scholarly journals Innovation, Collaboration and New Zealand Public Sector ICT Middle Managers

2021 ◽  
Author(s):  
◽  
Suzanne Ellen Jones
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Middle Managers ◽  
Chief Information Officer ◽  
Limited Range ◽  
Senior Manager ◽  
Internal Governance Mechanisms ◽  
Manager Support ◽  
Public Sector Managers ◽  
The Government

<p>The case study explores the relationship New Zealand public sector information and communication technology (ICT) middle managers have with innovation and collaboration in relation to an all-of-government ICT strategy. Middle managers are key to implementing ICT strategy, innovation is a stated expectation and collaboration is a critical enabler. The study identified that awareness of the ICT strategy amongst middle managers was lower than desirable, although slightly higher from core public sector managers mandated to follow the strategy. There was not a consistent sense of what innovation is, although managers indicate they are engaging in innovations to quite a high degree. There is a very limited range of stakeholders collaborated with; primarily other agencies, consultants and vendors. This may inhibit potential for innovation that could come from wider engagement. Agencies are exhibiting a narrow view of collaboration and appear reluctant to share resources. Middle managers engage in collaboration and networking within their sector, and appreciate assistance provided by the Government Chief Information Officer, however they also note there is little support provided to collaborate. They would like more forums, facilitators, tools, and policies that support collaboration and systems thinking. The most significant factor empowering middle managers to innovate was the support of their senior manager; however lack of senior manager support was also noted as a significant issue. Primary barriers to innovation were workload and budget, leadership thinking, internal governance mechanisms and risk aversion.</p>

scholarly journals Innovation, Collaboration and New Zealand Public Sector ICT Middle Managers

2021 ◽  
Author(s):  
◽  
Suzanne Ellen Jones
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Middle Managers ◽  
Chief Information Officer ◽  
Limited Range ◽  
Senior Manager ◽  
Internal Governance Mechanisms ◽  
Manager Support ◽  
Public Sector Managers ◽  
The Government

<p>The case study explores the relationship New Zealand public sector information and communication technology (ICT) middle managers have with innovation and collaboration in relation to an all-of-government ICT strategy. Middle managers are key to implementing ICT strategy, innovation is a stated expectation and collaboration is a critical enabler. The study identified that awareness of the ICT strategy amongst middle managers was lower than desirable, although slightly higher from core public sector managers mandated to follow the strategy. There was not a consistent sense of what innovation is, although managers indicate they are engaging in innovations to quite a high degree. There is a very limited range of stakeholders collaborated with; primarily other agencies, consultants and vendors. This may inhibit potential for innovation that could come from wider engagement. Agencies are exhibiting a narrow view of collaboration and appear reluctant to share resources. Middle managers engage in collaboration and networking within their sector, and appreciate assistance provided by the Government Chief Information Officer, however they also note there is little support provided to collaborate. They would like more forums, facilitators, tools, and policies that support collaboration and systems thinking. The most significant factor empowering middle managers to innovate was the support of their senior manager; however lack of senior manager support was also noted as a significant issue. Primary barriers to innovation were workload and budget, leadership thinking, internal governance mechanisms and risk aversion.</p>

A Case Study of a Data Warehouse in the Finnish Police

2011 ◽  
pp. 183-191 ◽  
Author(s):  
Arla Juntunen
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Public Management ◽  
Added Value ◽  
Public Value ◽  
Public Authorities ◽  
The Public ◽  
Public Sector Managers ◽  
The Government ◽  
High Level

