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.

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.

“Representative bureaucracy as a leadership issue: the Canadian case”

2020 ◽  
Vol 16 (4) ◽  
pp. 393-410
Author(s):  
Tim A. Mau
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Service ◽  
Representative Bureaucracy ◽  
Gender Representation ◽  
Administrative Leadership ◽  
Content Type ◽  
The Public ◽  
Public Sector Leadership ◽  
Federal Public Service

PurposeThe public administration literature on representative bureaucracy identifies several advantages from having a diverse public service workforce, but it has not explicitly focused on leadership. For its part, the public sector leadership literature has largely ignored the issue of gender. The purpose of this paper is to rectify these limitations by advancing the argument that having a representative bureaucracy is fundamentally a leadership issue. Moreover, it assesses the extent to which representativeness has been achieved in the Canadian federal public service.Design/methodology/approachThe paper begins with a discussion of the importance of a representative bureaucracy for democratic governance. In the next section, the case is made that representativeness is fundamentally intertwined with the concept of administrative leadership. Then, the article provides an interpretive case study analysis of the federal public service in Canada, which is the global leader in terms of women's representation in public service leadership positions.FindingsThe initial breakthrough for gender representation in the Canadian federal public service was 1995. From that point onward, the proportion of women in the core public administration exceeded workforce availability. However, women continued to be modestly under-represented among the senior leadership cadre throughout the early 2000s. The watershed moment for gender representation in the federal public service was 2011 when the number of women in the executive group exceeded workforce availability for the first time. Significant progress toward greater representativeness in the other target groups has also been made but ongoing vigilance is required.Research limitations/implicationsThe study only determines the passive representation of women in the Public Service of Canada and is not able to comment on the extent to which women are substantively represented in federal policy outcomes.Originality/valueThe paper traces the Canadian federal government's progress toward achieving gender representation over time, while commenting on the extent to which the public service reflects broader diversity. In doing so, it explicitly links representation to leadership, which the existing literature fails to do, by arguing that effective administrative leadership is contingent upon having a diverse public service. Moreover, it highlights the importance of gender for public sector leadership, which hitherto has been neglected.

HRM and the New Public Management

2009 ◽  
Author(s):  
Stephen Bach ◽  
Ian Kessler
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Service Organizations ◽  
Limited Attention ◽  
Employment Relations ◽  
The Public ◽  
Public Service Organizations ◽  
New Public

As human resource management (HRM) has developed as a field of study, the attention paid to public sector employment relations has been relatively limited. The preoccupation with the link between HR practice and corporate performance has been less applicable to public service organizations that are answerable to a range of stakeholders and in which HR policy has been geared to ensuring political accountability. There has been a recognition that the public sector confronts fiscal and political pressures that are altering HR practice. However, this observation has rarely been backed up by a sustained focus on people management in the public sector. This limited attention arises from characteristics of the sector. Defining the public sector is not straightforward because there are differences between countries in terms of the size, scope, and role of the sector.

CAPAM Symposium on Networked Government: The public service as a learning organization: the Malaysian experience

2005 ◽  
Vol 71 (3) ◽  
pp. 463-474 ◽  
Author(s):  
Malek Shah Bin Mohd. Yusoff
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Service ◽  
Organizational Boundaries ◽  
Institute Of Public Administration ◽  
The Public ◽  
The People ◽  
Public Sector Organizations ◽  
Common Purpose ◽  
The Government

Current environmental demands require public sector organizations to respond effectively and efficiently to the needs of the people and the nation. Given the bureaucratic nature of public sector organizations, where change and responsiveness are difficult to achieve, this paper highlights some of the issues that need attention to transform public sector organizations into learning organizations. It also examines some of the initiatives taken by Malaysia in general and INTAN (the National Institute of Public Administration) in particular to help enhance learning in the public sector so that the various components of the government machinery can work together across organizational boundaries for a common purpose, responding effectively to challenges, as well as delivering integrated and customer-centric services.

scholarly journals Emerging Issues in Public Sector Reforms in Africa: An Assessment of Ghana and Nigeria

