scholarly journals Public Service Employee Motivation Issues in Georgia

2018 ◽  
Vol 4 (1) ◽  
pp. 49-55
Author(s):  
Salome Sakvarelidze
Keyword(s):  
Public Service ◽  
Employee Motivation ◽  
Modern Human ◽  
Public And Private ◽  
Service Employees ◽  
Essential Condition ◽  
The Public ◽  
Public Managers ◽  
Public And Private Sector

Abstract The motivated employee represents the essential condition of any organization’s success. Public and private sector managers should constantly work toward coordinating and increasing employee motivation in order to ensure the timely and effective implementation of the plans set by the organization. Accordingly, proper assessment of processes and prompt determination of individuals’ driving motives are needed. Studies have shown that public service employees from all around the world face challenges, such as: incompatibility of knowledge, experience and position, as well as hard and lightweight work. Consequently, public managers should be aware of modern human resource management methods that can be used in effective and efficient ways to increase employee work quality. The main purpose of the paper is to determine the current situation of the public sector in Georgia. In addition, the research seeks to identify and examine the factors that influence employee demotivation and to determine under what conditions motivation can be a worthwhile investment in a public organizations. Methodologically, the work is based on analysis of the available literature and the results of the research statistically processed based on the survey example of 449 respondents from different Georgian ministries selected by a random simple.

scholarly journals Public Service Employee Motivation Issues in Georgia

2018 ◽  
Vol 10 (1) ◽  
pp. 49
Author(s):  
Salome Sakvarelidze
Keyword(s):  
Public Service ◽  
Employee Motivation ◽  
Modern Human ◽  
Public And Private ◽  
Service Employees ◽  
Essential Condition ◽  
The Public ◽  
Public Managers ◽  
Public And Private Sector

The motivated employee represents the essential condition of any organization’s success. Public and private sector managers should constantly work toward coordinating and increasing employee motivation in order to ensure the timely and effective implementation of the plans set by the organization. Accordingly, proper assessment of processes and prompt determination of individuals’ driving motives are needed. Studies have shown that public service employees from all around the world face challenges, such as: incompatibility of knowledge, experience and position, as well as hard and lightweight work. Consequently, public managers should be aware of modern human resource management methods that can be used in effective and efficient ways to increase employee work quality.The main purpose of the paper is to determine the current situation of the public sector in Georgia. In addition, the research seeks to identify and examine the factors that influence employee demotivation and to determine under what conditions motivation can be a worthwhile investment in a public organizations. Methodologically, the work is based on analysis of the available literature and the results of the research statistically processed based on the survey example of 449 respondents from different Georgian ministries selected by a random simple.

scholarly journals The Relationship Between Public and Private Sector Wages in Alberta

2005 ◽  
Vol 30 (2) ◽  
pp. 217-227
Author(s):  
Gene Swimmer ◽  
C. B. Williams
Keyword(s):  
Private Sector ◽  
Public Service ◽  
Civil Service ◽  
Public And Private ◽  
Public And Private Sector ◽  
Employment Sectors ◽  
Leader Role ◽  
The Relationship

The purpose of this study is to determine the nature and magnitude of any relationship between wage and salary changes in specified occupational classifications within the Alberta Civil Service and wage and salary changes in similar occupational classes in Alberta industry. In particular, the possibility of the « leader » role that public service wage and salary changes may play in the determination of occupational wage and salaries in other employment sectors within the Province of Alberta will be articulated.

scholarly journals Staff‐Prisoner Relationships, Staff Professionalism, and the Use of Authority in Public‐ and Private‐Sector Prisons

2015 ◽  
Vol 40 (02) ◽  
pp. 309-344 ◽  
Author(s):  
Ben Crewe ◽  
Alison Liebling ◽  
Susie Hulley
Keyword(s):  
Private Sector ◽  
Public Service ◽  
Service Provision ◽  
Public And Private ◽  
Frontline Staff ◽  
The Public ◽  
Private Prison ◽  
Public And Private Sector ◽  
Specific Impact

Prison privatization has generally been associated with developments in neoliberal punishment. However, relatively little is known about the specific impact of privatization on the daily life of prisoners, including areas that are particularly salient not just to debates about neoliberal penality, but the wider reconfiguration of public service provision and frontline work. Drawing on a study of values, practices, and quality of life in five private‐sector and two public‐sector prisons in England and Wales, this article seeks to compare and explain three key domains of prison culture and quality: relationships between frontline staff and prisoners, levels of staff professionalism (or jailcraft), and prisoners' experience of state authority. The study identifies some of the characteristic strengths and weaknesses of the public and private prison sectors, particularly in relation to staff professionalism and its impact on the prisoner experience. These findings have relevance beyond the sphere of prisons and punishment.