The high level objectives of public authorities are to create value at minimal cost, and achieve ongoing support and commitment from its funding authority. Similar to the private sector, today’s government agencies face a rapidly changing operating environment and many challenges. Where public organizations differ is that they need to manage this environment while answering to demands for increased service, reduced costs, fewer resources and at the same time increased efficiency and accountability. Public organization must cope with changing expectations of multiple contact groups, emerging regulation, changes in politics, decentralization of organization, and centralization of certain functions providing similar services, and growing demand for better accountability. The aim of public management is to create public value. Public sector managers create value through their organization’s performance and demonstrated accomplishments. The public value is difficult to define: it is something that exists within each community. It is created and affected by the citizens, businesses and organizations of that community (cf. also Moore, 1995). This increased interest to questions of value is partly due to the adoption of values and value-related concepts taken from business, like value creation and added value. It is argued that the public sector adopts business-like techniques to increase efficiency (Khademian, 1995; cf. Turban et al. 2007; Chen et al. 2005). In addition, there is a growing concern to the non-tangible, political, and ethical aspects of the public sector governance and actions (See Berg, 2001) Decision making that turns the resources in to public value is a daily challenge in the government (Khademian, 1999; Flynn, 2007) and not only because of the social or political factors. Most of decision problems are no longer well-structured problems that are easy to be solved by experience. Even problems that used to be fairly simple to define and solve are now much more complex because of the globalization of the economy, and rapid pace of changes in the technology and political and social environment. Therefore, modern decision makers often need to integrate quickly and reliably knowledge from different areas of data sources to use it in their decision making process. Moreover, the tools and applications developed for knowledge representations in key application areas are extremely diversified, therefore knowledge and data modeling and integration is important (See also the decision support systems (DSS) modeling methods and paradigms: Ruan et al., 2001; Carlsson & Fuller, 2002; Fink, 2002; Makowski & Wierzbicki, 2003). The application s of real-world problems and the abundance of different software tools allow to integrate several methods, specifications and analysis and to apply them to new, arising, complex problems.

Legislating for Best Practice HRM: The New Zealand Approach

2007 ◽  
Vol 36 (3) ◽  
pp. 183-196 ◽  
Author(s):  
Fiona Edgar ◽  
Alan Geare
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Policy Development ◽  
Best Practice ◽  
Employment Practices ◽  
State Sector ◽  
The Public ◽  
Formal Policy ◽  
The Government ◽  
Development Practice

In New Zealand, the government has mandated for employers in the public sector to be “good employers” (§ 56, State Sector Act 1988). According to the directive, a “good employer” is one who engages in best practice HRM. Thus, a unique opportunity exists to see if best practice HRM can be achieved through regulation. This paper explores this by examining how the good employer directive has influenced HRM policy development, practice and outcomes in the public sector. This study finds a directive to engage in best practice HRM positively impacts on formal policy adoption and the number of practices operating in public sector workplaces and some positive outcomes for EEO are also identified. Public sector employers attribute these outcomes to the directive. This would suggest regulation in the area of HRM could be effective in producing desirable employment practices.

scholarly journals Four Domains of Public Value Creation: A Core Typology

2021 ◽  
Vol 1 (4) ◽  
pp. 24-32
Author(s):  
Dr Kate Joyner
Keyword(s):  
Public Sector ◽  
Value Creation ◽  
Policy Development ◽  
Public Management ◽  
Public Value ◽  
The Public ◽  
Management Literature ◽  
Government Organisation ◽  
Public Sector Managers ◽  
The Government

The public management literature has failed to capture the arenas of operation of the public sector manager in one holistic framework, thus inhibiting the development of a more complete theory of leadership that drives public value. This paper develops a core typology of arenas of public value creation, based on the locus of interaction (internal or external to the government organisation) and the public value purpose (trading or policy development). Four arenas are described, illustrating that public sector managers in complex policy areas traverse all forms of institutional structure includingmarket, hierarchy and hybrid. The typology developed and discussed is an attempt to provide more precision in characterising the nature of policy leadership. Building on the public value work of Moore (1995; 2013; 2014),the typology enables theorising on the role and nature of leadership in driving public value.

A Case Study of a Data Warehouse in the Finnish Police

2011 ◽  
pp. 956-966
Author(s):  
Arla Juntunen
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Public Management ◽  
Added Value ◽  
Public Value ◽  
Public Authorities ◽  
The Public ◽  
Public Sector Managers ◽  
The Government ◽  
High Level

