scholarly journals Information Quality in the public sector

2020 ◽  
Vol 8 (2) ◽  
pp. 117-132
Author(s):  
Alexandre Cavalhero ◽  
Lia Caetano Bastos
Keyword(s):  
Information Quality ◽  
Human Resources Management ◽  
Santa Catarina ◽  
Department Of State ◽  
The Public ◽  
Current State ◽  
State Administration ◽  
Management And Development ◽  
The Government ◽  
Government Workers

In the world of organizations, computerized systems have become indispensable as tools to support management. With regard to public service, people management requires the use of these systems to meet the expectations of its users and its customers — both the government workers themselves, and the population — through functionalities that meet the demands of the decision, strategic, tactical, and operational levels. This paper focuses on research of the Information Quality (IQ) involved in the routines and processes of the Integrated Human Resources Management System, Sistema Integrado de Gestão de Recursos Humanos (SIGRH); managed by the Santa Catarina Department of State Administration, Secretaria de Estado da Administração de Santa Catarina (SEA); or more specifically, by the Directorate for the Management and Development of Government Workers, Diretoria de Gestão e Desenvolvimento de Pessoas (DGDP). The objective of the research was to verify the current state of IQ through its dimensions and categories, the identification of items with low quality levels, and the correlation between the dimensions. The research method used was the application of the House of Quality (HoQ) tool, adapted to the specifics of the organization selected by the authors. Finally, it is through the consequent analysis of the results obtained that it was possible to suggest actions of improvement to be taken by managers.

scholarly journals Fostering public accountability in South Africa: A reflection on challenges and successes

2016 ◽  
Vol 12 (1) ◽  
Author(s):  
Pandelani H. Munzhedzi
Keyword(s):  
South Africa ◽  
Public Service ◽  
Service Provision ◽  
Public Services ◽  
Public Accountability ◽  
The Public ◽  
Current State ◽  
Public Service Provision ◽  
The Republic ◽  
The Government

Accountability and oversight are constitutional requirements in all the spheres of government in the Republic of South Africa and their foundation is in the Constitution of the Republic of South Africa of 1996. All spheres of government are charged with the constitutional mandate of providing public services. The level of responsibility and public services provision also goes with the level of capacity of a particular sphere. However, most of the direct and visible services that the public receives are at the local sphere of government. As such, enormous resources are channelled towards this sphere of government so that the said public services could be provided. It is imperative that the three spheres of government account for the huge expenditures during the public service provision processes. The parliaments of national and provincial governments exercise oversight and accountability over their executives and administrations through the Public Accounts Committees, while the local sphere of government relies on the Municipal Public Accounts Committees. This article is theoretical in nature, and it seeks to explore the current state of public accountability in South Africa and to evaluate possible measures so as to enhance public accountability. The article argues that the current public accountability mechanisms are not efficient and effective. It is recommended that these mechanisms ought to be enhanced by inter alia capacitating the legislative bodies at national, provincial and local spheres of the government.

scholarly journals UPAYA PENCEGAHAN PEMUTUSAN HUBUNGAN KERJA PEKERJA DI SEKTOR FORMAL BERDASARKAN KEADAAN MEMAKSA PANDEMI COVID-19

2021 ◽  
Vol 7 (1) ◽  
pp. 139-161
Author(s):  
Steven Suprantio
Keyword(s):  
Public Health ◽  
Job Creation ◽  
Public Health Emergency ◽  
State Of Emergency ◽  
Business World ◽  
The Public ◽  
Economic Slowdown ◽  
The Government ◽  
Economic Necessity ◽  
Government Workers

The business world everywhere including those in Indonesia cannot but felt the brunt of economic slowdown caused by the public health emergency (the COVID 19 pandemic). Quite a few national and local businesses have had to close their operation and lay off all its employees. Although the consensus between the government, workers (individuals and unions) as well as employers is to prevent and avoid termination of employment at all costs, the Law No. 11 of 2020, re. Job Creation allows massive dismissal of employees due to economic necessity or state of emergency. This article shall critically examine how the prevailing law, Law No. 11 of 2020 re. Job Creation regulates termination of employment in case of state of emergency.  

