scholarly journals Koszty pracy – studium przypadku jednostki budżetowej

2017 ◽  
Vol 5 (4) ◽  
pp. 85-95
Author(s):  
Monika Grajber ◽  
Anna Wasilewska
Keyword(s):  
Local Government ◽  
Basic Component ◽  
Labor Costs ◽  
Government Employees ◽  
Labour Costs ◽  
Empirical Material

The main expenditures of a budget entity are the costs associated with employing workers, who are teachers, administrators and servants. The basic component of the labor costs of the two groups of workers is gross remuneration, which is regulated by legal acts (Teachers’ Charter Act and the Act on Local Government Employees), which causes differences in their level. The purpose of the study was to determine the level and structure of labour costs resulting from the employment of staff in the budget entity, including teachers and non-pedagogical staff. The empirical material consisted of data and information on the activities of public kindergartens in the years 2013-2015.

scholarly journals INTERRELATION BETWEEN THE TYPES OF SOCIAL PERSONNEL POLICY AND PSYCHOLOGICAL RELIABILITY OF CIVIL OFFICERS AND MUNICIPAL EMPLOYEES

2018 ◽  
pp. 109-116
Author(s):  
S. V. Dukhnovsky
Keyword(s):  
Risk Management ◽  
Local Government ◽  
Performance Assessment ◽  
Government Employees ◽  
Personnel Policy ◽  
Psychological Types ◽  
Municipal Employees ◽  
Personnel Safety ◽  
Psychological Features ◽  
Empirical Material

The current research uses empirical material to define the dominating types of social personnel policy exerted by civil and local government officers. It establishes the interrelations between the personnel policy type and a regulatory, individualtypological or professional-psychological component of reliability of employees. The paper describes personnel risks according to the types of personnel policy of civil / local government officers with various professional and psychological types of personality (leader, performer, communicator, and generator). The research has proved the following hypothesis: a mismatch between the type of social personnel policy in the organization and its assessment by the employees resulting from regulatory, individual-typological or professional-psychological features of reliability is a source of personnel risks that can reduce safety of the organization. It has been established that each type of social personnel policy (inert one, demagogue, pragmatist, and stable one) has specific personnel risks resulting from the regulatory, individual-typological and professionalpsychological components of reliability of the civil officers and local government employees. An assessment of regulatory, individual-typological and professionalpsychological features of a civil / local government officer as components of his or her reliability can be identified with the help of personal and professional diagnostics; it can be used in personnel policy and in performance assessment. Social personnel policy assessment is a factor of increasing personnel safety of the organization in general; it acts as a condition of personnel risk management and concerns the risks caused by individual and psychological features of civil / local government officers.

Exploring the Application, Dimensionality and Factor Structure of Organizational Citizenship Behavior Scale among Local Government Employees in Lagos, Nigeria

2020 ◽  
Author(s):  
Fariha Azalea
Keyword(s):  
Local Government ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Sampling Technique ◽  
Citizenship Behavior ◽  
Public Organization ◽  
Government Employees ◽  
Systematic Random Sampling ◽  
Behavior Scale ◽  
Reliable Scale

Previous studies have observed a paradigm shift in the debate concerning the dimensionality of organizational citizenship behavior. Building on organizational citizenship behavior literature, the present study in intends to validate the dimensionality of the organizational citizenship behavior (OCB) scale developed by Smith et al., (1983) who proposed a 2 dimensional16-item instrument. Data was collected through a survey questionnaire using systematic random sampling technique to employees of local government in Lagos State, Nigeria. A total of 400 questionnaires were administered and 393 valid responses were obtained over a period of 4-weeks. Factor analysis and reliability analysis were conducted to confirm that the instrument is valid within the context of local government employees. The implication of this current study is that OCB scale developed by smith et al., (1983) has revealed two-dimensional structures comprising of; altruism and generalized compliance. The instrument was found to be valid and reliable scale for OCB measurement among employees of public organization, particularly Local Government employees in Lagos, Nigeria.

scholarly journals Red tape and psychological capital: a counterbalancing act for professionals in street-level bureaucracies

2020 ◽  
Author(s):  
A Dudau ◽  
G Kominis ◽  
Y Brunetto
Keyword(s):  
Local Government ◽  
Organizational Behavior ◽  
Psychological Capital ◽  
Negative Impact ◽  
Practical Implication ◽  
Well Being ◽  
Government Employees ◽  
Street Level ◽  
Red Tape ◽  
The Impact

