Strategic Procurement Planning: Guidance Note on Procurement

Development Objectives ◽

Tools And Techniques ◽

Strategic Procurement ◽

Procurement Planning

This guidance note aims to assist borrowers in developing a procurement strategy and procurement plan for projects financed in whole or in part by an ADB loan or grant, or by ADB-administered funds. Effective and strategic procurement planning helps ensure that fit-for-purpose procurement approaches are developed to achieve value for money and the project’s development objectives. The note enables borrowers to take a flexible approach to developing a procurement strategy and procurement plan, applying tools and techniques widely used across public and private sector organizations to provide the necessary intelligence to make sound procurement decisions.

Knowledge management initiatives in Indian public and private sector organizations

Journal of Knowledge Management ◽

10.1108/13673271011084871 ◽

2010 ◽

Vol 14 (6) ◽

pp. 811-827 ◽

Cited By ~ 30

Author(s):

Deepak Chawla ◽

Himanshu Joshi

Keyword(s):

Knowledge Management ◽

Private Sector ◽

Public And Private ◽

Knowledge Management Initiatives

THE CONTRIBUTION OF NGOS IN ENVIRONMENTAL EDUCATION: AN EVALUATION OF STAKEHOLDERS' PERCEPTION

Ambiente & sociedade ◽

10.1590/1809-4422asoc132656v1932016 ◽

2016 ◽

Vol 19 (3) ◽

pp. 47-66 ◽

Cited By ~ 2

Author(s):

VIRGÍNIA TALAVEIRA VALENTINI TRISTÃO ◽

JOSÉ AMÉRICO MARTELLI TRISTÃO

Keyword(s):

Environmental Education ◽

Teaching Method ◽

Public And Private ◽

Contemporary World ◽

Governmental Organizations ◽

Non Governmental Organizations ◽

The Social ◽

Social Environmental ◽

Abstract Environmental education practiced by non-governmental organizations (NGOs) presents itself as a new teaching method directed at changing habits, attitudes and social practices seeking solutions for the social-environmental degradation afflicting the contemporary world. This work seeks to identify the perception and expectations of stakeholders regarding the contribution of NGOs in environmental education. The research was guided by the Delphi method and, as a result, verified that the involved stakeholders understand that environmental education practiced by NGOs must be ample, free, professionalized and directed towards all the segments of society via partnerships with public and private sector organizations.

AI and Big Data’s Potential for Disruptive Innovation - Advances in Computational Intelligence and Robotics ◽

The Intersection of Data Analytics and Data-Driven Innovation

10.4018/978-1-5225-9687-5.ch012 ◽

2020 ◽

pp. 317-343

Author(s):

Marcus Tanque ◽

Harry J. Foxwell

Keyword(s):

Private Sector ◽

Data Analytics ◽

Large Scale ◽

Data Driven ◽

Public And Private ◽

Managerial Practices ◽

Project Completion ◽

Technological Advances ◽

This chapter discusses businesses, key technology implementations, case studies, limitations, and trends. It also presents recommendations to improve data analysis, data-driven innovation, and big data project implementation. Small-to-large-scale project inefficiencies present unique challenges to both public and private sector institutions and their management. Data analytics management, data-driven innovation, and related project initiatives have grown in scope, scale, and frequency. This evolution is due to continued technological advances in analytical methods and computing technologies. Most public and private sector organizations do not deliver on project benefits and results. Many organizational and managerial practices emphasize these technical limitations. Specialized human and technical resources are essential for an organization's effective project completion. Functional and practical areas affecting analytics domain and ability requirements, stakeholder expectations, solution infrastructure choices, legal and ethical concerns will also be discussed in this chapter.

