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”.

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.

Management Information Systems in the Public Sector

2013 ◽  
pp. 157-173 ◽  
Author(s):  
Richard Heeks
Keyword(s):  
Information Systems ◽  
Public Sector ◽  
Management Information Systems ◽  
Monitoring And Control ◽  
Management Information ◽  
The Public ◽  
Public Sector Organizations ◽  
Monitoring And Control Systems ◽  
And Control ◽  
The Relationship

Management information systems (MIS) are fundamental for public sector organizations seeking to support the work of managers. Yet they are often ignored in the rush to focus on ‘sexier’ applications. This chapter aims to redress the balance by providing a detailed analysis of public sector MIS. It first locates MIS within the broader management monitoring and control systems that they support. Understanding the broader systems and the relationship to public sector inputs, processes, outputs and outcomes is essential to understanding MIS. The chapter details the different types of reports that MIS produce, and uses this as the basis for an MIS model and a description of the decision-making benefits that computerized MIS can bring. Finally, the chapter describes generic public sector MIS that address internal government transactions, public administration/ regulation, and public service delivery. Real-world examples of all types are provided from the U.S., England, Africa, and Asia. <BR>

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.

scholarly journals Evaluation of Public Service Motivation: A Case Study of Hefei Public Sector Organizations

2017 ◽  
Vol 8 (1) ◽  
pp. 186
Author(s):  
Sadiq Sadiq
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Public Service Motivation ◽  
High Tech ◽  
The Public ◽  
Goal Clarity ◽  
Public Sector Organizations ◽  
Relationship Of ◽  
The Relationship

This paper highlights the effects of ‘Public Service Motivation’ (PSM) in public sector organizations. This research explores the relationship between employees’ motivation (intrinsic expectation & extrinsic expectation), goal clarity and employees’ participation with ‘Public Service Motivation’ (PSM). A questionnaire was used in this research to conduct a survey. About 70% response rate was generated out of 300 employees located in different public sector organizations of Hefei city of Anhui province in P.R.China, including health, education and High-Tech firms. The Scope of this study is delimited to the public sector organizations of Hefei City China. The result shows that there is a strong positively significant relationship of employees’ motivation, participation, and goal clarity with ‘Public Service Motivation’ (PSM), which can be further strengthened by innovative organizational culture. 

scholarly journals Motivating and Demotivating Effects of Performance-Related Pay in Swedish Public Sector Organizations

2021 ◽  
pp. 0734371X2199083
Author(s):  
Bengt Larsson ◽  
Ylva Ulfsdotter Eriksson ◽  
Petra Adolfsson
Keyword(s):  
Public Sector ◽  
Performance Appraisal ◽  
Local Level ◽  
Theoretical Point ◽  
The Public ◽  
Public Sector Organizations ◽  
Justice Perceptions ◽  
Per Se ◽  
Point Of Departure

This study contributes to the evidence on motivational effects from performance-related pay (PRP) in the public sector. The theoretical point of departure is that the practical organization and administration locally affect the motivational effects of PRP. The analysis is based on surveys administered to employees (including managers) in Swedish public sector organizations at municipal, regional, and state levels. One of the main conclusions is that PRP is not motivating or demotivating per se, but can be both motivating and demotivating within in the same organization. The (de/)motivational effect depends on the local level organization and practices of PRP, particularly the quality of the performance appraisal dialogue. While confirming the importance of justice perceptions, it also shows the effects of managers’ and employees’ preparations, knowledge of criteria, the quality of the performance appraisal dialogue, and the manager’s evaluation style, while controlling for justice perceptions and background variables.