Abstract Assuming that red tape is inevitable in institutions, and drawing on positive organizational behavior, we compare the impact of individual psychological capital on the ability of street-level bureaucrats (SLBs) with different professional backgrounds to work within the confines of red tape. The two SLB professions investigated here are nurses and local government employees; and the work outcomes of interest to this study are well-being and engagement. The findings show that red tape has a different impact on each professional group but, encouragingly, they also indicate that psychological capital has a compensatory effect. Implications include nurses requiring more psychological resources than local government employees to counteract the negative impact of red tape. A practical implication for managers is that, if perception of red tape in organizations is set to increase or to stay constant, enhancing the psychological capital of professionals in SLB roles, through specific interventions, may be beneficial to professionals and organizations alike.

scholarly journals NON-SALARY INCENTIVE FACTORS IN ORGANISATIONS CARRYING OUT LOCAL GOVERNMENT TASKS

2016 ◽  
Vol 38 (4) ◽  
pp. 368-383
Author(s):  
Andrzej Józef Kozłowski ◽  
Iwona Zofia Czaplicka-Kozłowska
Keyword(s):  
Local Government ◽  
Educational Institutions ◽  
Government Employees ◽  
Work Quality ◽  
Factors Affecting

In this article, reference will be made to the challenge of the motivation of local government employees, based on survey conducted in educational institutions and municipal enterprises in Warmia and Mazury. The main goal was to point out what non-wage motivators occurs in this institutions and which primarily affect the quality of the execution of tasks. Surveys were conducted among more than two thousand local government employees. According to respondents used motivators are: good atmosphere at work, clearly described goals and tasks, stability of employment and ability of professional trainings. To more important factors affecting to work quality respondents indicated: stability of employment and ability of professional trainings, clearly described goals and tasks and promotion opportunity.

scholarly journals ACHIEVING EFFECTIVE SERVICE DELIVERY BY LOCAL GOVERNMENT EMPLOYEES THROUGH STRATEGIC TRAINING PROGRAMMES

2020 ◽  
Vol 2 (1) ◽  
pp. 131-141
Author(s):  
Love Arugu ◽  
Keyword(s):  
Local Government ◽  
Service Delivery ◽  
High Performance ◽  
Government Employees ◽  
Continuous Training ◽  
Design Data ◽  
Analytical Technique ◽  
Ex Post ◽  
Strategic Training ◽  
Effective Service

The thesis of the study is that effective service delivery by the local government employees is a function of a strategic training framework. Extant literature examined captured the importance of training and development programmes in the local government and stated among other things, that training increases employees productivity, reduce costs, boost morale, promote stability, flexibility and service delivery at the grassroots. The arguments are substantiated with the training and high-performance theory advanced by Gallie and White (1993). The study adopts ex post facto design. Data are obtained from secondary sources and analysed using the content analytical technique. Empirical analysis of literature provides the framework for conclusion and policy recommendation. The study advocates for a strategic continuous training plan to enhance the capacity of local government employees and service delivery in Nigeria.

GLOSS TO THE JUDGEMENT OF SUPREME ADMINISTRATIVE COURT OF DECEMBER 17, 2019. – ENTRUSTING THE DUTIES OF HEAD OF THE MEDICAL ENTITY

2021 ◽  
Vol 2 (XXI) ◽  
pp. 291-299
Author(s):  
Jan Ciechorski
Keyword(s):  
Public Health ◽  
Local Government ◽  
Government Employees ◽  
Legal Personality ◽  
Primary Procedure ◽  
Temporary Solution ◽  
Medical Entity ◽  
The Law ◽  
Principle Of Legality

The primary procedure for filling the post of manager of a non-entrepreneurial medical entity (as well as for other posts referred to in Article 49(1) of the Law on Medicinal Activities) is to select a candidate by means of a competition. However, there may be cases where it is necessary to fill the post of manager, but there is no possibility of a competition procedure. In such situations, it should be possible to entrust duties in this post, but only for the time necessary to conduct the competition. In so doing, it cannot be considered that the delegation of duties constitutes one of the means of filling the post of manager of a medical entity, which is only a temporary solution enabling the medical entity to function until that post has been filled by means of a competition. In view of the legal personality of an independent public health establishment and the principle of legality in the operation of local government units in the exercise of its powers, it is appropriate to limit the powers of that body as a medical entity only to the situations expressly referred to in the provisions of the Law. However, the provisions of the Law on local government employees do not apply either to the manager of the medical entity or to its other employees.

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