Employee Welfare Measures in Public and Private Sectors

International Journal of Service Science Management Engineering and Technology ◽

10.4018/ijssmet.2015010102 ◽

2015 ◽

Vol 6 (1) ◽

pp. 22-36 ◽

Cited By ~ 12

Author(s):

Chandra Sekhar Patro

Keyword(s):

Private Sector ◽

High Performance ◽

Public And Private ◽

Retirement Benefits ◽

Educational Benefits ◽

The Public ◽

Employee Welfare ◽

Welfare Measures ◽

Employees' play a key role in the existence and growth of any organisation, therefore their welfare is essential. During the past few years, both public sector and private sector organisations have been contributing towards the employee's benefits and also increase their efficiency. Employees' welfare facilities include housing facilities, free medical facilities, retirement benefits, children and adult educational benefits, welfare measures for the employee's families, loan facilities, etc. If the organisations do not bother about the employees benefit, but expect efficient and high performance from them, it is a mere waste. So there is utmost need for the employee's welfare in any type of organisation. Organizations have to provide welfare facilities to their employees to keep their motivation levels high. A comparative study was undertaken to know the satisfaction level of the employees on the enforceability of various welfare measures in both the public and private sector organizations. The study also throws light on impact of welfare measures on the employees' performance.

Health Technologies for the Developing World: Addressing the Unmet Needs

International Journal of Technology Assessment in Health Care ◽

10.1017/s0266462300002324 ◽

1992 ◽

Vol 8 (4) ◽

pp. 623-634 ◽

Cited By ~ 7

Author(s):

Michael J. Free

Keyword(s):

Public Sector ◽

Unmet Needs ◽

Developing World ◽

Appropriate Technology ◽

Public And Private ◽

The Public ◽

Health Technologies ◽

AbstractThis paper provides a critical overview of several strategies and mechanisms that have been employed by the Program for Appropriate Technology in Health over the past decade to address the unmet needs for health technologies in the developing world. Partnerships between public and private-sector organizations are emphasized in order to share risks, encourage efficiency, and ensure the availability of priority products for health care in resource-poor settings. Incentives for the involvement of the commercial sector, the means to protect the interest of the public sector, and the role of bridging organizations are discussed in the light of the shifting goals of the public sector.

The Importance of Employee Health Benefits to Public and Private Sector Organizations

Public Personnel Management ◽

10.1177/009102600903800204 ◽

2009 ◽

Vol 38 (2) ◽

pp. 49-68 ◽

Cited By ~ 2

Author(s):

Christopher G. Reddick

Keyword(s):

Private Sector ◽

Health Benefits ◽

Employee Health ◽

Public And Private ◽

A Comparative Study of Public and Private Sector Organizations about the Impact of Training and Management Development Programmes on Organizational Productivity

COMMERCE TODAY ◽

10.29320/jnpgct.13.1.13 ◽

2019 ◽

Vol 13 (01) ◽

Author(s):

Saman Khan ◽

Bhavika Bharti

Keyword(s):

Private Sector ◽

Service Sector ◽

Emerging Market ◽

Management Development ◽

Organizational Productivity ◽

Public And Private ◽

Emerging Market Countries ◽

The Impact

India has become one of the fastest growing economies in the world over the last two decades, undoubtedly aided in this performance by economic reforms. The striking aspect of India’s recent growth has been the dynamism of the service sector, while, in contrast, manufacturing has been much less robust, contrary to the experience in other emerging market countries, where manufacturing has grown much faster than GDP. Present study is focused on a comparative evaluation of two steel giants in India i.e. SAIL and TATA steel. The study reveals that training and MDP have positive correlation with employee development, employee satisfaction and organizational productivity whereas it has been found that private sector managers (TATA Steel) have more positive opinion for training and MDP in comparison with public sector enterprise (SAIL)

A New Approach to Business Value Driven Planning for Data Projects

10.31219/osf.io/jg4pr ◽

2019 ◽

Author(s):

Tadhg Nagle ◽

David Sammon ◽

Walter Cleary

Keyword(s):