2015 ◽  
Vol 3 (3) ◽  
pp. 95 ◽  
Author(s):  
Salami Issa Afegbua ◽  
Ganiyu L. Ejalonibu
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Service ◽  
West African ◽  
Public Sector Reform ◽  
African Countries ◽  
Sector Reform ◽  
The Public ◽  
Public Sector Reforms ◽  
Emerging Issues

Public sector reform (PSR) has been quite popular in Africa and in recent years, several African countries have implemented far-reaching governance and public service reform measures. The aim of this article is to consider the historical development of Public Sector Reform in Africa and the philosophy behind the ubiquitous wave of reform in the continent. The article discovers that those reform measures have so far gone through three different phases to promote and/or accelerate the revitalization of the public service. It identifies some major challenges that account for the monumental failure of PSR. Finally, the paper offers suggestions on how African countries can free themselves from the doldrums of current PSR. This article will not only broaden the frontier of knowledge in the field of public administration but also address the present and on-going reality of public sector reforms in the West African sub region. This study uses a ‘Literature Survey’ in examining the issue in question.

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.

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

Transforming Public Administration with CAF - 20 years of the Common Assessment Framework - Öffentliches Management und Finanzwirtschaft Band 23

2021 ◽  
Author(s):  
Philip Parzer
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Good Governance ◽  
Assessment Framework ◽  
Self Assessment ◽  
The Sustainable Development ◽  
The Public ◽  
European Public ◽  
European Values ◽  
The Impact

The CAF is the European Common Assessment Framework for better quality in public administration, and it celebrates its 20th anniversary in 2020. The CAF improves public administration through self-assessment by the employees and executives of "their" organisation. The beginning of the CAF dates back to 1998 when the ministers of the European Public Administration Network (EUPAN) commissioned designing "general principles concerning the improvement of the quality of services provided to citizens". The CAF 2020 is the fifth version of the CAF, and it is designed to be the European guideline for good governance and excellence in public sector organisations. In four chapters, this book provides an overview of how the CAF is contributing to transform public administration. About 30 designated CAF experts from academia and practice offer insights into the impact of the CAF in different fields of public sector organisations, reflecting the powerful role of the CAF in navigating through challenging times. Furthermore, this book provides an overview of the institutional status of the CAF in Europe and internationally, and it shows the necessary steps for further strengthening the CAF as the number one tool for transformation and quality in the public sector. As a resumé of the book, it can be stated that the CAF initiates and accompanies the transformation of public administration, especially through: transforming the organisation towards change and organisational development; transforming public administration towards the Sustainable Development Goals; transforming the public sector towards effective governance, multi-level collaboration and comprehensive policy-field-thinking; making public administration and structural reforms successful; and driving states and societies towards European integration and European values.

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 Trust in the public sector: is there any evidence for a long-term decline?

2008 ◽  
Vol 74 (1) ◽  
pp. 47-64 ◽  
Author(s):  
Steven Van de Walle ◽  
Steven Van Roosbroek ◽  
Geert Bouckaert
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Service ◽  
Ad Hoc ◽  
Public Trust ◽  
Opinion Poll ◽  
The Public ◽  
To Come ◽  
Discussion Review

Concerns with declining public trust in government have become a permanent element of the contemporary political discourse. This concern also extends to levels of citizens' trust in the public administration and public services. Trust is said to be declining, and this decline is generally seen as detrimental to public service delivery. In this article, we examine the main elements in this discussion, review the existing international survey data and summarize the main findings for Organization for Economic Co-operation and Development (OECD) countries. Citizens' trust in the public sector is found to fluctuate, and the data generally do not show consistently declining levels of trust. Furthermore, in some countries there simply are insufficient data to come to any conclusions at all about time trends in citizen trust in the public sector. Points for practitioners This article summarizes some of the survey material on citizens' trust in the public administration. It allows practitioners to compare trends in public trust in their country across time and space. The findings lead us to reject the hypothesis of a universal decline of trust in the public sector. The article warns against using opinion poll results without considering context. The long-term and comparative perspective on citizens' trust in the public sector is all too often absent from the policy discourse that is frequently based on assumptions and ad hoc approaches.

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