scholarly journals BUDAYA KINERJA LEMBAGA PELAYANAN PUBLIK: Analisis Budaya Kinerja Kementrian dan LPNK di Indonesia (PERFORMANCE CULTURE IN PUBLIC SERVICE ORGANIZATION: An Analysis of Performance Culture ini Ministries and Non Ministerial Institutes in Indonesia)

1969 ◽  
Vol 9 (2) ◽  
Author(s):  
Sri Wahyu Wijayanti
Keyword(s):  
Service Quality ◽  
Public Service ◽  
Service Organizations ◽  
Three Dimensions ◽  
Cultural Performance ◽  
Quality Performance ◽  
The Public ◽  
Performance Culture ◽  
Public Service Organizations ◽  
Low Performance

Performance of public service in Indonesia is still not satisfactory. This has been caused by the low performance culture in the public service. In this paper, service performance culture is elaborated into three dimensions, namely the commitment to service quality, performance reward and attention toward stakeholders. The analysis of quantitative data concerning the performance culture obtained from a survey of 54 ministries and the Non-Ministerial Government Institute in Indonesia indicated that performance culture of the Ministry and Institute does not support the creation of public service quality. Thus, improvements of performance culture in public service organizations in Indonesia should be managed by improving the performance culture of public service institution.Keywords: cultural performance, public service institutions, ministries, non-ministerial government institutions.Kinerja lembaga pelayanan publik di Indonesia saat ini masih belum memuaskan. Hal ini berhubungan dengan budaya kinerja yang berkembang dalam lembaga pelayanan publik tersebut. Dalam tulisan ini budaya kinerja pelayanan dielaborasi kedalam tiga dimensi yakni komitmen terhadap kualitas pelayanan, penghargaan terhadap kinerja dan perhatian terhadap pemangku kepentingan. Hasil analisis atas data-data kuantitatif mengenai budaya kinerja yang didapatkan dari survei terhadap 54 Kementerian dan Lembaga Pemerintah Non-Kementerian (LPNK) di Indonesia, menunjukkan bahwa budaya kinerja Kementrian dan K/L saat ini masih belum mendukung terciptanya pelayanan publik yang berkualitas.Dengan demikian perbaikan budaya kinerja pada lembaga pelayanan publik di Indonesia sudah seharusnya dilakukan melalui perbaikan budaya kinerja lembaga pelayanan publik.Kata kunci: budaya kinerja, lembaga pelayanan publik, kementerian, lembaga pemerintah Non-Kementerian

Organizational commitment of public service employees in Ghana: do codes of ethics matter?

2016 ◽  
Vol 83 (1_suppl) ◽  
pp. 59-77 ◽  
Author(s):  
Anthony Sumnaya Kumasey ◽  
Justice Nyigmah Bawole ◽  
Farhad Hossain
Keyword(s):  
Organizational Commitment ◽  
Public Service ◽  
Ethical Climate ◽  
Codes Of Ethics ◽  
Service Organizations ◽  
Three Dimensions ◽  
Continuance Commitment ◽  
Service Employees ◽  
Public Service Organizations ◽  
Ethics Research

One of the most difficult and under-examined issues in the ethics research of developing countries is whether the establishment of codes of ethics in public service organizations leads to employees’ organizational commitment. This study investigates the link between codes of ethics and organizational commitment, as well as its three dimensions of affective, normative and continuance commitment, in Ghanaian public service organizations. Correlational, regression and descriptive statistics were used to study 228 participants conveniently sampled from selected public service organizations within the Greater Accra Region of Ghana. Empirical evidence showed that codes of ethics significantly and positively predicted employees’ organizational commitment, as well as the three dimensions of the affective, normative and continuance commitment of employees. Points for practitioners Codes are intended to educate the general public, and employees in particular, about the mission of an organization, to foster a good ethical climate, and to provide guidance for resolving ethical problems in an organization. To ensure employee commitment to the organization, the codes should be effectively implemented, well communicated and strictly enforced with impartiality; otherwise, the codes will appear merely as ‘cosmetic dressing’ to the organization.

Social Marketing: An Advocacy Empirical Analysis of Service Objects of Public Welfare Organizations

2018 ◽  
Vol 2 (2) ◽  
Author(s):  
Dong Xie ◽  
Guixia Ma
Keyword(s):  
Social Marketing ◽  
Public Service ◽  
Delphi Method ◽  
Entropy Method ◽  
Service Organizations ◽  
Public Welfare ◽  
Organizational Mission ◽  
The Public ◽  
Public Service Organizations ◽  
Service Project

The ultimate goal of social marketing is to change the behavior, attitude, concept, and so on of target audiences. For the public welfare organization, the basis of its service project design is the organization's mission and location. The key to achieve the organizational mission is to be able to lock the service objects and respond to the needs of service objects effectively. This research is based on the theoretical framework of social marketing and based on the questionnaire survey and analysis of the advocacy effectiveness and problems of service objects of the 327 public service organizations in China. Using the Delphi method and the entropy method, the 6P model of social marketing for service objects advocacy in the field of domestic public welfare practice is concise, and a new operational mechanism for service objects advocacy of public welfare organizations is proposed to implement the mission and value of public welfare organizations and contribute to the change of service objects.

