Pensions and Early Retirement: The Case of the Public Servants in Uganda

2019 ◽  
Author(s):  
Kibs Boaz Muhanguzi
Keyword(s):  
Early Retirement ◽  
Public Servants ◽  
The Public

Professional and Communicative Proficiency of a Mentor as a Tool of Image Building in Public Service

Communicology ◽  
2020 ◽  
Vol 8 (1) ◽  
pp. 74-88
Author(s):  
D.A. Kemenev
Keyword(s):  
Public Service ◽  
Role Models ◽  
Communicative Competence ◽  
Public Servants ◽  
Scientific Publications ◽  
Communicative Skills ◽  
The Public ◽  
Public Servant ◽  
Professional Business ◽  
Image Building

The article investigates the imageological aspect of mentor’s communicative competence in public service and reveals the communicative functions of mentor’s image in relation to the mentees. The author determines the communicative skills necessary for the mentor in all processes and stages of this personnel technology. Based on the analysis of scientific publications, the author discloses and justifies the role models of mentor’s behavior in relation to the mentees from the perspective of the mentor’s image, authority, and communicative competence. The author has conducted an expert survey among public servants, which allowed identify the main professional, business, moral, psychological, and integral qualities that are the most effectively developed by the public servant in the process of performing mentor’s functions. As a result, the author suggests a structural-logical model of the communicative competence of a mentor in the public service in the process of perceiving its communicative knowledge, skills, and competencies for achieving the effectiveness of mentoring.

Public Service Motivation in Buffy the Vampire Slayer

Public Voices ◽  
2016 ◽  
Vol 12 (1) ◽  
pp. 67 ◽  
Author(s):  
Sharon Mastracci
Keyword(s):  
Popular Culture ◽  
Public Service ◽  
Public Service Motivation ◽  
Public Servants ◽  
Buffy The Vampire Slayer ◽  
The Public ◽  
American Popular Culture ◽  
Public Servant ◽  
Definition Of ◽  
The Individual

In this paper, the author examines public service as depicted in the television series Buffy the Vampire Slayer (BtVS). First, she shows how slaying meets the economist’s definition of a public good, using the BtVS episode “Flooded” (6.04). Second, she discusses public service motivation (PSM) to determine whether or not Buffy, a public servant, operates from a public service ethic. Relying on established measures and evidence from shooting scripts and episode transcripts, the author concludes Buffy is a public servant motivated by a public service ethic. In this way, BtVS informs scholarship on public service by broadening the concept of PSM beyond the public sector; prompting one to wonder whether it is located in a sector, an occupation, or in the individual. These conclusions allow the author to situate Buffy alongside other idealized public servants in American popular culture.

scholarly journals Science needs more external evaluation, not less

2021 ◽  
pp. 053901842110191
Author(s):  
Loes Knaapen
Keyword(s):  
Performance Metrics ◽  
Well Being ◽  
External Evaluation ◽  
Public Servants ◽  
Scientific Communities ◽  
Economic Productivity ◽  
The Public ◽  
Quantitative Performance ◽  
The Many ◽  
Lay Public

When science is evaluated by bureaucrats and administrators, it is usually done by quantified performance metrics, for the purpose of economic productivity. Olof Hallonsten criticizes both the means (quantification) and purpose (economization) of such external evaluation. I share the concern that such neoliberal performance metrics are shallow, over-simplified and inaccurate, but differ in how best to oppose this reductionism. Hallonsten proposes to replace quantitative performance metrics with qualitative in-depth evaluation of science, which would keep evaluation internal to scientific communities. I argue that such qualitative internal evaluation will not be enough to challenge current external evaluation since it does little to counteract neoliberal politics, and fails to provide the accountability that science owes the public. To assure that the many worthy purposes of science (i.e. truth, democracy, well-being, justice) are valued and pursued, I argue science needs more and more diverse external evaluation. The diversification of science evaluation can go in many directions: towards both quantified performance metrics and qualitative internal assessments and beyond economic productivity to value science’s broader societal contributions. In addition to administrators and public servants, science evaluators must also include diverse counterpublics of scientists: civil society, journalists, interested lay public and scientists themselves. More diverse external evaluation is perhaps no more accurate than neoliberal quantified metrics, but by valuing the myriad contributions of science and the diversity of its producers and users, it is hopefully less partial and perhaps more just.

