Effects of Trait Competitiveness on Ethical Attitudes In the Public Sector: The moderation effect of a performance-oriented climate

2018 ◽  
Vol 52 (3) ◽  
pp. 291-317
Author(s):  
Seungjin Choi ◽  
Jung Yunjin ◽  
Tobin Im
Keyword(s):  
Public Sector ◽  
Ethical Attitudes ◽  
Moderation Effect ◽  
The Public ◽  
Trait Competitiveness ◽  
A Performance

The perception of public sector auditors on performance audit in Malaysia: an exploratory study

2016 ◽  
Vol 24 (1) ◽  
pp. 90-104 ◽  
Author(s):  
Chew Har Loke ◽  
Suhaiza Ismail ◽  
Fatima Abdul Hamid
Keyword(s):  
Public Sector ◽  
Postal Questionnaire ◽  
Content Type ◽  
The Public ◽  
Public Resources ◽  
Performance Audit ◽  
Performance Auditing ◽  
Questionnaire Method ◽  
Descriptive Statistical Analysis ◽  
A Performance

Purpose – The purpose of this paper is to explore the perception of public sector auditors on performance audit in Malaysian public sector entities. In particular, this study elicits the respondents’ opinions on the elements of performance audit, the need for involvement of auditors in policy making, relevant experts to undertake a performance audit, major constraints in carrying out performance audit and the potential of performance audit to improve public administration. Design/methodology/approach – The study employed a postal questionnaire method to seek the perception of the auditors. The questionnaire was distributed to the population of public sector auditors in the National Audit Department in Malaysia and a total of 503 usable responses were received. The responses were analysed using descriptive statistical analysis including mean score and mean score ranking. Findings – The results reveal that auditors were of the opinion that effectiveness element should be one of the performance audit elements and that public sector auditors should be given the opportunity to influence policy decisions. In addition, the results show that the public auditor is not the only profession that can carry out performance audit, but can team up with other professions. In relation to constraints in performance audit, “Lack of cooperation and commitment from auditees in conducting a performance audit” was claimed to be the topmost constraint. Furthermore, performance audit was claimed to be able to enhance public accountability, as well as to enable more economical, efficient and effective utilising of public resources. Originality/value – This paper is one of few studies on public sector auditing particularly on performance auditing in the context of a developing country (i.e Malaysia).

scholarly journals Legitimacy and relevance of a performance measurement system in a Finnish public-sector case

2019 ◽  
Vol 17 (2) ◽  
pp. 177-199
Author(s):  
Toni Mättö ◽  
Jenna Anttonen ◽  
Marko Järvenpää ◽  
Antti Rautiainen
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Measurement System ◽  
Practical Importance ◽  
Performance Measurement System ◽  
Content Type ◽  
The Public ◽  
Case Organization ◽  
A Performance

Purpose This study investigates the difficulties involved in translating stakeholder expectations into action and maintaining legitimacy through the use of a performance measurement system (PMS) created in a Finnish regional development company (RDC). This longitudinal case study illustrates the fluctuating and socially constructed nature of legitimacy in the public sector. Design/methodology/approach This qualitative case study longitudinally analyzes the various developments occurring during and after the development of a PMS system for the case organization. Empirical data include interviews, workshops, observation and other materials relating to the case organization. Findings The initial interest in operational improvement changed to legitimation-seeking behavior by the case organization when the measures created were modified to accord with the changed preferences of the key stakeholders. However, the pursuit of legitimacy for the RDC was made difficult by the outcome-oriented, changing and contradictory nature of stakeholders’ demands. This study’s findings reveal a continuous mismatch between organizational activities and the board’s expectations, leading to the eventual closure of the organization. Practical implications The findings help to analyze the legitimacy and relevance of PMSs in public-sector projects. The study highlights the practical importance of analyzing the different legitimacy priorities of various stakeholder groups, such as politicians and entrepreneurs. Originality/value The study analyzes the fluctuating nature of legitimacy longitudinally in the public-sector context from the stakeholder perspective. This study analyzes a situation where the stakeholders’ evaluations of the legitimacy of the organization, and the PMS developed, change over time, complicating the accounting for stakeholders.

A performance outcome framework for appraising construction consultants in the university sector

2016 ◽  
Vol 14 (3) ◽  
pp. 249-265 ◽  
Author(s):  
Terence Y.M. Lam
Keyword(s):  
Public Sector ◽  
Performance Outcomes ◽  
Content Type ◽  
Performance Outcome ◽  
The Public ◽  
Performance Requirements ◽  
Outcome Framework ◽  
The Government ◽  
Research Frameworks ◽  
A Performance

Purpose The UK Government construction strategy has a clear objective to maximise potential and value for construction and infrastructure projects. The purpose of this paper was to develop a performance outcome framework for the public-sector university client to identify the criteria for value against which construction consultants’ performance will be appraised for selection and monitoring purposes in outsourcing. Design/methodology/approach Multiple-case study method was used to examine the performance requirements of construction consultants, using three state universities having similar contexts in terms of organisation objectives and requirements on projects funded by the government. Findings Within the public-sector university environment, five performance outcomes are identified: time, cost, quality, innovations and working relationship with the client. These areas form a conceptual framework for measuring the performance of construction consultants. Research limitations/implications The performance outcome framework developed should be regarded as “conceptual”. University clients may have different organisation objectives and hence requirements for performance outcomes, which may further vary according to specific project situations. The framework should be adapted accordingly. Practical implications University clients and their professional advisors should specify the performance requirements under those five areas in tender documents for selection purposes and subsequently use them as key performance indicators to monitoring the consultant performance. Construction consultants should address these requirements in the tender proposals to add value to the project. Originality value There is a need to investigate what performance outcomes are required by the public-sector construction client. Based on the results of this research, frameworks and guidelines can be further developed for use by other public sectors, thus benefitting the wider public sector as a whole.

scholarly journals Improving and evaluating performance with the Public Sector Scorecard

2017 ◽  
Vol 66 (4) ◽  
pp. 442-458 ◽  
Author(s):  
Max Moullin
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Success Factors ◽  
Task Force ◽  
Service Improvement ◽  
Content Type ◽  
Management Framework ◽  
The Public ◽  
Management Culture ◽  
A Performance

Purpose The Public Sector Scorecard (PSS) is an integrated performance management framework incorporating strategy mapping, service improvement, and measurement and evaluation. It adapts and extends the balanced scorecard to suit the culture and values of the public and voluntary sectors. The purpose of this paper is to assess, with the aid of two case studies across organisational boundaries, how the PSS addresses a number of critical success factors for performance management and improvement in the public and third sectors. Design/methodology/approach The research takes a case study approach assessing the use of the PSS for the UK Ethnic Minority Employment Task Force, and for Sheffield Let’s Change4Life, a £10 million programme addressing obesity in children and families. Findings This paper concludes that the PSS is an effective framework to help organisations improve outcomes for service users and stakeholders without increasing overall cost, and develop measures of performance that help them improve and assure quality without motivating staff to achieve arbitrary targets at the expense of poor service to the public. Key to this is its emphasis on developing a performance management culture based on improvement, innovation and learning rather than a top-down blame culture. Originality/value There have been many research papers describing the problems and pitfalls of public sector performance management, but few which offer a solution. A particular innovation is how the theory of planned behaviour was integrated with a performance management framework for a behaviour change programme addressing childhood obesity.

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