Public Services Concession in Slovenian Legislation

2016 ◽  
Vol 14 (3) ◽  
pp. 671-694
Author(s):  
Katja Drnovšek ◽  
Boštjan Brezovnik
Keyword(s):  
Private Sector ◽  
Public Service ◽  
Public Procurement ◽  
The State ◽  
Public Infrastructure ◽  
Public And Private ◽  
The Public ◽  
Service Activities ◽  
Public And Private Sector

Because of the public sector crisis, the role of the state in the provision of public service activities has been gradually changing ever since the 1980s, as the role of the financier in public infrastructure, as well as of the provider of public service activities, was increasingly being assumed by the private sector, while the state began to strengthen its role in the areas of regulation and supervision.With the involvement of the private sector in the so-called project financing of investments in construction of infrastructure and the consequent provision of public service activities, new and innovative forms of cooperation between the public and private sector (public-private partnership) have gradually been introduced as an addition to the already established concession and public procurement relationships. At the same time, states have in addition to classic (budgetary) financing gradually introduced new ways of financing public service activities, which enabled the repayment of investments in public infrastructure and reimbursement of (private) providers for goods delivered or services rendered (public goods). Undoubtedly, these forms of cooperation between the public and private sector call for regulation of certain complex issues. This article focuses on the examination of forms of integration between the public and private sector in the provision of public service activities in the framework of concession relationships.

Public Service Motivation of Public-Versus Private-Sector Employees in a Chinese Context

2012 ◽  
Vol 40 (9) ◽  
pp. 1409-1418 ◽  
Author(s):  
Bangcheng Liu ◽  
Lanying Du ◽  
Hao Wen ◽  
Fan Bo
Keyword(s):  
Private Sector ◽  
Public Service ◽  
Public Service Motivation ◽  
Public Employees ◽  
Private Companies ◽  
Public And Private ◽  
Chinese Context ◽  
The Public ◽  
Public And Private Sector ◽  
Public Versus Private

To investigate the public service motivation (PSM) of public- and private-sector employees in a Chinese context, comparative studies were conducted with 2 independent samples. In Study 1, confirmatory factor analysis was implemented to assess the level of PSM in 250 public employees. In Study 2, 247 respondents from private companies were evaluated. Results gained in these studies not only provided evidence supporting the construct validity of this measure of PSM in a Chinese context, but also demonstrated that, comparatively, public-sector employees' levels of PSM were relatively higher than those of private-sector employees, especially in relation to the attraction to public policymaking and commitment to public interest dimensions of PSM.

The Gulf Coast Waste Disposal Authority: A Regional Approach to Water Quality Management

1984 ◽  
Vol 16 (5-7) ◽  
pp. 473-480
Author(s):  
L Jack Davis
Keyword(s):  
Water Quality ◽  
Quality Management ◽  
Waste Disposal ◽  
Gulf Coast ◽  
Water Quality Management ◽  
Public And Private ◽  
Public Agency ◽  
Public Managers ◽  
Public Reaction ◽  
Public And Private Sector

The Gulf Coast Waste Disposal Authority is a regional public agency created by the State of Texas to design and implement water quality management systems in three counties surrounding Galveston Bay. This article will outline the water quality management strategy employed by the Authority for a highly industrialized and populated region. Regional treatment and public and private sector cooperation will be presented as a management objective for muncipal and industrial waste disposal. A description of the background and operations of the Authority will be included along with examples of joint or combined wastewater treatment. The pressing problem of hazardous waste management in Texas will be discussed. The Authority's experiences with facility siting and public reaction will be summarized and a new approach to help resolve these issues will be presented. The article will conclude with some thoughts on strategic planning for public managers.