The high level objectives of public authorities are to create value at minimal cost, and achieve ongoing support and commitment from its funding authority. Similar to the private sector, today’s government agencies face a rapidly changing operating environment and many challenges. Where public organizations differ is that they need to manage this environment while answering to demands for increased service, reduced costs, fewer resources and at the same time increased efficiency and accountability. Public organization must cope with changing expectations of multiple contact groups, emerging regulation, changes in politics, decentralization of organization, and centralization of certain functions providing similar services, and growing demand for better accountability. The aim of public management is to create public value. Public sector managers create value through their organization’s performance and demonstrated accomplishments. The public value is difficult to define: it is something that exists within each community. It is created and affected by the citizens, businesses and organizations of that community (cf. also Moore, 1995). This increased interest to questions of value is partly due to the adoption of values and value-related concepts taken from business, like value creation and added value. It is argued that the public sector adopts business-like techniques to increase efficiency (Khademian, 1995; cf. Turban et al. 2007; Chen et al. 2005). In addition, there is a growing concern to the non-tangible, political, and ethical aspects of the public sector governance and actions (See Berg, 2001) Decision making that turns the resources in to public value is a daily challenge in the government (Khademian, 1999; Flynn, 2007) and not only because of the social or political factors. Most of decision problems are no longer well-structured problems that are easy to be solved by experience. Even problems that used to be fairly simple to define and solve are now much more complex because of the globalization of the economy, and rapid pace of changes in the technology and political and social environment. Therefore, modern decision makers often need to integrate quickly and reliably knowledge from different areas of data sources to use it in their decision making process. Moreover, the tools and applications developed for knowledge representations in key application areas are extremely diversified, therefore knowledge and data modeling and integration is important (See also the decision support systems (DSS) modeling methods and paradigms: Ruan et al., 2001; Carlsson & Fuller, 2002; Fink, 2002; Makowski & Wierzbicki, 2003). The application s of real-world problems and the abundance of different software tools allow to integrate several methods, specifications and analysis and to apply them to new, arising, complex problems.

scholarly journals Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia

2020 ◽  
Vol 24 (5) ◽  
pp. 1177-1199 ◽  
Author(s):  
Halimah Abdul Manaf ◽  
William S. Harvey ◽  
Steven J. Armstrong ◽  
Alan Lawton
Keyword(s):  
Public Sector ◽  
Personality Traits ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Middle Managers ◽  
Sampling Frame ◽  
Senior Managers ◽  
Content Type ◽  
Professional Groups ◽  
Public Sector Managers

Purpose This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian public sector. Strengthening knowledge sharing function is essential for enabling public institutions around the world to be more productive. Design/methodology/approach This quantitative study involves 308 employees from management and professional groups within 98 local authorities in the Malaysian local government. Stratified random sampling techniques were used and the sampling frame comprised 1,000 staff using postal surveys. Data analyses were carried out using analysis of variance and correlations to test the research hypotheses. Findings The findings reveal that expert managers are more proactive in sharing their knowledge, particularly those with the personality traits of conscientiousness and openness. These two personality traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which led to work competency and managerial success. Originality/value This study provides theoretical insights into how managerial tacit knowledge differs and can accumulate, depending on the personality traits of middle managers. The paper shows the different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and novice managers. Practically, this study is important for guiding senior managers in their attempts to identify the most appropriate personalities of their middle managers. This study found that the expert group was higher in conscientiousness, openness and overall personality traits compared with the typical and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively.

scholarly journals The development of talent management in Malaysian public sector: a comprehensive review

2019 ◽  
Vol 17 (2) ◽  
pp. 242-253
Author(s):  
Sharmaine Sakthi Ananthan ◽  
Halimah Abdul Manaf ◽  
Mega Hidayati ◽  
Dian Suluh Kusuma Dewi
Keyword(s):  
Human Capital ◽  
Public Sector ◽  
Public Service ◽  
Talent Management ◽  
The Public ◽  
Talented People ◽  
Public Sector Managers ◽  
The Government ◽  
The Right ◽  
Service Managers

The aim of this current study was to analyze recent development of talent management among public service managers in Malaysia. The study brings understanding on talent management and broader human capital issues within Malaysia context by analysing the comprehensive literature. Government of Malaysia is emphasizing on development of talent in the public sector, as it is the most significant resource for the public service. The study found that the government has invested in various programs and initiatives to develop and produce key talented human capital within the public sector. However, despite the initiatives taken by the government, Malaysia is still short of talented people and struggling to develop talent, and talented skilful people are leaving. The study also indicated that year after year increasing number of graduates are being produced at the public universities, but the education system is not producing the right skilful individuals for the particular position or task, resulting in talent mismatch. Another key issue is the incapability to retain talented people that led to poor innovation and creativity within the country. Is key issue is part of the factors discussed in the 10th and 11th Malaysia Plan, and is a concern, as it plays a role in preventing the progress of Malaysia in achieving a developed nation by 2020. As one of the key aspirations of Malaysia is to enrich public service in Malaysia as a citizen centre that is having talented human capital. The study revealed that there is a need for in-depth quantitative and qualitative further research to discover new insights on talent management and retain talent among the public sector managers in Malaysia.