Developing and Prioritizing Measures of Emotional Capital in Public Service Organizations

2012 ◽  
Vol 4 (3) ◽  
pp. 52-60 ◽  
Author(s):  
Chung-Chu Liu ◽  
Jason C.H. Chen
Keyword(s):  
Public Service ◽  
Evaluation Method ◽  
Service Organizations ◽  
Three Dimensions ◽  
Public Service Organizations ◽  
Content Analysis Method ◽  
Service Sectors ◽  
Emotional Capital ◽  
Hierarchy Process ◽  
Analyze Data

This research is to construct emotional capital of public service organizations (PSOs) through employees’ perspectives. The content analysis method and analytical hierarchy process were used to collect and analyze data. According to the results, the study divides organizational emotional capital of public service sectors into three dimensions: Personal Emotional Capital, Group Emotional Capital, and Organizational Emotional Capital. The research also develops 12 indicators for organizational emotional capital of PSOs assessment. Measuring organizational emotional capital can be used to help formulate public strategy, provide an evaluation method for governments and allocate resources for PSOs.

scholarly journals Assessing the Quality of a Local Authority Conference and Hospitality Venue Using the ServQual Model

2014 ◽  
Vol 1 (1) ◽  
pp. 15-20 ◽  
Author(s):  
Mike Donnelly ◽  
Edward P White
Keyword(s):  
Service Quality ◽  
Public Service ◽  
Local Authority ◽  
Reliability And Validity ◽  
Service Organizations ◽  
Close Attention ◽  
Private Companies ◽  
Public Service Organizations ◽  
Hospitality Venue

Abstract The close attention paid to service quality by successful private companies has become part of the environment within which most public service organizations now operate. The ServQual model has been used with success to help companies quantify customers' expectations and perceptions of their service and to use this analysis as the basis for improvement. More recently, the ServQual approach has been applied in public service contexts with mixed reliability and validity. This paper reports on the application of the ServQual model to a conference and hospitality venue operated by a Scottish local authority. The study investigates five distinct customer segments: conferences, meetings, receptions, performances, and weddings. The expectations-perceptions gaps are assessed for each of these segments using the ServQual model and the size and antecedents of ServQual Gap 1 is also examined.

Effects of public-service employee age and performance of emotional labor on job pride

2016 ◽  
Vol 44 (8) ◽  
pp. 1339-1348 ◽  
Author(s):  
Hyun Jung Lee
Keyword(s):  
Public Service ◽  
Emotional Labor ◽  
Service Organizations ◽  
Older Individuals ◽  
Service Employees ◽  
Entry Level ◽  
The Public ◽  
Public Service Organizations ◽  
And Performance ◽  
Employee Age

There is a growing number of older individuals seeking entry-level public service positions; jobs that may not be physically demanding, but may require emotional exertion. Older individuals are more experienced in interpersonal interactions and may be able to manage their emotions better than can their younger counterparts. However, factors of age and performance of work requiring emotional labor are lacking in public administration research. I conducted a survey with 167 public-service employees in USA, classifying them as younger adults (25 to 44 years old) and older adults (45 to 65 years old), and examined how performance of work requiring emotional labor mediates employee age by using an individual's pride in their job as a criterion variable. The findings suggested that an employee's age was positively related to pride in the job and better performance of work requiring emotional labor, and, unless they are mediated by higher level of false face acting, these two variables are significantly related. These findings lead to several suggestions for organizations: first, that public service organizations should open up work opportunities to older individuals; and second, because of lower wages in the public sector, organizations should offer generous fringe benefits.

scholarly journals Szervezeti modell fejlesztése a közszolgáltatásban

2020 ◽  
Vol 7 (3) ◽  
Author(s):  
Péter Vörös
Keyword(s):  
Environmental Protection ◽  
Human Resource ◽  
20Th Century ◽  
21St Century ◽  
Public Service ◽  
Service Organizations ◽  
Ecological Environment ◽  
Organizational Model ◽  
The Public ◽  
Public Service Organizations