Relationship between CSR motivations and corporate social performance: a study in the power industry in India

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Moumita Acharyya ◽  
Tanuja Agarwala
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Power Sector ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Self Interest ◽  
Public And Private Sector

PurposeThe paper aims to understand the different motivations / reasons for engaging in CSR initiatives by the organizations. In addition, the study also examines the relationship between CSR motivations and corporate social performance (CSP).Design/methodology/approachThe data were collected from two power sector organizations: one was a private sector firm and the other was a public sector firm. A comparative analysis of the variables with respect to private and public sector organizations was conducted. A questionnaire survey was administered among 370 employees working in the power sector, with 199 executives from public sector and 171 from private sector.Findings“Philanthropic” motivation emerged as the most dominant CSR motivation among both the public and private sector firms. The private sector firm was found to be significantly higher with respect to “philanthropic”, “enlightened self-interest” and “normative” CSR motivations when compared with the public sector firms. Findings suggest that public and private sector firms differed significantly on four CSR motivations, namely, “philanthropic”, “enlightened self-interest”, “normative” and “coercive”. The CSP score was significantly different among the two power sector firms of public and private sectors. The private sector firm had a higher CSP level than the public sector undertaking.Research limitations/implicationsFurther studies in the domain need to address differences in CSR motivations and CSP across other sectors to understand the role of industry characteristics in influencing social development targets of organizations. Research also needs to focus on demonstrating the relationship between CSP and financial performance of the firms. Further, the HR outcomes of CSR initiatives and measurement of CSP indicators, such as attracting and retaining talent, employee commitment and organizational climate factors, need to be assessed.Originality/valueThe social issues are now directly linked with the business model to ensure consistency and community development. The results reveal a need for “enlightened self-interest” which is the second dominant CSR motivation among the organizations. The study makes a novel contribution by determining that competitive and coercive motivations are not functional as part of organizational CSR strategy. CSR can never be forced as the very idea is to do social good. Eventually, the CSR approach demands a commitment from within. The organizations need to emphasize more voluntary engagement of employees and go beyond statutory requirements for realizing the true CSR benefits.

Mapping public value processes

2014 ◽  
Vol 27 (4) ◽  
pp. 334-352 ◽  
Author(s):  
John Alford ◽  
Sophie Yates
Keyword(s):  
Public Sector ◽  
Child Nutrition ◽  
Process Mapping ◽  
Public Value ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Public Managers ◽  
Big Picture ◽  
Comprehensive Framework

Purpose – The purpose of this paper is to add to the analytic toolkit of public sector practitioners by outlining a framework called Public Value Process Mapping (PVPM). This approach is designed to be more comprehensive than extant frameworks in either the private or public sectors, encapsulating multiple dimensions of productive processes. Design/methodology/approach – This paper explores the public administration and management literature to identify the major frameworks for visualising complex systems or processes, and a series of dimensions against which they can be compared. It then puts forward a more comprehensive framework – PVPM – and demonstrates its possible use with the example of Indigenous child nutrition in remote Australia. The benefits and limitations of the technique are then considered. Findings – First, extant process mapping frameworks each have some but not all of the features necessary to encompass certain dimensions of generic or public sector processes, such as: service-dominant logic; external as well internal providers; public and private value; and state coercive power. Second, PVPM can encompass the various dimensions more comprehensively, enabling visualisation of both the big picture and the fine detail of public value-creating processes. Third, PVPM has benefits – such as helping unearth opportunities or culprits affecting processes – as well as limitations – such as demonstrating causation and delineating the boundaries of maps. Practical implications – PVPM has a number of uses for policy analysts and public managers: it keeps the focus on outcomes; it can unearth a variety of processes and actors, some of them not immediately obvious; it can help to identify key processes and actors; it can help to identify the “real” culprits behind negative outcomes; and it highlights situations where multiple causes are at work. Originality/value – This approach, which draws on a number of precursors but constitutes a novel technique in the public sector context, enables the identification and to some extent the comprehension of a broader range of causal factors and actors. This heightens the possibility of imagining innovative solutions to difficult public policy issues, and alternative ways of delivering public services.

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