scholarly journals The Impact of Organisational Culture on Public Sector Performance: A Case Study of Local Authorities in Zimbabwe

2019 ◽  
Vol 6 (1) ◽  
pp. 33-56
Author(s):  
Munashe Huragu ◽  
Redgelot Mufaro Chuma
Keyword(s):  
Public Sector ◽  
Organisational Culture ◽  
Local Authorities ◽  
Public Sector Performance ◽  
Sector Performance ◽  
The Impact

scholarly journals Professionalism, Payment by Results and the Probation Service: A Qualitative Study of the Impact of Marketisation on Professional Autonomy

2021 ◽  
pp. 095001702110038
Author(s):  
Matt Tidmarsh
Keyword(s):  
Public Sector ◽  
Qualitative Study ◽  
Professional Autonomy ◽  
Ethnographic Study ◽  
Community Rehabilitation ◽  
Probation Office ◽  
Probation Service ◽  
The Impact ◽  
Privately Owned

This article utilises Foucauldian understandings of the sociology of the professions to explore how marketising reforms to probation services in England and Wales, and the implementation of a ‘Payment by Results’ (PbR) mechanism in particular, have impacted professional autonomy. Drawing on an ethnographic study of a probation office within a privately owned Community Rehabilitation Company, it argues that an inability to control the socio-economic organisation of probation work has rendered the service susceptible to challenges to autonomy over technique. PbR was proffered as a means to restore practitioner discretion; however, the article demonstrates that probation staff have been compelled to economise their autonomy, adapting their conduct to conform to market-related forms of accountability. In this sense, it presents the Transforming Rehabilitation reforms to probation as a case study of the impact of marketisation on the autonomy of practitioners working within a public sector profession.

scholarly journals Understanding the Impact of Organisational Culture on Managers' Internal Career Needs

2017 ◽  
pp. 265-285 ◽  
Author(s):  
Chi Maher
Keyword(s):  
Research Methodology ◽  
Third Sector ◽  
Organisational Culture ◽  
Social Enterprises ◽  
Career Management ◽  
Career Needs ◽  
The Impact

This chapter explores the influence of organisational culture on managerial internal career needs in small third sector social enterprises. Every organisation develops and maintains a unique culture, which provides guidelines and boundaries for the career management of members of the organisation. The research methodology was designed to allow the collection of data from three case study organisations and 24 operational managers working in these organisations. The qualitative findings of the study add to, and help to explain the inter-play between individual manager's internal career needs and organisational culture. Most importantly the findings suggest that when individual manager's internal career needs are closely supported by organisational culture, it increases their desire to stay with the organisation. The findings make an important contribution in the field of organisational career management.

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