New protests in Chile

1982 ◽  
Vol 11 (6) ◽  
pp. 17-19
Author(s):  
Malcolm Coad
Keyword(s):  
Human Rights ◽  
Unemployment Rate ◽  
Foreign Debt ◽  
Public Servants ◽  
The Public ◽  
Economic Miracle ◽  
The World ◽  
Per Capita ◽  
National Trade ◽  
The Church

Chile's military regime in 1982 celebrated its ninth anniversary to the accompaniment of the most widespread and publicly expressed opposition since the coup of 11 September 1973. The collapse of its much-vaunted ‘economic miracle’ … most painfully demonstrated by devastated national industries, an unemployment rate of 25%, and a foreign debt estimated by some economists as the highest per capita in the world … has brought criticism from even the most ardent supporters of General Pinochet. As legal labour representatives became more vocal, leaders of the largest union federation, the National Trade Union Co-ordinating Body (CNS), were jailed, while in February the outspoken President of the Public Servants Union, Tucapel Jimenez, was found dead and mutilated by a roadside near Santiago. In the first six months of this year 837 people were charged with political offences, an increase of more than a third over the same period in 1981, while thousands more were detained on suspicion and reports of torture increased. Relations between the regime and the Church worsened, despite the latter's reining in of some of its human rights activity.

Public servants working from home: Exploring managers’ changing allowance decisions in a COVID-19 context

2021 ◽  
pp. 103530462110555
Author(s):  
Sue Williamson ◽  
Linda Colley ◽  
Meraiah Foley
Keyword(s):  
Employee Productivity ◽  
Public Servants ◽  
Jel Codes ◽  
Individual Level ◽  
The Public ◽  
Work From Home ◽  
Working From Home ◽  
The Individual ◽  
Organisational Level ◽  
Large Sections

Before the COVID-19 pandemic forced large sections of the workforce to work from home, the uptake of working from home in the public sector had been limited and subject to the discretion or ‘allowance decisions’ of individual managers. Allowance decisions are influenced by factors at the organisational, group and individual levels. This research examines managers’ allowance decisions on working from home at each of these levels. It compares two qualitative datasets: one exploring managerial attitudes to working from home in 2018 and another dataset collected in mid-2020, as Australia transitioned out of the initial pandemic lockdown. The findings suggest a change in the factors influencing managers’ allowance decisions. We have identified a new factor at the organisational level, in the form of local organisational criteria. At the group level, previous concerns about employee productivity largely vanished, and managers experienced an epiphany that working from home could be productive. At the individual level, a new form of managerial discretion emerged as managers attempted to reassert authority over employees working remotely. These levels intersect, and we conclude that allowance decisions are fluid and not made solely by managers but are the result of the interactions between the organisational, group and individual levels. JEL Codes J81, J32

scholarly journals Organizational culture of the Public Service and features of its change

2019 ◽  
pp. 114-122
Author(s):  
Nataliіa Sorokina
Keyword(s):  
Organizational Culture ◽  
Public Relations ◽  
Public Service ◽  
High Performance ◽  
Psychological Climate ◽  
Public Servants ◽  
Public Authorities ◽  
The Public ◽  
High Level ◽  
Motivation To Work

The article is devoted to the study of organizational culture in public service. The essence of the concept of organizational culture is considered. It has been determined that organizational culture is an interdisciplinary phenomenon which concern several fields. Therefore, there is no single approach to understanding of this concept. It is indicated that organizational culture is a distinguishing feature of every organization and is a decisive factor in the success / the failure of the whole group. In the article, the author conducted a sociological survey among public servants. The purpose of the survey was to find out what major changes have occurred in the organizational culture of public service in recent years. Based on empirical data, it has been found that changes in organizational culture are very slow. Respondents noted that the majority of elements of organizational culture remained constant, such as: the culture of appearance; the individual independence and the responsibility; the interaction of members of the organization with each other; the physical and psychological comfort; the motivation to work. It is proved that a favorable socio-psychological climate in public authorities is very important. So, the high performance indicators of the authorities, the low staff turnover, the high level of labor discipline, and the absence of tension and conflicts in the group depend on it. The important elements of organizational culture, such as the motivation to work, the culture of appearance, the communication links both within the organization (between public servants) and outside (public relations) are analyzed. It is indicated that the leader plays a key role in communication. He must directly participate in the formation of a favorable moral and psychological climate in the group. It has been established that the process of changing organizational culture is quite complicated, requires time and effort, and high level of professionalism of leader. Changes very often cause discontent of the group, they are often perceived painfully. A strong organizational culture generates a positive image of the public service, which in is turn an important factor in raising confidence in public authorities. Therefore, it is necessary to continue to studied organizational culture, to monitor its formation, to improve and to regulate its changes.  

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