scholarly journals Value for money from public services under continually constrained budgets: a strategic approach

2009 ◽  
Vol 5 (2) ◽  
Author(s):  
Len Cook ◽  
Robert Hughes
Keyword(s):  
New Zealand ◽  
Public Sector ◽  
Public Services ◽  
Current Situation ◽  
Value For Money ◽  
The Public ◽  
The Poor ◽  
Strategic Approach ◽  
The Government ◽  
Economic Outlook

The New Zealand economy in the early months of 2009 faces challenges of historicmagnitude. The size of the public sector in the New Zealand economy makes it arguably the most important single player to manage the current situation. We can expect Keynesian policies designed to stimulate spending by consumers and businesses to be important. The poor economic outlook and policies to stimulate the economy mean that the government is faced with severe constraints on budgets and strong pressures to achieve high value for the money  expended on public services.

E-Government : an exploratory study of online government procurement

2008 ◽  
Vol 5 (2) ◽  
pp. 15
Author(s):  
Maniam Kaliannan
Keyword(s):  
Public Sector ◽  
Empirical Investigation ◽  
Government Procurement ◽  
Management Tool ◽  
Government Service ◽  
The Public ◽  
Organizational Perspective ◽  
Effective Manner ◽  
The Government ◽  
Government Level

The quest to improve the government service delivery is becoming an important agenda for most governments. The introduction oflCT in the public sector especially E-Government initiatives opens up a new chapter in the government administration throughout the world. Governments have deployed ICT to serve their citizens in an efficient and effective manner. This paper presents an empirical investigation of Malaysian government's e-Procurement initiative (locally known as e-Perolehan). The aim of the paper is to examine factors that influence the current and future use of the system within the supplier community. These factors are grouped in three perspectives, (i) organizational perspective; (ii) technological perspective; and (Hi) environmental perspective. The general consensus amongst both the buyer and seller communities is that e-procurement will become an important management tool to enhance the performance of supply chain especially in the public sector. However, before this occurs, the findings suggest that several issues must be addressed by the relevant authorities in light of the three perspectives as mentioned above, to improve the procurement process at the federal government level.

Analysis of Financial Performance of Public Sector Banks in India: CAMEL

2020 ◽  
pp. 097674792096686
Author(s):  
Yudhvir Singh ◽  
Ram Milan
Keyword(s):  
Public Sector ◽  
Banking Sector ◽  
Positive Impact ◽  
Secondary Data ◽  
Capital Adequacy ◽  
Factors Affecting ◽  
Public Sector Banks ◽  
The Government ◽  
And Performance ◽  
Asset Quality

Public sector banks have been merged by the government in the last few years. This is the rationale behind conducting this study. The purpose of this article is to determine the factors affecting the performance of public sector banks in India and the interrelationship between bank-specific determinants and performance of public sector banks. In this article, we shall analyse the financial data of all the public sector commercial banks for a period spread across 11 years (2009–2019); Capital adequacy, Assets quality, Management efficiency, Earning, and Liquidity (CAMEL) has been used as a performance determinant; system generalised method of moments (GMM) analysis has been used to find the effect of determinants on the performance measurement of public sector banks; and CCA (canonical correlation analysis) has been used to find the interrelationship between the bank-specific determinants and the performance of public sector banks. The finding has important implications in terms of performance in the banking sector. Certain limitations of this study are: It is based on secondary data. The study only covers the financial aspects and not the non-financial aspects. It is found that the asset quality is negatively related with performance of public sector banks. Liquidity and inflation are inversely related to performance of public sector banks in India. Capital adequacy is positively related with banks’ performance, but inversely related with banks’ interest margin. GDP growth has a significant positive impact on banks’ performance, but inversely related with banks’ interest income. Inflation rate is inversely related with banks’ performance. Banking sector reforms are insignificantly related with banks’ performance.

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