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 Public Service Motivation or Sector Rewards? Two Studies on the Determinants of Sector Attraction

2018 ◽  
Vol 40 (1) ◽  
pp. 82-111 ◽  
Author(s):  
Julia Asseburg ◽  
Fabian Homberg
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Meta Analysis ◽  
Public Service Motivation ◽  
Primary Data ◽  
Highly Qualified ◽  
The Public ◽  
Public Sector Organizations ◽  
Employer Of Choice ◽  
The Relationship

Public sector organizations are competing with the private sector for highly qualified staff. But the public sector lost attraction as an employer of choice. Public service motivation (PSM) and different sector rewards have been identified as alternative drivers of sector attraction. However, it is still unclear to what extent PSM is associated with sector attraction, especially when controlling for a comprehensive set of sector rewards. We investigate this sector attraction puzzle through a meta-analysis (Study 1) focusing on the relation between PSM and sector attraction and primary data collected from 600 German final-year students (Study 2). The two studies aggregate the literature on PSM and sector attraction and produce unique empirical evidence. Thus, we extend the knowledge on the relationship between PSM and sector attraction across different settings and in Germany, which enables us to derive implications for public sector recruiters.

scholarly journals Professional and Ethical Conduct in the Public Sector

2012 ◽  
Vol 1 (1) ◽  
pp. 26
Author(s):  
Thozamile Richard Mle
Keyword(s):  
Public Sector ◽  
Code Of Conduct ◽  
High Standard ◽  
Ethical Conduct ◽  
Ethical Behaviour ◽  
Specific Work ◽  
Unethical Conduct ◽  
The Public ◽  
Moral Principles ◽  
Public Servant

One of the basic values and principles governing public administration enshrined in the Constitution of the Republic of South Africa, 1996 (Chapter 10) is that “a high standard of professional ethics must be promoted and maintained. Ethics is a process by which we clarify right and wrong and act on what we take to be right, that is, a set or system of moral principles that are generally accepted. Ethics simply means  what is right and wrong, what is acceptable or unacceptable and is intertwined with the value system of people. Ethics can also be seen as being relative, not absolute, as ethical behaviour is in the eyes of the beholder. Be that as it may, however, ethical conduct and behaviour normally refer to conforming with generally accepted social norms. Relative to ethics is professionalism, which entails a high standard of work and adherence to certain standards and principles pertaining to specific work to be done. Professionalism embodies skills, competence, efficiency and effectiveness. Public institutions exist for the public good and employ public servants to render services to ensure a better life for all. The public sector is characterised by unprofessional and unethical conduct. The article unearths these and suggests strategies/mechanisms to address this ‘ill’. Can an unethical,  unprofessional public servant be trusted to deliver services? Can, for example, a debt-trapped public servant who survives on borrowing money from micro-lenders, who cannot manage personal finances, be trusted to efficiently manage public funds and thus enhance service delivery? Can an incompetent, corrupt, disloyal, unaccountable, shoddy public servant who flouts the principles of Batho Pele and the code of conduct be entrusted with the  responsibilities of ensuring a better life for all? The answers to these questions constitute the core of this article.

scholarly journals Impact Of Sustainable Leadership Practices On Public Sector Organizations: A Systematic Review of Past Decade

2019 ◽  
Vol 2 (3) ◽  
pp. 1-5 ◽  
Author(s):  
Sana Rehman ◽  
Abdul Sami ◽  
Aniqa Haroon ◽  
Asmara Irfan
Keyword(s):  
Systematic Review ◽  
Public Sector ◽  
Leadership Style ◽  
Leadership Practices ◽  
Sustainable Leadership ◽  
The Public ◽  
Public Sector Organization ◽  
Public Sector Organizations ◽  
The Relationship

Leadership has identified as the important factor that participates in the public sector organization success. Therefore, the leader’s and subordinates effort put together in order to enhance the performance of an organization by leadership. In recent years, different leadership concepts have emerged for increasing sustainability of the organization in terms of sustainable leadership that is the newly established leadership style. This paper addresses the relationship between 23 sustainable leadership practices towards enhancing the performance of the organization. This paper purpose is to explore the theoretical review that sustainable leadership practices have an effect on public sector organizations. This literature review is gained from books and journals of SL practices in public organizations. The overall determination of this paper to highlight the benefits and values of leadership sustainability and practices by leaders adapted in public sector organizations

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