scholarly journals The main stages in the development of the official administration in Hungary

2020 ◽  
Vol 54 (2) ◽  
pp. 833-856
Author(s):  
Zoltán Józsa
Keyword(s):  
Public Administration ◽  
The Public ◽  
Window System ◽  
Straight Line ◽  
State Administration ◽  
Service Oriented ◽  
Administrative Procedures ◽  
The Government ◽  
Historical Comparative ◽  
Historical Periods

After a brief outline of the past, the study focuses on the three main elements of public administration: the organization, the tasks and competences, and the characteristics of the staff. Different but complementary research methods (historical, comparative and dogmatic) show the changes in the management and operation of state administration over historical periods. The formal, subordinated administration has gradually given way to a customer-friendly, service-oriented administration. The corresponding organizational framework is the government window system, while the institutions the Act of General Administrative Procedures provide the opportunity to implement fast, cheap and efficient state services. The commitment, skills, and professionalism of the public administration staff remain the most important factor for the realisation of a modern, service-oriented state. Changes like state administration are not straight-line, but the tendency is the strengthening of the help and service image.

Teacher, Preacher, Soldier, Martyr

2013 ◽  
Vol 53 (3-4) ◽  
pp. 315-352 ◽  
Author(s):  
Mark Sanagan
Keyword(s):  
Political Identity ◽  
Colonial Power ◽  
British Mandate ◽  
Life And Death ◽  
The Public ◽  
Current State ◽  
Multiple Contexts ◽  
British Colonial ◽  
The Government ◽  
State Of Israel

When Shaykh ʿIzz al-Dīn al-Qassām died in a gunfight with the Palestine Police Force in November 1935, the Government of the British Mandate for Palestine was ill prepared for the public outpouring of popular support and inspiration the imām from Haifa’s death would give to Arab Palestinian political aspirations. Al-Qassām soon became a powerful symbol in the nationalist fight against the British colonial power and subsequently the State of Israel. Al-Qassām remains a potent figure in Arab nationalist, Palestinian nationalist, and modern “Islamist” circles. The purpose of this paper is thus twofold: first, to provide an overview of the current state of the historiography on al-Qassām; and second, to add to that historiography with a recontextualized narrative of al-Qassām’s life and death. This latter part of the paper aims to fill some of the gaps with additional sources and place the findings alongside contemporary historical scholarship on political identity and nationalist movements in Palestine and the wider Mashriq. This article contends that the claims made on al-Qassām by contemporary Palestinian, “Islamic” nationalists have silenced the multiple contexts available if one considers the entirety of al-Qassām’s life. Viewed in this light, it is possible that al-Qassām never considered himself a “Palestinian” at all. 


Basic U. S. Sources For Current Research In International Law: An Elementary Vade-Mecum

1977 ◽  
Vol 5 (3) ◽  
pp. 347-358 ◽  
Author(s):  
Adolf Sprudzs
Keyword(s):  
United States ◽  
International Law ◽  
The United States ◽  
The Other ◽  
Intergovernmental Organizations ◽  
Department Of State ◽  
The Public ◽  
The Government ◽  
The Many ◽  
The U.S

Among the many old and new actors on the international stage of nations the United States is one of the most active and most important. The U.S. is a member of most existing intergovernmental organizations, participates in hundreds upon hundreds of international conferences and meetings every year and, in conducting her bilateral and multilateral relations with the other members of the community of nations, contributes very substantially to the development of contemporary international law. The Government of the United States has a policy of promptly informing the public about developments in its relations with other countries through a number of documentary publication, issued by the Department of State

HRD: Better Service through Credentialling?

