process ◽  
Five Factors ◽  
Public Sector Organizations

Purpose Building on high-performance organizations (HPO) framework, the purpose of this paper is to hypothesize the direct impact of five factors of HPO framework on public organizations’ performance in Pakistan. This is first research to employ the partial least squares (PLS) method to provide empirical evidence of the predictive power of the framework in public organizations. Design/methodology/approach This is a cross-sectional study conducted in non-contrived settings thereby keeping researcher interference to a minimum. Data collection was carried out by distributing online questionnaires to 513 employees from three different service-based public organizations in Pakistan. PLS is used to examine the statistical and substantive significance of five factors by employing SmartPLS 3.2.6. Findings This study concludes that the HPO framework has predictive relevance for public organizations’ performance surveyed in this study. Furthermore, three out of the five factors of HPO framework, namely, management quality, workforce quality and long-term orientation have positive relationships, while openness and action orientation (OAO), and continuous improvement process and renewal have a negative relationship with the performance of public sector organizations (PSOs) surveyed in Pakistan. Research limitations/implications The study’s small sample size limits this research, and only quantitative methodology is applied. A significant limitation of this research is that this study relied on a subset of respondents of surveyed organizations and may not representative of the population. Therefore, result should be carefully interpreted as some degree of biasness may be present. Furthermore, findings of the study cannot be generalized to all PSOs of Pakistan. Practical implications The implication for public managers is that the HPO framework has predictive relevance and substantive significance. However, the ideal value of HPO framework will occur when leadership considers HPO factors and struggles persistently to improve performance. The useful implication is that public managers should focus on continuous improvement process and renewal and OAO to meet stakeholders’ satisfaction. Originality/value This study answer two questions, first “is there any significant relationship of five factors of HPO framework with public organizations’ Performance in Pakistan?” and second “what is the predictive relevance level of HPO framework in the Public organizations in Pakistan?” The answers to these research questions will fill the gaps in the literature by providing empirical evidence to the existing knowledge on improvement methods, especially the public sector (PS), and contributing insights on the real world working of the five factors of HPO framework in a PS.

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