A közszolgáltatásban napjainkban is a XX. század szervezeti modellje a domináns.A változást a XXI. század kihívásai motiválják, sürgetését a fejlődés dinamikája, a verseny kiéleződése, az ökokörnyezet katasztrofális romlása indukálja. A szervezet felépítése nemcsak a működés hatékonyságát határozza meg, de az ott dolgozók motiváltságát, gondolkozását és így teljesítményét is. A közszolgáltatási szervezetek átalakítása egy innovációs szervezeti modell irányába hozzájárulhat a lakossági igények magasabb színvonalon történő kielégítéséhez, a gazdasági környezet dinamizálásához, a humánerőforrás teljesítményének növeléséhez, a környezetvédelem és -fejlesztés magasabb szint emeléséhez.A tanulmány az innovatív szervezet működésének elméleti bemutatása mellett a gyakorlat terepén is bemutatja az átalakítás folyamatát, lehetőségeit, irányát és lehetséges eredményét. In public services, the 20th century organizational model is dominant in our days.Changes are motivated by 21st century challenges and are urged by the dynamics of development, the sharpening of competition and the catastrophic devastation of the ecological environment. Transforming the public service organizations according to an innovation organizational model may contribute to the fulfilment of public demands at a higher standard, to a more dynamic economic environment, the improvement of human resource performance and to raising environmental protection and development to an improved level.Besides introducing the theory of the operation of an innovative organization, the study presents the process, the possibilities, the trends and the possible results of this transformation in the field of practice, as well.

Social Media vs. the Public Sector

2012 ◽  
pp. 34-46
Author(s):  
Toby Fyfe ◽  
Paul Crookall
Keyword(s):  
Social Media ◽  
Public Sector ◽  
Risk Aversion ◽  
Public Service ◽  
Fast Track ◽  
Service Organizations ◽  
The Public ◽  
Public Service Organizations ◽  
Public Servant ◽  
Media Collaboration

What happens when the forces of social media—collaboration, open information, participation—collide with the entrenched patterns of public sector bureaucracy such as public servant anonymity, information hoarding, risk aversion, privacy, secrecy, and organizational silos? Different public service organizations, subject to the same rules, vary widely in response: from engagement to acceptance to resistance. This chapter provides a selective survey of the literature and some guidance for those who want to fast-track social media in the public sector.

scholarly journals Literary Review of Methods of Efficiency Evaluation in Public Sector

2018 ◽  
pp. 170-174
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Service ◽  
Service Organizations ◽  
Efficiency Evaluation ◽  
Assessment Framework ◽  
Public Funds ◽  
The Public ◽  
Public Service Organizations ◽  
Order Preference

If an organization decides to introduce a new method or an instrument, it must compare the costs of implementing it with the benefits that the method would bring. This is true for public service organizations as well, mainly because of the fact that they manage public funds. The introduction of these methods can help increasing efficiency in the spending of public funds. If businesses want to survive and prosper in the public sector under the current global and competitive environment, they have to change their way of thinking and managing. It is common to see efficiency as a key problem in the public sector. The present paper deals with several methods of efficiency evaluation and tries to describe some of them. Based on our own research, methods of efficiency are divided into 5 groups. Each group is described separately, while the methods that we looked at, we can include cost-minimizing analysis (CMA), Technique for Order Preference by Similarity to Ideal Solution (TOPSIS), Common Assessment Framework (CAF), marketing mix in public administration products and many others. There are several methods which can be used for efficiency evaluation. Each situation should be analyzed individually and therefore we are not able to choose one of them and say it is the best or most appropriate.

scholarly journals Value for Money in Organizations Providing Public Education Services and How to Measure It

2020 ◽  
Vol 66 (2) ◽  
pp. 62-70
Author(s):  
Jana Štrangfeldová ◽  
Nikola Štefanišinová
Keyword(s):  
Public Education ◽  
Public Service ◽  
Service Organizations ◽  
Value For Money ◽  
Education Services ◽  
The Public ◽  
Public Service Organizations ◽  
Use Of Resources ◽  
Efficiency And Effectiveness ◽  
Insight Into

AbstractThe public has put increased pressure on organizations providing public services to demonstrate the most productive use of resources, with due regard for value received. Education is no exception. This study focus on the presentation and evaluation of public organizations (public grammar schools in our case) in education on the basis of their economy, efficiency and effectiveness as one of the indicators of performance assessment. The methodology of Value For Money presented in this study can provide useful information about the situation of education for public forces and for public grammar schools themselves. Also, this methodology may help to gain a deeper insight into strengths of individual schools, as well as in which they can improve. A limitation of the concept of VFM is that performance evaluation is possible only between homogeneous services. The originality and value of the study are reflected in its focus on such topics as monitoring and measuring of performance for public service organizations (i.e., education services). It also provides a tool for districts and individual schools to gain information using indicators employed here for identifying and solving the performance problems that occur in education system of Slovakia.

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