1986 ◽  
Vol 15 (4) ◽  
pp. 451-458
Author(s):  
John B. Kenny
Keyword(s):  
Human Resources ◽  
Public Service ◽  
Employee Performance ◽  
Human Resources Management ◽  
Professional Associations ◽  
Personal View ◽  
Traditional Role ◽  
Public And Private ◽  
The Public ◽  
The Government

More is and will be expected of public service employees. Human resource developers, trainers and educators can do much to help the public service move more assuredly into meeting the changing demands of the public in what is becoming an information oriented society. One of the ways in which the government of Ontario, Canada has determined it can better serve its public, was in the restructuring of the human resources management of the Public Service. A letter from the Premier of the province to the 80,000-member civil service, outlining some of the objectives of the government, and a summary of the March 1986 Report “Managing Human Resources in the Ontario Public Service” are cited. The call was for more clearly communicated goals and policy priorities, training and workplace enhancement, and regular feedback on employee performance. The author's personal view is that the time is ripe, in both the public and private sectors, for the traditional role of staff developer to likewise be strengthened through an enhanced form of personal professional development, professionalization, and the promotion of a new image of the profession by their professional associations. A key link in the process is found in the credentialling question. A model and a personal appeal to “trainers” is put forward to address this question.

scholarly journals The Meaning of the Expansion of Administrative Court that Covers Factual Actions

2019 ◽  
Vol 1 (1) ◽  
pp. 177-192
Author(s):  
Fellista Ersyta Aji
Keyword(s):  
Data Collection ◽  
Qualitative Approach ◽  
The State ◽  
The Public ◽  
Government Administration ◽  
Research Material ◽  
State Administration ◽  
The Law ◽  
The Government ◽  
Administrative Justice

The Administrative Court and Law No. 5 of 1986 on State Administrative Justice have been provided facilities for the public to sue the government and ask to cancel the decision made by the government. Law No. 30 of 2014 on Government Administration has been stipulated that Government Administration Act more or less supersedes the provisions contained in the Law of the State administrative justice. Especially in this Law which attracts attention is the expansion of object disputes state Administration. The object of the state Administration dispute in this Act is different from its elements to the Law of the State administrative justice. One of these is a written stipulation that includes factual action. There is no explanation for the meaning of factual acts in this Administrative Administration Act. Therefore, further research is needed in this regard. This study aims to find out and understand the meaning of factual actions in Article 87 letter (a) of Law Number 30 of 2014. This study uses a qualitative approach to the type of research Normative Juridical. Data collection techniques are Library study is to collect data conducted by reading, quoting, recording and understanding various literature that have to do with research material. The object of the state Administration disputed in Law Number 5 of 1986 and its amendment has expanded on Law Number 30 Year 2014 on Government Administration. When the object of the dispute expands, it will affect the decision taken by the legal practitioner in this case is the state Administration judge.

Talent Management and Development in the United Arab Emirates

2018 ◽  
Vol 20 (4) ◽  
pp. 479-497 ◽  
Author(s):  
Khalil Dirani ◽  
Eric Bowman ◽  
Thomas Guyer ◽  
Richard Kasper ◽  
Yasmeen Makarem ◽  
...  
Keyword(s):  
United Arab Emirates ◽  
Talent Management ◽  
Government Organizations ◽  
Current State ◽  
Strategic Approach ◽  
Tier System ◽  
Diverse Environment ◽  
Management And Development ◽  
The Government ◽  
Smart Government

The Problem Although there is a surge in research on Talent management and talent development (hence forward TMD) practices across different regions, most of what we know about these topics in the United Arab Emirates (UAE) is based on government and practitioners’ reports. Nowadays, UAE is going through unprecedented times of growth. Organizations are operating in a diverse environment created by a smart government vision and practical policies that allowed the UAE to be labeled as a talent magnet destination. Still, TMD activities seem to be influenced by a two-tier system, one for Emirati nationals and another for expatriates. The question is whether the UAE is able to continue its growth through current TMD practices or whether a more strategic approach is needed to address the current TMD challenges and to meet the needs of individuals and of organizations. The Solution The purpose of this article is to provide an overview of professionals’ perspectives in different sectors about (a) the government policies, (b) current activities, and (c) challenges and contextual factors that affect the current state of TMD in the country. Once we understand the different policies, activities, and challenges, practitioners and leaders can use TMD as a source of power, or a strategy, that can lead people and organizations into success. The Stakeholders Human resources and organization development experts working in international contexts, administrators in academic institutions, and leaders in government organizations interested in HRD in the context of the UAE, will find the information presented in this study useful.