New Technology ◽

Business Value ◽

Public And Private ◽

New Approach ◽

The Past ◽

Data Value ◽

The Internet Of Things

With the advent of new technology and digital trends, realizing value from data is a top priority for organizations. Along with this, the increased awareness that every business is a data business is beginning to take hold, especially in organizations engaging in data projects through the use of technologies such as Big Data, the Internet of Things and Advanced Analytics. However, it has been shown that there is a lack of understanding on how these projects will deliver value or benefit for the organization (LaValle et al. 2011). Or indeed, there is a lack of understanding on how to effectively manage and govern such projects and capabilities (Tallon 2013). In other words, implementing a data project does not automatically deliver business value, execute as expected, or make your organization data driven. To make your organization more effective when implementing data projects and developing a mature data capability, conversations need to be initiated between stakeholders and focus on the key problem to be solved by the data project. This focus is provided by answering six simple questions: why, what, when, who, where, and how. Yet, given the multitude of conversations that need to take place around the problem there are a lack of appropriate tools that can enable stakeholders to reach a shared understanding when planning data projects. Our research with major public and private sector organizations over the past three years has resulted in the development of a new ‘discursive template’ (c.f. Tsoukas and Chia 2002) (namely the Data Value Map - DVM to promote new transformative conversations within data projects while also producing a more rigorous and robust validation of the potential value of those projects. Moreover, this new approach is the output of four studies, which include: (i) a survey of over 50 organizations worldwide which examined the drivers, goals and barriers of data analytics, (ii) an analysis of 18 projects focused on developing data solutions, (iii) an analysis of over 100 implementations of the DVM, and (iv) one in-depth case study with multiple implementations. The objective of this paper is to present both our new approach for planning data projects along with the insights gained from these studies.

Impact of Ethical Leadership on Task Performance and Organizational Citizenship Behavior: Moderating Role of Islamic Work Ethics

Journal of Management and Research ◽

10.29145/jmr/72/070206 ◽

2020 ◽

Vol 7 (2) ◽

pp. 166-193

Author(s):

Muhammad Qasim ◽

Tahir Hussain Rizvi ◽

Muhammad Irshad

Keyword(s):

Task Performance ◽

Organizational Citizenship ◽

Ethical Leadership ◽

Organizational Citizenship Behavior ◽

Citizenship Behavior ◽

Public And Private ◽

Work Ethics ◽

The Impact

The purpose of this study is to assess the impact of ethical leadership on task performance and organizational citizenship behavior (OCB), with the boundary condition of Islamic work ethics (IWE). Data were collected from 200 employees working in the public and private sector organizations in Islamabad, Pakistan. The data were analyzed through SPSS. The collected data revealed that ethical leadership has a positive and significant influence on task performance and OCB. Furthermore, IWE was also found a significant moderator by enhancing the relationship of ethical leadership and both the outcome variables. It concluded that ethical leadership sets the tone for the employees for improving their task performance and OCB. Additionally, Islamic work ethics can also enhance the positive outcomes of ethical leadership.

EMPLOYEE RETENTION AND TURNOVER USINGMOTIVATIONAL VARIABLES AT INDIA

International Journal of Research -GRANTHAALAYAH ◽

10.29121/granthaalayah.v4.i8(se).2016.2580 ◽

2016 ◽

Vol 4 (8(SE)) ◽

pp. 1-9

Author(s):

A. Thirupathy ◽

C. Dhayalan

Keyword(s):

Private Sector ◽

Research Design ◽

Quantitative Research ◽

Employee Retention ◽

Cross Sectional Survey ◽

Chi Square ◽

Cross Sectional ◽

Public And Private ◽

This research looked at the extent to which identified intrinsic and extrinsic motivational variables influenced the retention and reduction of employee turnover in both public and private sector organizations. The research was aimed at achieving the following objectives: identify and establish the key intrinsic and extrinsic motivational variables being used by selected public and private sector organizations in retaining their employees; determine the extent to which the identified intrinsic and extrinsic motivational variables are influencing employees’ retention and turnover in the selected organizations; and make recommendations to management of the selected organizations on how to effectively retain employees and reduce turnover. The study adopted the cross-sectional survey research design, investigating the extent to which selected motivational variables influence employees’ decision to either remain or quit an organization. Quantitative research design was used and this design was chosen because its findings are generalizable and the data objective. The study examined two public and two private sector organizations in India. The total population of the research comprised 1800 employees of the surveyed organizations with a sample size of 145 respondents. A self-developed questionnaire, measured on a Likert Scale was used to collect data from respondents. The questionnaire had a Cornbrash alpha coefficient of α = 0.85 suggesting that the instrument was reliable. The Chi-square test of association was used in testing the hypothesis of the study. The result showed that employees in both public and private sector organizations were, to a very large extent, influenced to stay in their respective organizations by a combination of intrinsic and extrinsic motivational factors. The following motivational variables were found to have significantly influenced employee retention in both the public and private sector organizations: training and development, challenging/interesting work, freedom for innovative thinking, and job security.