scholarly journals Efektifitas Penerapan Aplikasi Lapor Sleman Dalam Mewujudkan Sleman Smart Regency

2020 ◽  
Vol 6 (1) ◽  
pp. 1-11
Author(s):  
Fittia Restiane ◽  
Eko Priyo Purnomo ◽  
Lubna Salsabila
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Smart City ◽  
The Public ◽  
Management And Development ◽  
The Government ◽  
The City

Abstract: Smart City as an innovation in overcoming every problem that occurs in the city. In the Smart City concept there are aspects that are Smart Regency. Is a process of management and development of a variety of natural and human resources, Smart Regency provides innovations in information technology-based grievance services, with access to the Sleman Report application, which is online complaints, aspirations, suggestions and criticisms from the public for the government. However, the services provided by the government to the community were not yet fully maximized in its implementation. The purpose of this study is to see the extent of effectiveness in the application of the Sleman Report in realizing Sleman Smart Regency in Sleman Regency. The result is quite effective for the realization of Smart Regency but in its implementation it is felt to be less than optimal because its handling is sometimes problematic. This study concludes the success of the Sleman Report Program for the steps to realize Smart Regency, the success of target users of the Sleman Report and the achievement of the Report Report in realizing the Smart Regency.Keywords: Smart City,Smart Regency, Lapor Sleman.Abstrak: Smart City sebagai sebuah inovasi dalam mengatasi setiap permasalahan yang terjadi di dalam kota. Dalam konsep Smart City terdapat aspek yang ada yakni Smart Regency. Adalah sebuah proses pengelolaan dan pengembangan dari berbagai macam sumber daya alam dan manusia, Smart Regency memberikan inovasi mengenai layanan pengaduan berbasis teknologi informasi, dengan akses aplikasi Lapor Sleman yakni pengaduan, aspirasi, saran dan kritik secara Online dari masyarakat untuk pemerintah. Namun dalam pelayanan yang diberikan pemerintah untuk masyarakat pun belum sepenuhnya maksimal dalam pelaksanaannya. Tujuan dari penelitian ini adalah untuk melihat sejauh mana efektivitas pada penerapan Lapor Sleman dalam mewujudkan Sleman Smart Regencyn di Kabupaten Sleman. Hasilnya cukup efektif untuk terwujudnya Smart Regency namun dalam implementasinya dirasa kurang maksimal karena penanganannya yang terkadang bermasalah. Penelitian ini menyimpulkan keberhasilan program Lapor Sleman untuk langkah terwujudnya Smart regency, keberhasilan target pengguna dari Lapor Sleman dan pencapaian tujuan Lapor Sleman dalam mewujudkan Smart Regency.Kata kunci: Smart City,Smart Regency, Lapor Sleman

scholarly journals The Regional Head Elections (Pilkada) 2020 During Covid-19 Pandemic: A Projection

2020 ◽  
Vol 1 (2) ◽  
pp. 1-5
Author(s):  
Hizra Marisa ◽  
Ade Pornauli ◽  
Achmad Indra ◽  
Alya Aurora
Keyword(s):  
Government Regulation ◽  
Virus Transmission ◽  
Reform Movement ◽  
The Public ◽  
The Third ◽  
Local Election ◽  
State Administration ◽  
The World ◽  
Election System ◽  
The Government

This study aims to find out a projection and how the development of elections during COVID-19 pandemic. The regional heads elections is one manifestation of the reform movement in 1998 which wants a change in state administration after being dominated by authoritarianism to become democratic. This election is known to the public as a venue for the election of regional heads who will serve or lead. Covid-19 pandemic is a virus transmission and causes an outbreak ove the world including Indonesia. A number of regions contributed to the 2020 elections. The regional head election system in 2020 is the third time held in Indonesia. The ballot is planned to be held simultaneously on September 2020. The total area that will carry out simultaneous regional head elections in 2020 is 270 regions with 9 provinces, 224 districts and 37 cities. The government regulation in lieu of law number 2/2020 on the local election was finally set by President Joko Widodopada on May 4th, 2020. The election which originally took place on September 23rd was finally postponed for 3 months, which became on December 2020. This step was criticized because it was considered ignoring COVID-19 pandemic.

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